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| Section | Objectives |
|---|---|
| Processes | - Managing product delivery - Directing a project - Closing a project - Initiating a project - Controlling a stage - Starting up a project - Managing a stage boundary |
| People | - People management and effective collaboration |
| Practices | - Organizing - Risk - Issues - Quality - Business case - Plans - Progress |
| Principles | - Apply the PRINCE2 principles in context |
>> Latest PRINCE2-7-Practitioner Exam Questions <<
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NEW QUESTION # 10
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: B
Explanation:
The correct answer is D . The confirm project acceptance activity ensures that the project's products have been accepted by the appropriate parties and that responsibility can be transferred from the temporary project organization to the operational environment. Successful closure requires more than confirming that physical construction has finished; the organization receiving the project product must also be ready to operate and maintain it.
The project manager is therefore correct to verify that the Council's operations and facilities teams are prepared to take responsibility for the completed shopping centre before BuildyBrick's remaining supplier personnel demobilize. This provides confidence that handover is complete, operational responsibilities are understood, and the completed product can move safely into business-as-usual use.
Option A relates more closely to evaluating project performance and producing closure reporting rather than confirming operational acceptance. Option B may be an appropriate people-management activity in some circumstances, but it is not the purpose of confirm project acceptance. Option C reverses the logical emphasis:
archiving project information is part of closure administration, but the acceptance of the completed project product is not dependent on every project record first being archived.
The essential control is confirmation that the receiving operational and maintenance environment can take ownership of the completed project product.
PRINCE2 7 reference topics: Closing a project; confirm project acceptance; handover; operational and maintenance environment; acceptance; transition to business as usual.
NEW QUESTION # 11
The Business Opportunities Director, acting as project executive, proposes that the Head of the Portfolio Office should perform business assurance and should also approve the viability of the business case and the achievability of the project plan.
Is this an appropriate application of the organization practice, and why?
Answer: A
Explanation:
The correct answer is C . PRINCE2 distinguishes between accountability and assurance . Project assurance provides an independent assessment of whether the project is being conducted properly and whether the information presented to the project board is reliable. Assurance can therefore review the business case, examine the project plan, and provide confidence concerning viability and achievability.
However, assigning an assurance provider does not transfer the project executive's accountability. The project executive remains ultimately accountable for ensuring that the project continues to represent a worthwhile investment and that the business case remains valid. The project executive also chairs the project board and is responsible for balancing the business, user, and supplier interests.
Option A incorrectly assumes that delegation of assurance transfers accountability. PRINCE2 explicitly preserves accountability at the project board level. Option B similarly confuses independent review with ownership of the business case. Option D is also too restrictive: an appropriately independent portfolio-office function may perform project assurance if this arrangement is suitable and does not compromise the required independence.
The Head of Portfolio Office may therefore perform business-assurance work, but cannot assume the project executive's fundamental accountability for project justification.
PRINCE2 7 reference topics: Organization practice; project executive; project assurance; delegation versus accountability; business assurance; continued business justification.
NEW QUESTION # 12
At the stage 2 boundary, the project manager recommends adding the replacement subcontractor's account manager to the project board to represent supplier interests during stage 3.
Which practice is being applied in 'managing a stage boundary'?
Answer: A
Explanation:
The correct answer is B - Organization . The organization practice defines the project's structure of accountability and responsibility and ensures that the business, user, and supplier interests are appropriately represented throughout the project.
The proposed appointment concerns representation of the supplier interest on the project board . The senior supplier is accountable for ensuring that the specialist products can be designed and delivered and that suitable supplier resources, expertise, and technical capability are available. Where the supplier environment changes substantially between stages, the suitability of the project management team should be reconsidered rather than assuming that the original organizational structure must remain unchanged for the entire project.
The replacement subcontractor is expected to undertake the utilities and systems work during stage 3. It is therefore appropriate at the stage boundary to assess whether its account manager should provide senior supplier representation for the forthcoming stage.
Option A, plans, concerns what will be delivered and how, when, and by whom at the planning level, but the specific decision being described concerns project-governance representation. Option C concerns establishing and controlling product quality. Option D concerns monitoring actual and forecast performance against authorized plans and tolerances.
The scenario therefore applies the organization practice within managing a stage boundary to ensure that the governance structure remains appropriate for the next stage.
PRINCE2 7 reference topics: Organization practice; senior supplier; project board; supplier interest; managing a stage boundary; project organization.
NEW QUESTION # 13
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?
Answer: A
Explanation:
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.
NEW QUESTION # 14
Before the end of stage 2, the project board authorizes a change that adds more trees and seating to the external landscaping. The change can be delivered in stage 3 without any forecast breach of project tolerance.
While preparing the next stage plan, the project manager incorporates the additional products and work, updates the relevant product descriptions and product register entries, and reviews whether the project initiation documentation needs to be updated.
Is this an appropriate application of 'prepare the next stage plan', and why?
Answer: B
Explanation:
The correct answer is A . When preparing the next stage plan, the project manager must incorporate all relevant authorized changes that affect the products or work to be undertaken in the forthcoming management stage. The stage plan must represent the current authorized baseline rather than an obsolete version of what was originally intended.
The additional trees and seating have already been authorized by the project board, and the change can be incorporated without a forecast breach of overall project tolerance. The project manager should therefore reflect the additional products and activities in the stage 3 plan, revise affected product descriptions and product-register information, and determine whether corresponding elements of the project initiation documentation need updating.
Option B is incorrect because an exception plan is not required for every authorized change. Exception planning is used where agreed tolerance is forecast to be exceeded and the higher management level requests a replacement plan. The scenario explicitly states that project tolerance is not forecast to be breached. Option C incorrectly introduces mandatory re-authorization by the business layer. Option D is incorrect because preparing the next stage plan is a project manager responsibility; project assurance may independently review the resulting information but does not prepare it instead.
PRINCE2 7 reference topics: Managing a stage boundary; prepare the next stage plan; authorized changes; product descriptions; product register; PID maintenance; exception plans.
NEW QUESTION # 15
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