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| Section | Objectives |
|---|---|
| Topic 1: People | - People management and effective collaboration |
| Topic 2: Practices | - Risk - Issues - Progress - Quality - Organizing - Plans - Business case |
| Topic 3: Processes | - Starting up a project - Closing a project - Directing a project - Managing product delivery - Managing a stage boundary - Initiating a project - Controlling a stage |
| Topic 4: Principles | - Apply the PRINCE2 principles in context |
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NEW QUESTION # 20
Before accepting the stage 2 design work package, the BuildyBrick team manager needs to determine how the design team will be organized and controlled and whether the work can be achieved within the stated constraints.
During which 'managing product delivery' activity should this be done?
Answer: A
Explanation:
The correct answer is D - Accept a work package . The first activity in the managing product delivery process ensures that the team manager fully understands the proposed work package and determines that it can realistically be delivered before accepting responsibility for it.
The BuildyBrick team manager therefore needs to examine the required products, product descriptions, constraints, tolerances, interfaces, quality requirements, reporting arrangements, available resources, and relevant issues and risks. The team manager also determines how the specialist team will be organized and controlled and, where appropriate, develops or confirms the team plan. Any concerns about achievability should be discussed with the project manager before acceptance rather than discovered after work has begun.
Option B occurs after the work package has been accepted and covers development of the products, performance of quality activities, management of delivery, and handling of issues and risks during execution.
Option C occurs periodically during delivery to evaluate progress and status against the work package and team plan, including preparation of checkpoint information. Option A occurs at the end, once completed products and required approvals are ready to be handed back to the project manager.
Therefore, confirming that the work is achievable within its stated constraints is an essential part of accepting the work package .
PRINCE2 7 reference topics: Managing product delivery; accept a work package; team manager; work package constraints; team planning; Ref. 17.4.1.
NEW QUESTION # 21
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: C
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 # 22
At the start of stage 3, the project board inserts detailed recycling tolerances directly into each work package without the project manager agreeing the delegated targets with the relevant team managers.
Is this an appropriate application of the progress practice, and why?
Answer: C
Explanation:
The correct answer is C . PRINCE2 applies management by exception through a hierarchy of delegated authority. The project board establishes the management stage within which the project manager operates, whereas the project manager normally authorizes individual work packages and agrees their requirements and tolerances with the relevant team managers.
The problem in the scenario is therefore not the existence of recycling or sustainability tolerances. Such measurable constraints may legitimately be delegated to a delivery team when they are relevant to its work.
The problem is that the project board bypasses the project manager and directly inserts detailed work-package tolerances without those delegated targets being agreed through the normal work-package authorization relationship.
Option A incorrectly creates a direct routine control relationship between the project board and team managers. Option B similarly conflicts with the normal reporting structure: team managers report work- package progress to the project manager, while the project manager provides appropriate progress information to the project board. Option D is incorrect because sustainability performance can be translated into delegated targets and tolerances at lower management levels when appropriate.
The project manager should therefore authorize the relevant work packages, agree achievable delegated tolerances with team managers, and monitor performance against them within the overall stage tolerances authorized by the project board.
PRINCE2 7 reference topics: Progress practice; management by exception; work packages; tolerances; project manager/team manager interface; delegated authority.
NEW QUESTION # 23
ORGANIZATION
Use the 'Additional Information' in the Scenario Booklet to answer this question.
Here are three roles relating to the LouisShopping Project.
Which individual (A-E) would be MOST appropriate for each role according to the 'organization' practice?
Choose only ONE individual for each role. Each individual can be used once, more than once, or not at all.
Answer: A,B,C
Explanation:
The correct mapping is Project support - B, Regeneration Officer; User assurance - D, Heritage Manager; Senior supplier - C, Chief Technology Officer .
Under the PRINCE2 organization practice, roles are allocated according to the interests represented and the responsibilities required by the project management team. Project support provides administrative and specialist support to the project manager and project management team. The Regeneration Officer is therefore the most appropriate individual among the available choices.
User assurance protects the interests of those who will use, operate, maintain, or otherwise be affected by the project products. The Heritage Manager is positioned to provide assurance concerning the heritage-related requirements represented by the senior user interest. This also aligns with the scenario's earlier delegation of review activity concerning protection of historically significant buildings.
The senior supplier represents those responsible for providing the specialist resources and expertise necessary to design and develop the project's products. Among the listed individuals, the Chief Technology Officer is the appropriate supplier-side representative for the specialist technology component.
The Regeneration Manager is already associated with the project manager role, while the Portfolio Director operates at the business layer and therefore would not appropriately fulfil these three project-level roles.
PRINCE2 7 reference topics: Organization practice; project management team; project support; project assurance; senior supplier; business, user and supplier interests.
NEW QUESTION # 24
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?
Answer: C
Explanation:
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.
NEW QUESTION # 25
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