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| Section | Objectives |
|---|---|
| Project Context and Tailoring | - Organizational context - Project scale and complexity - Sustainability - Commercial context - Tailoring PRINCE2 to the project context - Digital and data management - Delivery methods and approaches |
| PRINCE2 Project Management Processes | - Controlling a stage - Managing a stage boundary - Managing product delivery - Closing a project - Directing a project - Starting up a project - Initiating a project |
| PRINCE2 Project Management Practices | - Quality - Business case - Organizing - Risk - Issues - Progress - Plans |
| PRINCE2 Project Management Principles | - Learn from experience - Define roles, responsibilities and relationships - Ensure continued business justification - Tailor to suit the project - Focus on products - Manage by exception - Manage by stages |
| People | - Leading successful teams - Leading successful change - Effective communication |
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NEW QUESTION # 51
While preparing the project plan during initiation, the project manager proposes that stage 2 should end at the Council's financial year-end. This would allow the decision on funding for stage 3 to coincide with the Council's annual budget process.
Is this an appropriate application of the 'manage by stages' principle, and why?
Answer: A
NEW QUESTION # 52
RISK
Here are three items of information relating to the 'risk' practice.
In which management product (A-E) should each item be recorded?
Choose only ONE management product for each item of information. Each management product may be used once, more than once, or not at all.
Answer: C,E
Explanation:
The correct mapping is Item 1 - A; Item 2 - E; Item 3 - E .
Item 1 belongs in the risk register. The cracked pane itself is an existing problem and therefore an issue.
However, the item explicitly identifies a separate uncertainty : the supplier may fail to meet the future replacement date, potentially delaying later work. Because this is an uncertain future event affecting project objectives, it is a risk and should be recorded in the risk register.
Item 2 belongs in the risk management approach. It describes the agreed procedure and frequency for reviewing project risks. The risk management approach defines how risk management will be performed, including responsibilities, procedures, review arrangements, scales, reporting, and supporting techniques.
Item 3 also belongs in the risk management approach. A red-amber-green classification is part of the project's agreed risk assessment and prioritization framework rather than information about an individual risk.
The distinction is fundamental: the risk register contains individual identified risks and their management information , whereas the risk management approach defines the project's overall method, procedures, scales, responsibilities, and controls for managing risk .
PRINCE2 7 reference topics: Risk practice; risk register; risk management approach; uncertainty; risk assessment; risk review arrangements; risk scales.
NEW QUESTION # 53
The risk register states that excavation may cause subsidence and damage nearby historic buildings. The planned response is to survey the buildings and monitor vibration during excavation. The project executive is named as risk owner and the project manager as the sole risk action owner, even though operational specialists will perform the surveys and monitoring.
Is this an appropriate assignment, and why?
Answer: A
Explanation:
The correct answer is D . PRINCE2 distinguishes between the risk owner and the risk action owner . The risk owner is responsible for managing, monitoring, and controlling an assigned risk, including ensuring that an appropriate response is established. A risk action owner is responsible for carrying out a specific agreed response action.
In the scenario, the project executive may legitimately be assigned ownership if that allocation is appropriate to the nature and significance of the risk. However, the response consists of operational activities-surveying buildings and monitoring vibration-that will actually be performed by specialists. Naming the project manager as the sole action owner merely because the project manager coordinates project delivery does not accurately allocate responsibility for implementing those specific actions.
Option A therefore overstates the requirement for the project manager to own every response action. Option B focuses only on seniority and potential effect on business justification, rather than addressing the inappropriate action ownership. Option C is incorrect because PRINCE2 does not require the risk owner and risk action owner to be the same person.
Clear allocation matters because it establishes precisely who monitors the overall exposure and who is accountable for implementing each agreed response action.
PRINCE2 7 reference topics: Risk practice; risk owner; risk action owner; risk responses; ownership and accountability; risk register.
NEW QUESTION # 54
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?
Answer: A
Explanation:
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.
NEW QUESTION # 55
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,D,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 # 56
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