Questions in desktop-based mock exams are identical to the real ones. Our practice exams give you options to change their durations and questions' numbers to polish your skills. You can easily assess your readiness with the assistance of results produced by the practice exam. This PRINCE2 Project Management Practitioner (Version 7) software records all your previous takes so you can identify your mistakes and overcome them before the final attempt. The PRINCE2 Project Management Practitioner (Version 7) (PRINCE2-7-Practitioner) desktop practice exam software works only on Windows operating system.
| Section | Objectives |
|---|---|
| Topic 1: People | - Effective communication - Leading successful teams - Leading successful change |
| Topic 2: PRINCE2 Project Management Practices | - Quality - Issues - Plans - Organizing - Business case - Progress - Risk |
| Topic 3: Project Context and Tailoring | - Sustainability - Digital and data management - Tailoring PRINCE2 to the project context - Organizational context - Commercial context - Project scale and complexity - Delivery methods and approaches |
| Topic 4: PRINCE2 Project Management Processes | - Starting up a project - Initiating a project - Directing a project - Managing product delivery - Controlling a stage - Managing a stage boundary - Closing a project |
| Topic 5: PRINCE2 Project Management Principles | - Focus on products - Manage by exception - Learn from experience - Tailor to suit the project - Define roles, responsibilities and relationships - Ensure continued business justification - Manage by stages |
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NEW QUESTION # 14
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: B
Explanation:
The correct answer is D . The confirm project acceptance activity ensures that the project's products have been accepted by the appropriate parties and that responsibility can be transferred from the temporary project organization to the operational environment. Successful closure requires more than confirming that physical construction has finished; the organization receiving the project product must also be ready to operate and maintain it.
The project manager is therefore correct to verify that the Council's operations and facilities teams are prepared to take responsibility for the completed shopping centre before BuildyBrick's remaining supplier personnel demobilize. This provides confidence that handover is complete, operational responsibilities are understood, and the completed product can move safely into business-as-usual use.
Option A relates more closely to evaluating project performance and producing closure reporting rather than confirming operational acceptance. Option B may be an appropriate people-management activity in some circumstances, but it is not the purpose of confirm project acceptance. Option C reverses the logical emphasis:
archiving project information is part of closure administration, but the acceptance of the completed project product is not dependent on every project record first being archived.
The essential control is confirmation that the receiving operational and maintenance environment can take ownership of the completed project product.
PRINCE2 7 reference topics: Closing a project; confirm project acceptance; handover; operational and maintenance environment; acceptance; transition to business as usual.
NEW QUESTION # 15
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: B
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 # 16
During the 'starting up a project' process, the project manager works with key business, user, and supplier stakeholders to co-create the project product description, clarify the shopping centre's scope and agree its quality expectations and acceptance criteria.
What is the MAIN benefit of co-creating the project product description in this way?
Answer: B
Explanation:
The correct answer is D . Co-creation is used in PRINCE2 7 to bring relevant perspectives into the development of important project information and decisions. The project product description defines the major product that the project must deliver and establishes fundamental expectations concerning purpose, composition, quality expectations, acceptance criteria, and associated scope boundaries.
Involving business, user, and supplier stakeholders allows these different perspectives to be reconciled early.
The business perspective considers organizational value and justification; the user perspective clarifies operational needs and acceptance; and the supplier perspective contributes knowledge about feasibility and delivery. This creates stronger shared understanding and reduces the risk that the delivered shopping centre is technically complete but poorly aligned with stakeholder needs or difficult to transition into operational use.
Option A is incorrect because collaboration in preparing a management product does not automatically transfer governance accountability for its approval. Option B is incorrect because co-creation does not remove the continuing need for structured communication during the project. Option C is too absolute: early agreement improves the likelihood of acceptance but cannot guarantee future acceptance, which remains dependent on whether the agreed acceptance criteria are satisfied.
The principal benefit is therefore improved alignment, ownership, adoption, and transition through meaningful participation by the principal project interests.
PRINCE2 7 reference topics: People; co-creation; business, user and supplier interests; project product description; acceptance and transition.
NEW QUESTION # 17
PROGRESS
Here are three actions related to the 'progress' practice for the LouisShopping project.
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: A,B,E
Explanation:
The correct mapping is Action 1 - E; Action 2 - B; Action 3 - A .
For Action 1 , project support can assist the project manager with administrative and information- management activities, including assembling information from the lessons log and helping compile the lessons report. Accountability for managing lessons remains with the appropriate management roles, but project support provides practical assistance with maintaining and consolidating project records.
For Action 2 , the project manager is responsible for monitoring the current management stage against its agreed targets and tolerances. When the project manager forecasts that stage tolerance will be exceeded, the situation becomes an exception. The project manager must escalate it to the project board through an exception report , because corrective action requiring authority beyond the project manager's delegated tolerance cannot be decided unilaterally.
For Action 3 , the project executive , leading the project board, is responsible for the project-board decision on the exception plan. The board reviews the proposed recovery approach, including revised targets and tolerances, and determines whether continued delivery remains justified and the plan should be authorized.
PRINCE2 7 reference topics: Progress practice; lessons report; project support; tolerances; exceptions; exception report; exception plan; project board authority. The three actions are shown in Question 33 of the uploaded source.
NEW QUESTION # 18
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,C
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 # 19
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