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| Section | Objectives |
|---|---|
| People | - People management and effective collaboration |
| Principles | - Apply the PRINCE2 principles in context |
| Processes | - Directing a project - Initiating a project - Starting up a project - Closing a project - Managing product delivery - Managing a stage boundary - Controlling a stage |
| Practices | - Issues - Organizing - Business case - Plans - Progress - Risk - Quality |
>> PRINCE2-7-Practitioner Zertifizierung <<
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24. Frage
Immediately after initiation is authorized, the Head of the Portfolio Office instructs the LouisShopping project to adopt the Council's mature issue management approach without any project-specific review or tailoring.
Is this an appropriate application of the issues practice, and why?
Antwort: D
Begründung:
The correct answer is C . PRINCE2 encourages projects to make use of established organizational standards and procedures, but these should still be assessed against the specific project context. A mature organizational issue management approach is a valuable starting point; it is not automatically appropriate in every detail for every project.
The project manager should consider characteristics such as the nature and complexity of the products, delivery method, contractual environment, project scale, stakeholder arrangements, regulatory requirements, and existing organizational controls. These factors may justify tailoring issue categories, decision authorities, reporting routes, escalation arrangements, change-control procedures, or configuration and version-control arrangements.
Option A is therefore incorrect because maturity does not eliminate the need to verify suitability. Option B incorrectly assumes that portfolio funding removes the project's ability or requirement to tailor PRINCE2 arrangements to its context. Organizational requirements may impose constraints, but the project still needs an appropriate management approach. Option D is also incorrect because configuration and version-control considerations can form an integral part of issue and change-control arrangements; they are not matters that must be left exclusively to delivery teams.
The correct approach is to adopt where suitable and adapt where necessary , while preserving required organizational and project governance controls.
PRINCE2 7 reference topics: Issues practice; issue management approach; tailoring; project context; configuration management; change control; organizational standards.
25. Frage
Before accepting the stage 2 design work package, the BuildyBrick team manager needs to determine how the design team will be organized and controlled and whether the work can be achieved within the stated constraints.
During which 'managing product delivery' activity should this be done?
Antwort: D
Begründung:
The correct answer is D - Accept a work package . The first activity in the managing product delivery process ensures that the team manager fully understands the proposed work package and determines that it can realistically be delivered before accepting responsibility for it.
The BuildyBrick team manager therefore needs to examine the required products, product descriptions, constraints, tolerances, interfaces, quality requirements, reporting arrangements, available resources, and relevant issues and risks. The team manager also determines how the specialist team will be organized and controlled and, where appropriate, develops or confirms the team plan. Any concerns about achievability should be discussed with the project manager before acceptance rather than discovered after work has begun.
Option B occurs after the work package has been accepted and covers development of the products, performance of quality activities, management of delivery, and handling of issues and risks during execution.
Option C occurs periodically during delivery to evaluate progress and status against the work package and team plan, including preparation of checkpoint information. Option A occurs at the end, once completed products and required approvals are ready to be handed back to the project manager.
Therefore, confirming that the work is achievable within its stated constraints is an essential part of accepting the work package .
PRINCE2 7 reference topics: Managing product delivery; accept a work package; team manager; work package constraints; team planning; Ref. 17.4.1.
26. Frage
During the 'starting up a project' process, the project team decides that the complex LouisShopping infrastructure project will use a traditional, linear-sequential delivery method.
Which role is accountable for selecting the project approach?
Antwort: C
Begründung:
The correct answer is B - Project executive . Selecting the project approach is an activity within the starting up a project process. The approach establishes the overall way in which the project's products will be created and delivered, including considerations such as delivery method, sourcing, specialist techniques, and relevant organizational or commercial constraints.
The project manager performs substantial analysis and coordination in developing the proposed approach, drawing on specialist advice where required. However, the question specifically asks which role is accountable . Accountability rests with the project executive , who is ultimately accountable for the project' s success and for ensuring that the chosen approach is compatible with the business justification, organizational environment, and project mandate.
