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Die PRINCE2 Practitioner -Zertifizierungsprüfung soll das Verständnis einer Person für die Prince2 -Methodik testen. Prince2, das für Projekte in kontrollierten Umgebungen steht, ist ein allgemein anerkanntes Projektmanagement -Rahmen, der einen strukturierten Ansatz für die Verwaltung von Projekten bietet. Die PRINCE2 Practitioner -Zertifizierungsprüfung ist die zweite Ebene der Zertifizierung im Prince2 -Zertifizierungssystem und ideal für Projektmanager und andere Fachkräfte, die ihre Fähigkeiten zum Projektmanagement verbessern möchten.

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Die PRINCE2 Practitioner-Zertifizierung wird von Organisationen sehr geschätzt, da sie zeigt, dass der Kandidat ein gründliches Verständnis der PRINCE2-Methodik hat und sie effektiv zur Projektleitung anwenden kann. Es zeigt auch, dass der Kandidat die Fähigkeiten und Expertise hat, Projekte unterschiedlicher Komplexität zu leiten und zu managen.

PRINCE2 Practitioner Exam PRINCE2-Practitioner Prüfungsfragen mit Lösungen (Q208-Q213):

208. Frage
Which statement is TRUE with regard to technical stages?

A. Technical stages can only occur sequential
B. Technical stages define where management decisions are appropriate
C. Technical stages often overlap
D. Technical stages define the commitment of resources and authority to spend

Antwort: C

209. Frage
When updating the project plan as part of Managing a stage boundary, what else might be updated?

A. Project Management team
B. Project Initiation Documentation
C. Business Case
D. Exception Plan

Antwort: D

210. Frage
None of the reviewers have proof-reading skills.

A. Contact Project Assurance to find appropriate resources to come into the review.
B. Record an action to request that Project Assurance identify a proof-reader who can, within the next 2 days, complete the check for typographical errors.
C. No action required.
D. Ask the reviewers present at the meeting to conduct a proof-reading exercise and pass any comments to the author within 2 days.

Antwort: B

211. Frage
Scenario:
Techniques, processes and procedures
1. Any threat that may result in a loss of MFH data must be escalated immediately.
Joint agreements
2.Work is to start at the beginning of week 2 (Stage 4).
3.The project will take two years to complete, at an estimated cost of (GBP)2.5m. Tolerances
4.None.
Constraints
5.MFH staff must not be involved in any heavy lifting during the removal of existing IT equipment.
6.Installation work must take place during MFH normal working hours.
7.+(GBP)10,000 / -(GBP)25,000.
Reporting arrangements
8.Highlight Report every Monday by 10.00 am.
9.The report must contain a summary of all products worked on during the previous week.
10.
Project Manager must be notified of any issues immediately by telephone.
Problem handling and escalation
11. Impact analysis of all issues must be completed within 24 hours.
Extracts or references
12. The Stage Plan for stage 4 is available from Project Support.
Approval method
13. Project Assurance will review the completed Work Package and confirm completion
Which 2 statements apply to either the Extracts or references or Approval method sections?

A. Move entry 13 to Reporting arrangements because this describes how completion will be advised to the
B. Delete entry 13 because this is NOT a Project Assurance responsibility.
C. Project Manager.
D. Add 'The Project Manager is to be advised of completion of the Work Package by email'.
E. Delete entry 12 because this should be the Team Plan not the Stage Plan.
F. A suitable entry for Extracts or references would be 'Product Descriptions are available from Project Support'.

Antwort: E,F

212. Frage
Project Scenario - Health and Safety Training Project:
ABC Company is a well-established training company that uses a standard model to develop training materials and deliver courses to customers.
ABC Company has commissioned a project in response to recent changes in government legislation relating to health and safety on construction sites. The project will deliver "capability to provide health and safety training", including the materials needed for classroom-based training and e-learning. The expected benefits for construction companies include a reduction in lost days and legal costs due to accidents.
The e-learning course will be developed by a specialist external consultancy. The materials for classroom-based training will be delivered by ABC Company's development team. All course materials will be piloted before they are used. ABC Company will deliver training to its customers and also hopes to sell the course materials to other training companies as part of their operational business. ABC Company will use their own sales and marketing departments to promote the courses.
The legislation requires construction companies to comply with the new legislation within two years. The course materials and trainers have to be accredited by a government agency before courses can be delivered.
ABC Company is planning to deliver pilot courses within five months of starting the project.
The ABC Company standard development model for new courses recommends the following stages:

End of the Project scenario.
Additional Information:
The Chief Executive Officer (CEO) founded the company five years ago. Under her leadership, ABC Company has grown quickly into a successful training company. It delivers a range of accredited professional training.
The Finance Director is also a founder member of ABC Company and is responsible for authorizing budgets for the Operations and Development Teams. She authorizes all large contracts personally.
The Purchasing Manager reports to the Finance Director and is responsible for managing and monitoring supplier contracts.
The Operations Director is responsible for the delivery off all training and for the training development budget. His department organizes courses, venues and trainers. They work with the Product and the Sales teams to provide a comprehensive training schedule. ABC Company's IT manager reports to the Operations Director.
The Business Development Director has recently been appointed to identify new training needs and propose new products. She will work with the Operations. Director to ensure a cost-conscious approach and that appropriate development technologies are used for the health and safety course.
The Training Development Manager reports to the Business Development Director and is responsible for developing training materials and gaining accreditation, in accordance with the standard course development model. Course developers in his team have skills in a range of development technologies and are allocated to projects as needed.
The Training Delivery Manager, who reports to the Operations Director, is responsible for ensuring that internal and external trainers deliver ABC Company training courses to the required standard. He also checks course materials to ensure they are fit for purpose and of the required quality.
The Central Services Director has responsibility for corporate communications, facilities management and configuration management. He recently led a project to consolidate all company quality systems into one quality management system and set up a corporate quality department, now managed by the Corporate Quality Manager.
The Corporate Document Manager reports to the Central Services Director. She helped establish the company's document management system and now operates it across the business. She manages a team of administrators and contracts staff when workload is high.
The Sales Director joined ABC Company two months ago and is keen to establish himself by suggesting new markets for the courses and material. All account managers and the marketing team report to him. They promote existing training courses to other training companies and existing customers.
End of the additional information.
In order for ABC Company to achieve the expected sales of the health and safety training course, the senior user will need to ensure that all staff understand the objectives and target audience for the course. In addition, these sales will need to be added to each individual's sales targets. These activities have been included in the benefits management approach.
Is this appropriate, and why?

A. No, because actions to deliver the outputs should be recorded in the stage plan.
B. Yes, because how the benefits will be measured needs to be documented.
C. No, because the expected sales increase should be recorded in the business case.
D. Yes, because the actions required to achieve the outcomes need to be documented.

Antwort: B

213. Frage
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