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| Section | Objectives |
|---|---|
| PRINCE2 Project Management Principles | - Manage by exception - Define roles, responsibilities and relationships - Manage by stages - Ensure continued business justification - Learn from experience - Tailor to suit the project - Focus on products |
| PRINCE2 Project Management Processes | - Closing a project - Managing a stage boundary - Directing a project - Initiating a project - Starting up a project - Managing product delivery - Controlling a stage |
| People | - Effective communication - Leading successful teams - Leading successful change |
| PRINCE2 Project Management Practices | - Business case - Progress - Risk - Organizing - Issues - Quality - Plans |
| Project Context and Tailoring | - Digital and data management - Commercial context - Sustainability - Project scale and complexity - Delivery methods and approaches - Organizational context - Tailoring PRINCE2 to the project context |
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NEW QUESTION # 23
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: C
NEW QUESTION # 24
In stage 4, work is late because the survey and utilities teams have not shared information needed by other teams, and morale is falling. The project manager considers a short weekly coordination forum for questions and information sharing, but rejects it solely because it would take time away from delivery.
Is this an appropriate approach to leading a successful team, and why?
Answer: C
Explanation:
The correct answer is C . PRINCE2 7 treats people, relationships, collaboration, and effective communication as integral to successful project delivery. The project manager is not limited to monitoring work package completion; the role also involves maintaining an environment in which teams can coordinate their work, resolve dependencies, share information, and sustain effective working relationships.
The scenario identifies the underlying cause of delay: the survey and utilities teams are not sharing information required by other teams. Rejecting a short coordination forum solely because it consumes delivery time fails to address that root cause. A concise, structured forum can reduce downstream delay by exposing dependencies, clarifying outstanding information, and enabling team managers to resolve problems before they affect additional products.
Option A incorrectly transfers responsibility for overall project-team coordination entirely to individual team managers. Option B focuses on meeting time without considering the greater cost of continued information failure. Option D is also inappropriate because an exception report is required when a forecast indicates that agreed tolerances will be exceeded, not merely because coordination problems have arisen. The project manager should first use proportionate management action within delegated authority.
PRINCE2 7 reference topics: People element; leading successful teams; communication; collaboration; relationships; managing product delivery.
NEW QUESTION # 25
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: C
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 # 26
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?
Answer: C
Explanation:
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.
NEW QUESTION # 27
While preparing the project plan, the project manager and BuildyBrick's planning specialist use the product flow and data from previous projects to determine that the utilities and systems can be delivered in parallel as separate work packages.
Is this an appropriate application of the 'plans' practice, and why?
Answer: A
Explanation:
The correct answer is B . PRINCE2 product-based planning determines the logical sequence of work by examining the products to be created and the dependencies between those products . Once those relationships are understood, activities or work packages that do not depend on one another can legitimately be scheduled in parallel.
In this scenario, the project manager and BuildyBrick's planning specialist use the product flow together with historical information from previous projects. This is appropriate because the product flow provides the dependency logic, while previous project data can improve the realism of estimates and planning decisions. If the utilities and systems products are independent, separate work packages can therefore proceed concurrently.
Option A is incorrect because historical information should inform planning but cannot replace dependency analysis. A schedule should be derived from the logical relationships between products rather than copied mechanically from previous projects. Option C introduces a restriction that PRINCE2 does not impose:
products delivered by the same supplier do not automatically need to be produced sequentially. Option D confuses tolerances , which establish delegated performance limits, with dependencies, which determine the logical production sequence.
The scenario is therefore a valid example of using product-based planning to identify opportunities for parallel delivery without compromising dependency logic.
PRINCE2 7 reference topics: Plans practice; product-based planning; product flow; dependencies; scheduling; work packages; lessons from previous projects.
NEW QUESTION # 28
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