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| Section | Objectives |
|---|---|
| Topic 1: PRINCE2 Project Management Practices | - Organizing - Business case - Progress - Risk - Quality - Plans - Issues |
| Topic 2: Project Context and Tailoring | - Sustainability - Tailoring PRINCE2 to the project context - Organizational context - Digital and data management - Project scale and complexity - Delivery methods and approaches - Commercial context |
| Topic 3: PRINCE2 Project Management Principles | - Manage by exception - Manage by stages - Ensure continued business justification - Define roles, responsibilities and relationships - Learn from experience - Focus on products - Tailor to suit the project |
| Topic 4: People | - Leading successful change - Effective communication - Leading successful teams |
| Topic 5: PRINCE2 Project Management Processes | - Directing a project - Managing a stage boundary - Starting up a project - Controlling a stage - Initiating a project - Managing product delivery - Closing a project |
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NEW QUESTION # 24
ISSUES
During stage 1, BuildyBrick was appointed by the procurement team manager as the main contractor for the project. The project is now in stage 3 and BuildyBrick is part way through the site preparation. Following an environmental survey report, BuildyBrick will have to delay the site clearance by several weeks to enable protected amphibians to be relocated. There are two options to deal with this issue. The first is to wait for BuildyBrick to clear the site, but this will take longer. The second is to hire an additional contractor to clear the site more quickly, but this will cost more. Both of these options can be completed within cost and time tolerances, but appointing an additional contractor is beyond the project manager's delegated authority.
Here are three actions related to the resolution of this issue.
Which role (A-E) should be responsible for each action?
Choose only ONE role for each action. Each role can be used once, more than once, or not at all.
Answer: C,D,E
Explanation:
The correct mapping is Action 1 - A; Action 2 - E; Action 3 - C .
For Action 1 , the appointment of an additional contractor exceeds the project manager's delegated authority.
Although both options remain within overall stage cost and time tolerances, the project manager cannot authorize a decision that falls outside their defined authority. The matter must therefore be referred to the appropriate project-board authority, with the project executive responsible for leading the decision.
For Action 2 , maintaining project records is part of the project manager's day-to-day management responsibility. Once a decision has been taken, the project manager should ensure that the issue record is updated with the authorized response and decision so that there is an accurate audit trail.
For Action 3 , the senior supplier represents those providing specialist resources and expertise to create the project's products. Confirming that appropriate supplier resources can be made available for additional site- clearance work consequently aligns with the supplier interest.
This question illustrates that issue management must operate within the project's governance and delegation arrangements. Remaining within tolerance does not automatically permit the project manager to take an action specifically outside their delegated authority.
PRINCE2 7 reference topics: Issues practice; delegated authority; issue report; issue register; project executive; project manager; senior supplier.
NEW QUESTION # 25
BUSINESS CASE
Here are three statements related to the 'business case' practice.
In which management product should each statement be recorded?
Choose only ONE management product for each statement. Each management product can be used once, more than once, or not at all.
Answer: A,D,E
Explanation:
The correct mapping is Statement 1 - F; Statement 2 - B; Statement 3 - A .
Statement 1 belongs in the commercial management approach because it concerns the commercial and sourcing arrangements for delivery. The use of an external supplier for most specialist work is a supplier and procurement consideration and therefore needs to be addressed through the project's commercial management arrangements.
Statement 2 belongs in the benefits management approach because it specifies a measurable target, identifies how achievement will be monitored, and allocates responsibility for reviewing the resulting evidence. Although the target concerns sustainability, the statement is principally about how the target's achievement will be measured and reviewed. Those arrangements are characteristic of benefits-management planning.
Statement 3 belongs in the business case because the committed funding relates directly to the investment required to undertake the project and therefore forms part of the project's justification and financial basis.
The distractors serve different purposes. The sustainability management approach addresses how sustainability will be managed throughout the project; the end stage report records stage performance; and the project brief establishes the project's initial foundation during starting up a project. The question tests the ability to distinguish closely related management products according to the specific information each is designed to control.
PRINCE2 7 reference topics: Business case practice; commercial management approach; benefits management approach; investment justification; management products.
NEW QUESTION # 26
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: A
NEW QUESTION # 27
A new law requires everyone working on public-infrastructure projects to hold an appropriate security clearance. The project manager records the legislation as an external event in the issue register so that its effects can be assessed.
Is this an appropriate application of the issues practice, and why?
Answer: D
Explanation:
The correct answer is A . The legislation is an external event that has already occurred : a new legal requirement now applies to people working on public-infrastructure projects. It therefore represents an issue rather than merely an uncertain future risk. Recording it in the issue register enables the project team to assess its impact and determine what action may be necessary.
The effect could be significant. Existing or planned personnel may not possess the required security clearance, which could constrain the availability of resources, delay mobilization, alter supplier arrangements, increase costs, or affect scheduled delivery. The project manager should therefore ensure the event is captured and assessed rather than waiting until every consequence is known.
Option B is incorrect because external events that affect project objectives should still be managed through the project's agreed governance and issue-management controls. Option C would delay formal management of an event whose implications may require immediate investigation and action. Option D incorrectly assumes that externally generated issues belong exclusively to the business layer. The business may need to participate in resolving some consequences, but the project team must manage impacts on the project within its authority and escalation arrangements.
The key distinction is that an issue concerns something that has happened or is currently relevant , whereas a risk concerns uncertainty about a future event.
PRINCE2 7 reference topics: Issues practice; external events; issue register; issue assessment; resource impacts; risk-versus-issue distinction.
NEW QUESTION # 28
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?
Answer: D
Explanation:
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.
NEW QUESTION # 29
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