Option C is attractive because the project manager has operational responsibility for preparing and developing many elements of the project approach. However, responsibility for performing an activity and accountability for ensuring its appropriate outcome are distinct concepts. Option D is also too narrow: the senior supplier provides important specialist expertise concerning feasibility and delivery, but represents the supplier interest rather than holding overall accountability. Option A establishes the wider organizational direction but does not own this project-level decision.
The executive therefore remains accountable while drawing on the project manager and specialist supplier expertise to establish a viable approach.
PRINCE2 7 reference topics: Starting up a project; select the project approach; project executive accountability; project manager responsibility; supplier expertise.
27. Frage
The Louistown City Council operates a well-established and standardized project management framework that includes a defined procedure for developing business cases. For the LouisShopping Project, a 'strategic business case' was included in the project brief submitted to the project board at the conclusion of the
'starting up a project' process. The project has now entered the 'initiating a project' process, during which the full business case is being built upon the strategic business case, which was itself derived from the Council's five-year strategic plan for the 'Louistown is Open for Business' portfolio.
Does this represent an appropriate application of the 'business case' practice, and why?
Antwort: B
Begründung:
The correct answer is B . PRINCE2 7 is designed to be tailored to the organizational environment in which a project operates. It specifies the purpose and required governance of the business case rather than requiring every organization to use identical terminology or documentation structures.
The City Council already has a mature and standardized procedure. Its strategic business case provides the early justification during starting up a project, and the more detailed business case is then developed during initiating a project. Functionally, this follows the PRINCE2 lifecycle in which an initial justification is established early and subsequently refined into a sufficiently detailed business case for project authorization and ongoing decision-making.
Option C treats the label "outline business case" as mandatory. PRINCE2 tailoring allows established corporate terminology and management products to be used where they fulfil the required purpose and preserve the necessary controls. Option A refers to multiple analytical perspectives but does not address the central issue in the scenario: whether the Council's established business-case procedure may legitimately be used. Option D is incorrect because the existence of a portfolio office does not transfer all project-level responsibility for developing and maintaining the project's business justification away from the project organization.
The key consideration is equivalence of purpose and control, not rigid terminology.
PRINCE2 7 reference topics: Business case practice; tailoring; organizational standards; starting up a project; initiating a project; continued business justification.
28. Frage
At the start of stage 3, an approved request for change adds a promotional video to the stage. BuildyBrick has agreed to produce it, a product description has been prepared, and the project manager now needs to instruct the BuildyBrick team manager to begin the work.
During which 'controlling a stage' activity should this instruction be given?
Antwort: B
Begründung:
The correct answer is A - Authorize a work package . Within the controlling a stage process, the project manager formally delegates responsibility for producing one or more products through a work package .
Authorization establishes the controlled interface between the project manager and the team manager and gives the team manager authority to begin the agreed specialist work.
In this scenario, the request for change has already been approved, BuildyBrick has agreed to produce the promotional video, and its product description has been prepared. The remaining action is therefore to formally instruct the BuildyBrick team manager to commence production. That instruction belongs to the authorize a work package activity.
During authorization, the work package description should be reviewed and co-created as appropriate with the team manager. The project manager confirms relevant products, constraints, tolerances, reporting arrangements, quality requirements, interfaces, and other applicable information before obtaining the team manager's acceptance and authorizing work to begin.
Option B concerns monitoring an already authorized work package. Option C concerns capturing newly identified issues and risks, whereas the request for change has already been dealt with. Option D involves corrective action within the project manager's delegated authority when actual or forecast performance requires intervention; it is not the standard mechanism for authorizing new specialist work.
PRINCE2 7 reference topics: Controlling a stage; authorize a work package; work package description; project manager/team manager interface; Ref. 16.4.1.
29. Frage
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