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| Section | Weight | Objectives |
|---|---|---|
| PRINCE2 Principles | 12% | - Apply the seven PRINCE2 Principles in context
|
| People & Project Context Integration | 20% | - People management and collaboration
|
| PRINCE2 Processes | 28% | - Apply the seven Processes
|
| PRINCE2 Practices | 40% | - Apply and tailor the seven Practices
|
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14. 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: D
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.
15. Frage
During the 'starting up a project' process, the project team decides that the complex LouisShopping infrastructure project will use a traditional, linear-sequential delivery method.
Which role is accountable for selecting the project approach?
Antwort: B
Begründung:
The correct answer is B - Project executive . Selecting the project approach is an activity within the starting up a project process. The approach establishes the overall way in which the project's products will be created and delivered, including considerations such as delivery method, sourcing, specialist techniques, and relevant organizational or commercial constraints.
The project manager performs substantial analysis and coordination in developing the proposed approach, drawing on specialist advice where required. However, the question specifically asks which role is accountable . Accountability rests with the project executive , who is ultimately accountable for the project' s success and for ensuring that the chosen approach is compatible with the business justification, organizational environment, and project mandate.
Option C is attractive because the project manager has operational responsibility for preparing and developing many elements of the project approach. However, responsibility for performing an activity and accountability for ensuring its appropriate outcome are distinct concepts. Option D is also too narrow: the senior supplier provides important specialist expertise concerning feasibility and delivery, but represents the supplier interest rather than holding overall accountability. Option A establishes the wider organizational direction but does not own this project-level decision.
The executive therefore remains accountable while drawing on the project manager and specialist supplier expertise to establish a viable approach.
PRINCE2 7 reference topics: Starting up a project; select the project approach; project executive accountability; project manager responsibility; supplier expertise.
16. Frage
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?
Antwort: C
Begründung:
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.
17. Frage
During stage 3, the foundations team manager tells the project manager that the completed foundations may have changed rainwater flow onto a neighbouring property. The project manager notes the concern in the project log but dismisses it without assessment and instructs the team to continue because the design has planning approval.
Is this an appropriate application of the 'capture issues and risks' activity, and why?
Antwort: A
Begründung:
The correct answer is C . The purpose of capture issues and risks is not merely to record information. Newly identified concerns must be considered sufficiently to determine their nature, significance, and appropriate treatment. An informal concern can subsequently prove to be a material issue or risk affecting project objectives, stakeholders, regulatory obligations, cost, schedule, or reputation.
The possibility that completed foundations have altered rainwater flow onto neighbouring property has potentially significant consequences. Planning approval does not demonstrate that this newly identified condition is harmless. The project manager should therefore assess the concern before deciding whether it can be handled informally, requires formal entry in the issue or risk register, needs specialist investigation, or demands escalation or corrective action.
Option A incorrectly treats recording as equivalent to management. A log entry provides traceability but does not establish whether further action is required. Option B similarly conflicts with effective issue and risk management because an informal route does not exempt a concern from proportionate assessment. Option D is incorrect because potentially significant matters should be raised when identified; the team manager is not required to wait for the next scheduled checkpoint report.
The essential PRINCE2 control is to capture, assess, and determine an appropriate response , rather than dismissing uncertainty solely because existing approval had previously been obtained.
PRINCE2 7 reference topics: Controlling a stage; capture issues and risks; project log; issue assessment; risk assessment; corrective action.
18. Frage
During 'closing a project', the project manager updates the arrangements that specify how and when the Head of the Portfolio Office will measure the increase in business opportunities after LouisShopping enters operational use.
During which closing activity should this be done?
Antwort: B
Begründung:
The correct answer is A - Prepare planned closure . A project can be operationally complete before all of its intended benefits have been realized. Many benefits emerge only after project products have been transferred into business-as-usual operation. Consequently, closing arrangements need to establish how outstanding benefits will subsequently be measured and reviewed.
In this scenario, the anticipated increase in business opportunities will be assessed after LouisShopping has entered operational use. The project manager therefore needs to update the relevant post-project benefit- review arrangements during prepare planned closure , identifying what is to be measured, when measurement should occur, and who will be responsible. The Head of the Portfolio Office is identified as the person who will perform that subsequent measurement.
Option B concerns obtaining confirmation that the project's products have been accepted and that appropriate handover has occurred. Option C focuses on evaluating overall project performance and producing closure information such as the end project report and lessons. Option D is the formal request to the project board to authorize closure once the necessary closure activities have been completed.
Preparing planned closure is therefore the appropriate point to ensure that post-project measurement responsibilities remain in place after the temporary project organization is disbanded.
PRINCE2 7 reference topics: Closing a project; prepare planned closure; benefits management; post-project benefits reviews; operational use; business responsibility after closure.
19. Frage
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Heutztage hat ein Fachqualifizieter große Vorteile in der heute konkurrenzfähigen Gesellschaft, besonders im IT-Bereich. Einige IT-Zertifikate zu bekommen ist sehr nützlich. Die PRINCE2 PRINCE2-7-Practitioner Zertifizierungsprüfung ist eine Prüfung, die das Niveau der fachlichen Kenntnissen überprüft und stellt ein großes Gewicht in der IT-Branche dar. Wegen der Schwierigkeit der PRINCE2 PRINCE2-7-Practitioner (PRINCE2 Project Management Practitioner (Version 7)) Zertifizierungsprüfung hat man viel Zeit und Energie für die Prüfung benutzt. Jedoch sind sie am Ende doch in der Prüfung durchgefallen. Die Gründe dafür liegt darin, dass Sie nicht an der speziellen Kursen teilnehmen. Nun haben Experten die zielgerichteten Prüfungen entwickelt, die Ihnen helden, viel Zeit und Energie zu ersparen und trotzdem die Prüfung 100% zu bestehen.
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