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| Section | Weight | Objectives |
|---|---|---|
| Topic 1: PRINCE2 Processes | 28% | - Apply the seven Processes
|
| Topic 2: PRINCE2 Principles | 12% | - Apply the seven PRINCE2 Principles in context
|
| Topic 3: People & Project Context Integration | 20% | - People management and collaboration
|
| Topic 4: PRINCE2 Practices | 40% | - Apply and tailor the seven Practices
|
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NEW QUESTION # 10
PLANS
Here are three items of information included in the stage 2 plan.
Under which heading (A-F) should each item be recorded?
Choose only ONE heading for each item of information. Each heading may be used once, more than once, or not at all.
Answer: A,B,D
Explanation:
The correct mapping is Item 1 - B; Item 2 - F; Item 3 - C .
Item 1 belongs under planning assumptions and prerequisites. The plan is being constructed on the assumption that limited experience with sustainable technologies increases the possibility of design errors and consequently requires additional quality-control time. This is a planning assumption that affects how the stage is estimated and scheduled.
Item 2 belongs under monitoring, control and reporting arrangements. Sending a design-progress summary to the project board every two weeks defines the frequency and mechanism by which progress information will be communicated and controlled during the stage.
Item 3 belongs under products to be delivered. The architectural visualizations are explicit outputs that stage 2 is expected to create. They are therefore part of the defined product scope of the stage plan.
The other headings address different planning information. Dependencies identify relationships that constrain sequencing; budget records the financial resources authorized for the plan; and tolerances establish permissible deviations from performance targets before escalation becomes necessary.
The question demonstrates that a PRINCE2 plan is not simply a schedule. It integrates products, assumptions, resources, controls, tolerances, dependencies, and reporting arrangements into a coherent management product.
PRINCE2 7 reference topics: Plans practice; stage plan; planning assumptions; products; monitoring and control arrangements; product-based planning.
NEW QUESTION # 11
The target state for LouisShopping requires the car park to be monitored continuously, 24 hours a day and seven days a week, as an ongoing safety routine.
Under which heading of the change management approach should this requirement be recorded?
Answer: D
Explanation:
The correct answer is A - State characteristics . The requirement describes an attribute of the intended future operating environment: once LouisShopping has transitioned to its target state, the car park must be monitored continuously, twenty-four hours a day and seven days a week. It therefore defines what the future state must be like , rather than describing an activity required to create that state.
Within the change management approach, state characteristics describe relevant features of the current, interim, or target states. The continuous-monitoring requirement is an enduring operational condition and consequently belongs under this heading.
Option B, Enabling activities , would instead describe activities undertaken to move people or the organization from the current state toward the target state-for example, training personnel, implementing a monitoring process, or preparing operational procedures. Option C, Resources , would identify the people, funding, equipment, systems, or other resources needed to support the change. Option D, Responsibilities , would define who is accountable for specific change-related activities or ongoing duties.
The distinction is therefore between describing the desired condition and describing the means of achieving or sustaining it. "The car park is monitored continuously" is a characteristic of the required target operating state.
PRINCE2 7 reference topics: People; change management approach; current state, interim state and target state; state characteristics; enabling activities.
NEW QUESTION # 12
At project closure, the project manager prepares the end project report, noting that the project exceeded its budget by 10% and planned duration by 15% because of additional heritage protection work. The findings are summarized for the project board and shared with the LOB Portfolio Director so that other projects can learn from them.
Which practice is being applied?
Answer: B
Explanation:
The correct answer is C - Progress . The progress practice establishes mechanisms for comparing actual achievements with planned targets, forecasting future performance, controlling deviations, and providing appropriate information to decision-makers. At project closure, this includes reviewing overall project performance against the baselines and targets that were originally authorized.
The end project report provides the project board with a consolidated assessment of how the project performed. In this scenario, the project manager records that actual cost exceeded the budget by 10% and actual duration exceeded the planned schedule by 15%. These are direct comparisons between actual and planned performance , placing the information squarely within the progress practice.
Sharing the findings with the LOB Portfolio Director also enables experience from the LouisShopping project to support organizational learning. This does not change the primary practice being demonstrated: the information being analysed and communicated is project performance against authorized targets.
Option A concerns whether continued or completed investment was justified in terms of costs, benefits, risks, and business objectives. Option B concerns creation and maintenance of plans. Option D concerns ensuring products meet defined quality requirements. Although each may contribute information to project closure, the specific evaluation of cost and time performance belongs principally to progress .
PRINCE2 7 reference topics: Progress practice; end project report; actual versus planned performance; project closure; lessons and organizational learning.
NEW QUESTION # 13
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: D
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 # 14
During stage 4, the business identifies a need for additional funding to extend LouisShopping advertising beyond project closure so that more businesses are attracted to Louistown. The project board must communicate the business need and resulting direction to the project team.
Which role should lead this business-related ongoing direction?
Answer: C
Explanation:
The correct answer is A - Project executive . Within the directing a project process, the project board provides ongoing direction throughout the project. When that direction principally concerns the business interest , the project executive is the appropriate board member to lead it.
The scenario concerns additional funding and the continuation of advertising beyond project closure so that the wider business objective of attracting more businesses to Louistown can be supported. These matters relate directly to organizational investment, business justification, and the relationship between the project and the business layer. The project executive represents the business interest on the project board and maintains the principal interface between project governance and the commissioning organization.
Option B is incorrect because the project manager receives direction from the project board and manages the project on a day-to-day basis; the project manager does not replace the board's business governance role.
Option C is incorrect because project assurance independently evaluates whether the project is being conducted appropriately; it does not lead business direction. Option D represents the user interest, ensuring that the project products meet user needs and support expected benefits, but additional investment and business-layer direction fall primarily within the executive's domain.
PRINCE2 7 reference topics: Directing a project; give ongoing direction; project executive; business interest; business layer; project-board responsibilities.
NEW QUESTION # 15
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