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| Section | Weight | Objectives |
|---|---|---|
| Topic 1: Tailoring PRINCE2 | 10% | - Adapting to project size, complexity and context - Tailoring principles, themes and processes |
| Topic 2: PRINCE2 Processes | 30% | - Controlling a Stage - Starting up a Project - Directing a Project - Initiating a Project - Managing Product Delivery - Managing a Stage Boundary - Closing a Project |
| Topic 3: PRINCE2 Themes | 40% | - Progress - Change - Business Case - Organization - Quality - Risk - Plans |
| Topic 4: PRINCE2 Principles | 20% | - Manage by stages - Continued business justification - Learn from experience - Tailor to suit the project environment - Defined roles and responsibilities - Manage by exception - Focus on products |
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NEW QUESTION # 211
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.
The Training Delivery Manager was identified as the senior user. However, before the project begins, this manager goes on long-term sick leave. The executive says that they do not need to replace the role of senior user on the project board.
Is this an appropriate application of the 'defined roles and responsibilities' principle, and why?
Answer: B
Explanation:
Reference
http://prince2.wiki/Define_roles_and_responsibilities
NEW QUESTION # 212
At the end of stage 2, the specialist 'e-learning course' supplier will be selected. As a result, it is decided that the quality management approach will not be created until the end of stage 2, to take into account this supplier's standards and techniques.
Is this appropriate, and why?
Answer: D
NEW QUESTION # 213
Additional Information
A photographer from Portraits Ltd, a professional photographic company, has taken on the role of Team Manager after taking some time to understand the requirements of the project. A contract for their services has been set up and is being monitored by the Purchasing Manager and a Work Package has been agreed. This contract specifies that the photographer must arrange a meeting with the Engineering Manager to establish a schedule for the photo sessions to minimize the impact on the Engineering staff. This meeting should have occurred by now.
The Engineering Manager was made aware of this requirement but when asked he reported that he has received no communication from the photographer. The Project Manager has tried to call the photographer and has had no response. The Project Manager believes there is a risk that Portraits Ltd are overbooking work and prioritizing other clients' work. If Portraits ltd do not deliver on schedule the project will be delayed and the expected benefits will be reduced.
The contract is to be reviewed and Portraits Ltd reminded of their agreement.
The project is now in stage 2. The Project Manager has heard about the possibility of a competitor also producing a calendar to be delivered earlier than the target date for this project. There is a threat that the early release of a competitor's calendar may weaken the impact of the MNO Manufacturing Company calendar, thereby reducing the anticipated benefits of the Calendar project.
Column 1 contains a number of risk responses identified by the Project Manager following an assessment of this risk. Column 2 contains a list of threat response types. For each risk response in Column 1, select from Column 2 the type of response it represents. Each option from Column 2 can be used once, more than once or not at all.
Drop down the right answer.
Answer:
Explanation:
Explanation:
NEW QUESTION # 214
Who is responsible for confirming stage and project progress against agreed tolerances?
Answer: B
Explanation:
Explanation/Reference:
Starting up and Initiating a Project
Testlet 1
Scenario
Additional Information
Extract from the Communication Management Strategy.
The project information in the table below is true, but it may not be recorded under the correct heading or be in
the correct document.
Using the Project Scenario, select the appropriate response to each of the following 5 questions which have
been raised by the Project Board.
The project is now at the end of the initiation stage. Having decided that the Calendar project is a relatively
simple project, the Project Manager combined the Starting Up a Project process and the Initiating a Project
process. No Project Brief has been produced. Instead the Project Manager used the project mandate to
produce a simple Project Initiation Documentation (PlO). The PlO includes the Business Case, a product
checklist and several Product Descriptions, Including the Project Product Description. Short sections are also
included for each of the strategies and the controls to be applied. The Project Manager has elected to use the
Daily Log to record all risks, issues. lessons and quality - results.
After the initiation stage there will be two further stages during which a small number of Work Packages will be
authorized. While these are being managed, the Project Manager will hold regular checkpoints, which will
support the production of weekly Highlight Reports to the Project Board.
NEW QUESTION # 215
While capturing previous lessons, the Project Manager discovered several interesting facts about outsourcing.
Which fact is an appropriate lesson for the Outsourcing project?
Answer: C
NEW QUESTION # 216
......
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