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| Section | Objectives |
|---|---|
| Principles | - Apply the PRINCE2 principles in context |
| Processes | - Initiating a project - Directing a project - Controlling a stage - Closing a project - Starting up a project - Managing a stage boundary - Managing product delivery |
| People | - People management and effective collaboration |
| Practices | - Progress - Risk - Organizing - Issues - Business case - Plans - Quality |
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NEW QUESTION # 29
During stage 4, the business identifies a need for additional funding to extend LouisShopping advertising beyond project closure so that more businesses are attracted to Louistown. The project board must communicate the business need and resulting direction to the project team.
Which role should lead this business-related ongoing direction?
Answer: A
Explanation:
The correct answer is A - Project executive . Within the directing a project process, the project board provides ongoing direction throughout the project. When that direction principally concerns the business interest , the project executive is the appropriate board member to lead it.
The scenario concerns additional funding and the continuation of advertising beyond project closure so that the wider business objective of attracting more businesses to Louistown can be supported. These matters relate directly to organizational investment, business justification, and the relationship between the project and the business layer. The project executive represents the business interest on the project board and maintains the principal interface between project governance and the commissioning organization.
Option B is incorrect because the project manager receives direction from the project board and manages the project on a day-to-day basis; the project manager does not replace the board's business governance role.
Option C is incorrect because project assurance independently evaluates whether the project is being conducted appropriately; it does not lead business direction. Option D represents the user interest, ensuring that the project products meet user needs and support expected benefits, but additional investment and business-layer direction fall primarily within the executive's domain.
PRINCE2 7 reference topics: Directing a project; give ongoing direction; project executive; business interest; business layer; project-board responsibilities.
NEW QUESTION # 30
While selecting the project approach, the team identifies that a traditional delivery method and the proposed use of external suppliers could make the sustainability requirements harder to achieve. The risk is recorded in the project log for consideration during initiation.
Is this an appropriate application of 'starting up a project', and why?
Answer: C
Explanation:
The correct answer is B . Selecting the project approach during starting up a project is intended to establish an appropriate basis for how the project will be delivered before the organization commits significant resources to initiation. The delivery method and use of external suppliers can materially influence management controls, commercial arrangements, quality, sustainability, communication, risk, and other management approaches subsequently developed during initiation.
The team has identified an uncertainty arising directly from its proposed approach: a traditional delivery model combined with external suppliers may make sustainability requirements more difficult to achieve.
Recording this early in the project log is appropriate because risks, issues, lessons, and other relevant information identified during starting up should not be ignored simply because detailed management approaches have not yet been completed.
Option A is too narrow. Clarifying contractual obligations may be relevant, but it is not the primary rationale demonstrated here. Option C incorrectly suggests that a manageable risk should be deferred; early identification allows it to influence initiation planning and development of the PID. Option D creates a false choice. Sustainability expectations may indeed inform quality requirements, but an uncertainty concerning whether the delivery approach will enable those requirements to be achieved is still legitimately a risk.
PRINCE2 7 reference topics: Starting up a project; select the project approach; project log; early risk identification; sustainability; project initiation documentation.
NEW QUESTION # 31
The Business Opportunities Director, acting as project executive, proposes that the Head of the Portfolio Office should perform business assurance and should also approve the viability of the business case and the achievability of the project plan.
Is this an appropriate application of the organization practice, and why?
Answer: A
Explanation:
The correct answer is C . PRINCE2 distinguishes between accountability and assurance . Project assurance provides an independent assessment of whether the project is being conducted properly and whether the information presented to the project board is reliable. Assurance can therefore review the business case, examine the project plan, and provide confidence concerning viability and achievability.
However, assigning an assurance provider does not transfer the project executive's accountability. The project executive remains ultimately accountable for ensuring that the project continues to represent a worthwhile investment and that the business case remains valid. The project executive also chairs the project board and is responsible for balancing the business, user, and supplier interests.
Option A incorrectly assumes that delegation of assurance transfers accountability. PRINCE2 explicitly preserves accountability at the project board level. Option B similarly confuses independent review with ownership of the business case. Option D is also too restrictive: an appropriately independent portfolio-office function may perform project assurance if this arrangement is suitable and does not compromise the required independence.
The Head of Portfolio Office may therefore perform business-assurance work, but cannot assume the project executive's fundamental accountability for project justification.
PRINCE2 7 reference topics: Organization practice; project executive; project assurance; delegation versus accountability; business assurance; continued business justification.
NEW QUESTION # 32
In stage 4, the Heritage Director delegates a review of the inspection arrangements to the Heritage Manager.
The Heritage Manager will work with the BuildyBrick CEO and the project manager, then report whether the planned inspections will provide adequate assurance about impacts on historic buildings.
Is this an appropriate application of the 'define roles, responsibilities and relationships' principle, and why?
Answer: A
Explanation:
The correct answer is B . The principle define roles, responsibilities and relationships requires more than assigning job titles. Individuals need to understand their delegated responsibilities, their authority, their interfaces with other participants, and what they can reasonably expect from those relationships.
The Heritage Director may delegate assurance activity provided accountability and authority remain appropriately structured. In this scenario, the Heritage Manager is expected to coordinate with the BuildyBrick CEO and project manager and report on whether the proposed inspection arrangements provide adequate assurance. For this arrangement to work, the Heritage Manager must understand precisely what the Heritage Director expects, the scope of the delegated review, and the contributions expected from the other parties.
PRINCE2 7 explicitly strengthens its treatment of relationships and recognizes that project effectiveness depends on deliberate interaction between people rather than merely documenting roles. PeopleCert describes clear responsibilities and good relationships as important foundations for governance, assurance, collaboration, and successful change.
Option A is too absolute: the principle does not impose an unrestricted requirement for every communication channel to remain open to everyone at all times. Options C and D incorrectly assume the activity cannot be delegated. PRINCE2 permits delegation while retaining appropriate accountability.
PRINCE2 7 reference topics: Define roles, responsibilities and relationships; Organization practice; delegation; assurance; project relationships.
NEW QUESTION # 33
The LouisShopping project is part of the LOB portfolio and is now in the 'initiating a project' process. The project manager asks the portfolio office to support preparation of the digital and data management approach.
Why is this involvement appropriate during the 'agree the management approaches' activity?
Answer: A
Explanation:
The correct answer is D . During agree the management approaches , the project determines how the various aspects of management will be handled and ensures that those approaches align with relevant organizational strategies, policies, standards, and established practices. A project operating within a portfolio does not develop its digital and data arrangements in isolation.
The LOB portfolio office is therefore an appropriate source of specialist support because it can ensure that the project's digital and data management approach conforms to portfolio-wide data governance standards and technical requirements . This can include requirements concerning information architecture, access, security, storage, retention, tooling, ownership, and integration with portfolio information systems.
Option A is incorrect because PRINCE2 does not mandate the stated rigid sequencing in which the digital and data management approach must always be finalized before the communication management approach.
Management approaches are interdependent and may be developed iteratively. Option B describes legitimate content of digital and data management but does not explain why the portfolio office's involvement is specifically appropriate. Option C makes an unsupported generalization about linear-sequential delivery necessarily producing more documentation than iterative or incremental delivery.
The decisive factor is organizational alignment: project-specific management arrangements must operate consistently with applicable business and portfolio standards.
PRINCE2 7 reference topics: Initiating a project; agree the management approaches; digital and data management approach; portfolio standards; governance; tailoring.
NEW QUESTION # 34
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