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質問 # 23
During the 'initiating a project' process, the team expects local heritage-protection groups to oppose the proposal. The Heritage Director suggests waiting until the groups contact the project. Instead, the project manager asks the Heritage Manager to identify groups known from previous work, and the manager supplies a list.
Is this an appropriate approach to leading successful change, and why?
正解：A
解説：
The correct answer is A . Effective change management requires the project to understand who will be affected by the change, who can influence it, and what relationships may need active management. PRINCE2
7 therefore supports proactive stakeholder identification rather than waiting until stakeholders independently approach the project.
The Heritage Manager already possesses useful knowledge from previous work. Using that knowledge during initiation enables the project manager to identify heritage-protection groups early, assess their likely interests and influence, and determine suitable engagement and communication activities. Their anticipated opposition makes early identification more important, not less important, because potential concerns can be understood before they develop into avoidable resistance, issues, or reputational problems.
Option B is incorrect because identifying a stakeholder does not guarantee support. Stakeholder analysis provides information that enables appropriate engagement; it cannot predetermine stakeholder attitudes.
Option C is also incorrect because stakeholder identification is appropriate during initiation and should continue throughout the project as circumstances change. Option D assumes that contact or identification necessarily increases opposition, which is unsupported. Early engagement may instead clarify concerns, reveal constraints, and improve the project's ability to manage change.
The scenario therefore demonstrates proactive use of organizational knowledge to strengthen the project's understanding of its stakeholder environment.
PRINCE2 7 reference topics: People; leading successful change; stakeholder identification; stakeholder analysis; communication; organizational ecosystem.
質問 # 24
During stage 2, the project board agrees that the underground car park should contain 15 rapid-charging spaces, with a scope tolerance permitting delivery of no fewer than 10 spaces. The project manager includes this tolerance in the relevant work package agreed with the team manager.
Is this an appropriate application of the 'manage by exception' principle, and why?
正解：C
解説：
The correct answer is A . Manage by exception is based on delegating authority within explicitly agreed tolerances. Higher management sets boundaries within which the lower management level may make decisions without repeatedly seeking approval. Escalation becomes necessary when a tolerance is forecast to be exceeded.
In this scenario, the desired scope is 15 rapid-charging spaces, while the project board has accepted a lower limit of 10. That creates a defined permissible range for the scope of the relevant product or work package.
The project manager can therefore delegate delivery within that range to the team manager. As long as the forecast remains within the agreed scope tolerance, routine design decisions do not need to be referred back upward. PeopleCert summarizes the principle by stating that authority should be delegated within agreed tolerances, avoiding both micromanagement and uncontrolled exceptions.
Option B incorrectly categorizes the tolerance as quality tolerance . The number of charging spaces concerns the extent of what is being delivered and is therefore a scope parameter. Options C and D undermine the fundamental purpose of management by exception by requiring unnecessary precision and escalation where authorized flexibility has deliberately been provided.
PRINCE2 7 reference topics: Manage by exception; tolerances; scope performance target; delegation; work packages; exception escalation.
質問 # 25
QUALITY
Here are three items of information relating to the testing of the solar panels during stage 4.
Under which heading of the quality register (A-E) should each item be recorded?
Choose only ONE heading for each item. Each heading can be used once, more than once, or not at all.
正解：A、C、D
解説：
The correct mapping is Item 1 - A; Item 2 - B; Item 3 - D .
Item 1 belongs under Quality method. It specifies how the required quality criterion will be verified:
specialist equipment will measure whether the panels achieve the applicable energy-output standard. The method identifies the technique used to conduct the quality activity.
Item 2 belongs under Dates. It states when the quality activity is scheduled to occur-week 2 of stage 4- and also relates its timing to another quality activity, the security-system test.
Item 3 belongs under Result. It records the outcome of the completed test, specifically that one panel failed to satisfy the required energy-output standard. This is the actual result of the quality activity rather than its planned method or timing.
The remaining headings perform different functions. Responsibilities identify those accountable for carrying out, reviewing, or approving the quality activity. Records identify or reference the evidence and documentation produced as a consequence of the quality activity.
The quality register therefore provides an operational record of planned and completed quality activities, supporting traceability between what was to be tested, how and when it was tested, who was involved, and what outcome was obtained.
PRINCE2 7 reference topics: Quality practice; quality register; quality methods; quality-control activities; quality results; records and responsibilities.
質問 # 26
The stage 4 inspections cannot start because a geological survey is late. Although the survey team is generally qualified, it lacks a specific technical capability needed to complete the survey. Without first assessing the gap, the project manager recommends replacing the entire team with a subcontractor, which would cause a significant further delay.
Is this an appropriate approach to leading a successful team, and why?
正解：C
解説：
The correct answer is C . PRINCE2 7's people element emphasizes effective leadership, collaboration, capability, relationships, and understanding the people actually available to the project. A capability shortfall should therefore be diagnosed before a disproportionate organizational response is selected.
The survey team is described as generally qualified; only a specific technical capability is missing. Replacing the entire team without assessing the competency gap could discard useful knowledge, disrupt established relationships, increase transition time, and-as the scenario explicitly states-cause substantial additional delay. A better leadership response is first to establish exactly what capability is missing and then assess proportionate interventions such as specialist support, targeted training, temporary augmentation, mentoring, or bringing in one specialist rather than replacing the complete team.
PeopleCert's PRINCE2 7 guidance stresses the importance of team skills and collaboration and explicitly cautions against assuming that successful project leadership means replacing existing people whenever difficulties arise. It emphasizes working effectively with the team available and adapting the approach to people and circumstances.
Option A jumps directly to a disruptive solution. Option B incorrectly assumes that authority alone makes the proposed response appropriate. Option D overstates co-creation: agreed ways of working do not prevent justified changes to team composition.
PRINCE2 7 reference topics: People element; leading successful teams; capability and competency; collaboration; relationships; tailoring ways of working.
質問 # 27
While preparing the project plan during initiation, the project manager proposes that stage 2 should end at the Council's financial year-end. This would allow the decision on funding for stage 3 to coincide with the Council's annual budget process.
Is this an appropriate application of the 'manage by stages' principle, and why?
正解：A
解説：
The correct answer is A . PRINCE2 management stages are governance constructs and do not have to correspond mechanically to technical phases or fixed time intervals. Their boundaries should be positioned where they provide effective control and meaningful decision points for the project board.
Aligning the end of stage 2 with the Council's financial year-end is therefore appropriate because the continuation decision for stage 3 depends on a significant external funding decision. The boundary creates a natural point at which actual progress can be assessed, the business case can be reviewed, future funding confirmed, and the next stage authorized with current information. PRINCE2's management-by-stages approach supports progressive planning and explicit review points rather than committing detailed authority for the entire project at initiation.
Option B is incorrect because completing a single specialist product does not automatically determine the end of a management stage. Stage boundaries are selected to provide appropriate management control. Option C is too restrictive: risk is an important consideration when determining stage length, but it is not the sole factor.
Option D similarly overstates technical complexity as the determining factor. Business decisions, risk, uncertainty, planning horizon, organizational constraints, and external decision points can all influence stage design.
PRINCE2 7 reference topics: Manage by stages; management stage design; planning horizon; stage boundaries; authorization of the next stage.
質問 # 28
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