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| Section | Objectives |
|---|---|
| Project Context and Tailoring | - Sustainability - Digital and data management - Delivery methods and approaches - Organizational context - Commercial context - Project scale and complexity - Tailoring PRINCE2 to the project context |
| PRINCE2 Project Management Practices | - Progress - Plans - Business case - Quality - Organizing - Issues - Risk |
| PRINCE2 Project Management Processes | - Closing a project - Managing product delivery - Starting up a project - Directing a project - Controlling a stage - Initiating a project - Managing a stage boundary |
| PRINCE2 Project Management Principles | - Tailor to suit the project - Define roles, responsibilities and relationships - Manage by stages - Focus on products - Manage by exception - Ensure continued business justification - Learn from experience |
| People | - Leading successful change - Leading successful teams - Effective communication |
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NEW QUESTION # 20
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: A
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 # 21
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 # 22
While preparing the project plan, the project manager and BuildyBrick's planning specialist use the product flow and data from previous projects to determine that the utilities and systems can be delivered in parallel as separate work packages.
Is this an appropriate application of the 'plans' practice, and why?
Answer: D
Explanation:
The correct answer is B . PRINCE2 product-based planning determines the logical sequence of work by examining the products to be created and the dependencies between those products . Once those relationships are understood, activities or work packages that do not depend on one another can legitimately be scheduled in parallel.
In this scenario, the project manager and BuildyBrick's planning specialist use the product flow together with historical information from previous projects. This is appropriate because the product flow provides the dependency logic, while previous project data can improve the realism of estimates and planning decisions. If the utilities and systems products are independent, separate work packages can therefore proceed concurrently.
Option A is incorrect because historical information should inform planning but cannot replace dependency analysis. A schedule should be derived from the logical relationships between products rather than copied mechanically from previous projects. Option C introduces a restriction that PRINCE2 does not impose:
products delivered by the same supplier do not automatically need to be produced sequentially. Option D confuses tolerances , which establish delegated performance limits, with dependencies, which determine the logical production sequence.
The scenario is therefore a valid example of using product-based planning to identify opportunities for parallel delivery without compromising dependency logic.
PRINCE2 7 reference topics: Plans practice; product-based planning; product flow; dependencies; scheduling; work packages; lessons from previous projects.
NEW QUESTION # 23
During stage 3, the project manager forecasts that the stage-level recycling tolerance will be exceeded. The project manager records the matter in the issue register and sends only an issue report to the project board.
Is this an appropriate application of the progress practice, and why?
Answer: C
Explanation:
The correct answer is D . In PRINCE2, an exception exists when it is forecast that an agreed tolerance will be exceeded. The critical point is that the breach does not have to have occurred already. Once the project manager forecasts that stage tolerance cannot be maintained, the matter exceeds the project manager's delegated authority and must be escalated to the project board.
An issue report may contain detailed analysis of an issue, and the issue register can record the underlying matter. However, neither replaces the specific progress-control mechanism required when stage tolerance is forecast to be exceeded. The project manager must produce an exception report , explaining the cause of the forecast deviation, its consequences, available options, and an appropriate recommendation. The project board can then decide whether to request an exception plan or take another authorized course of action.
Option A therefore understates the governance consequence of the tolerance breach. Option B incorrectly treats the matter solely as an off-specification; the decisive factor for progress control is that an authorized stage-level tolerance is forecast to be exceeded. Option C is incorrect because the immediate escalation is from the project manager to the project board, not automatically to the portfolio office.
PRINCE2 7 reference topics: Progress practice; stage tolerances; exception; exception report; escalation; management by exception.
NEW QUESTION # 24
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: C
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 # 25
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