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| Section | Weight | Objectives |
|---|---|---|
| Topic 1: PRINCE2 Processes | 30% | - Managing Product Delivery - Directing a Project - Initiating a Project - Starting up a Project - Managing a Stage Boundary - Controlling a Stage - Closing a Project |
| Topic 2: PRINCE2 Principles | 20% | - Focus on products - Tailor to suit the project environment - Learn from experience - Defined roles and responsibilities - Continued business justification - Manage by stages - Manage by exception |
| Topic 3: PRINCE2 Themes | 40% | - Risk - Quality - Organization - Business Case - Progress - Plans - Change |
| Topic 4: Tailoring PRINCE2 | 10% | - Adapting to project size, complexity and context - Tailoring principles, themes and processes |
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NEW QUESTION # 137
An external consultant has signed a contract and agreed a work package to accredit the trainers. The
Purchasing Manager will monitor the contract, which states the requirement to organize the accreditation with
the Training Delivery Manager. The Training Delivery Manager has tried to contact the consultant but there has
been no response. The project manager believes there is a risk that the consultant is prioritizing other clients'
work.
The Purchasing Manager has been assigned as the risk owner. Is this an appropriate approach to managing
this risk, and why?
Answer: C
NEW QUESTION # 138
Which of the following is not part of the composition of a Plan?
Answer: A
NEW QUESTION # 139
During stage 3, project costs are increasing but there will still be a positive return on investment, as
documented in the business case. However, corporate management has recently revised its targets for return
on investment and has decided to stop the project as it will not meet the new targets.
Is this an appropriate application of the 'continued business justification' principle?
Answer: B
NEW QUESTION # 140
HOTSPOT
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 £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. +£10,000 / -£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 At the end of stage 3, the service provider will be selected and the contract awarded. During stage 4, the Account Manager for the selected service provider will work with the Project Manager to complete the transition of the services to the selected service provider.
Hot Area:
Answer:
Explanation:
NEW QUESTION # 141
Scenario
A central government department, the Ministry of Food Hygiene (MFH), faces increasing pressure to cut costs, better manage suppliers' performance and reduce the confusion caused by inadequate internal controls, outdated standards and outdated technology. External consultants were employed to conduct a feasibility study to identify options to address the problems, and the likely costs and benefits. The following options were considered:
# Do nothing.
# Re-engineer selected business functions.
# Outsource selected business functions.
The feasibility study concluded that there was a case for outsourcing the MFH Information Technology Division and the Facilities Division (maintenance of buildings and grounds). The recommendations were:
# One service provider should be contracted to provide the services currently provided by the Information Technology Division and the Facilities Division.
# A 10-year service contract should be agreed with the selected service provider.
The feasibility study developed high-level designs of the current organization, processes, systems and operating models, plus an outline Business Case for the required project. The external consultants also made the following recommendations for the management of the project:
# Use PRINCE2.
# Set up the project with 4 management stages:
Stage 1. Standard PRINCE2 initiation activities.
Stage 2. Create detailed designs (future organization, processes, systems and operating models) and the service level agreement between MFH and the future service provider.
Stage 3. Request and evaluate proposals, select service provider and agree contract.
Stage 4. Transfer equipment and staff, transfer responsibility for service provision and run trial period.
Initial estimates indicated that the project would cost £2.5m and take two years to complete.
MFH senior management agreed that there was a case for outsourcing, and accepted the recommendations as a basis for the project. There is an expected saving of £20m over 10 years.
The Outsourcing project has completed the Starting up a Project process and is now in the initiation stage.
Because of the strategic importance of the project, the MFH Chief Executive Officer has taken the role of Executive. A PRINCE2-experienced Project Manager has been appointed from within MFH. Staff within the business functions being outsourced will work with the external consultants who conducted the feasibility study to define the detailed designs.
Which 2 statements should be recorded under the Business options heading?
Answer: A,D
Explanation:
References:
NEW QUESTION # 142
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