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| Section | Objectives |
|---|---|
| Topic 1: Principles | - Apply the PRINCE2 principles in context |
| Topic 2: Processes | - Closing a project - Managing product delivery - Directing a project - Starting up a project - Controlling a stage - Managing a stage boundary - Initiating a project |
| Topic 3: Practices | - Risk - Progress - Quality - Plans - Issues - Organizing - Business case |
| Topic 4: People | - People management and effective collaboration |
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NEW QUESTION # 30
The Louistown City Council operates a well-established and standardized project management framework that includes a defined procedure for developing business cases. For the LouisShopping Project, a 'strategic business case' was included in the project brief submitted to the project board at the conclusion of the
'starting up a project' process. The project has now entered the 'initiating a project' process, during which the full business case is being built upon the strategic business case, which was itself derived from the Council's five-year strategic plan for the 'Louistown is Open for Business' portfolio.
Does this represent an appropriate application of the 'business case' practice, and why?
Answer: C
Explanation:
The correct answer is B . PRINCE2 7 is designed to be tailored to the organizational environment in which a project operates. It specifies the purpose and required governance of the business case rather than requiring every organization to use identical terminology or documentation structures.
The City Council already has a mature and standardized procedure. Its strategic business case provides the early justification during starting up a project, and the more detailed business case is then developed during initiating a project. Functionally, this follows the PRINCE2 lifecycle in which an initial justification is established early and subsequently refined into a sufficiently detailed business case for project authorization and ongoing decision-making.
Option C treats the label "outline business case" as mandatory. PRINCE2 tailoring allows established corporate terminology and management products to be used where they fulfil the required purpose and preserve the necessary controls. Option A refers to multiple analytical perspectives but does not address the central issue in the scenario: whether the Council's established business-case procedure may legitimately be used. Option D is incorrect because the existence of a portfolio office does not transfer all project-level responsibility for developing and maintaining the project's business justification away from the project organization.
The key consideration is equivalence of purpose and control, not rigid terminology.
PRINCE2 7 reference topics: Business case practice; tailoring; organizational standards; starting up a project; initiating a project; continued business justification.
NEW QUESTION # 31
ISSUES
During stage 1, BuildyBrick was appointed by the procurement team manager as the main contractor for the project. The project is now in stage 3 and BuildyBrick is part way through the site preparation. Following an environmental survey report, BuildyBrick will have to delay the site clearance by several weeks to enable protected amphibians to be relocated. There are two options to deal with this issue. The first is to wait for BuildyBrick to clear the site, but this will take longer. The second is to hire an additional contractor to clear the site more quickly, but this will cost more. Both of these options can be completed within cost and time tolerances, but appointing an additional contractor is beyond the project manager's delegated authority.
Here are three actions related to the resolution of this issue.
Which role (A-E) should be responsible for each action?
Choose only ONE role for each action. Each role can be used once, more than once, or not at all.
Answer: A,B,D
Explanation:
The correct mapping is Action 1 - A; Action 2 - E; Action 3 - C .
For Action 1 , the appointment of an additional contractor exceeds the project manager's delegated authority.
Although both options remain within overall stage cost and time tolerances, the project manager cannot authorize a decision that falls outside their defined authority. The matter must therefore be referred to the appropriate project-board authority, with the project executive responsible for leading the decision.
For Action 2 , maintaining project records is part of the project manager's day-to-day management responsibility. Once a decision has been taken, the project manager should ensure that the issue record is updated with the authorized response and decision so that there is an accurate audit trail.
For Action 3 , the senior supplier represents those providing specialist resources and expertise to create the project's products. Confirming that appropriate supplier resources can be made available for additional site- clearance work consequently aligns with the supplier interest.
This question illustrates that issue management must operate within the project's governance and delegation arrangements. Remaining within tolerance does not automatically permit the project manager to take an action specifically outside their delegated authority.
PRINCE2 7 reference topics: Issues practice; delegated authority; issue report; issue register; project executive; project manager; senior supplier.
NEW QUESTION # 32
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 # 33
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: B
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 # 34
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
Explanation:
The correct answer is D . The confirm project acceptance activity ensures that the project's products have been accepted by the appropriate parties and that responsibility can be transferred from the temporary project organization to the operational environment. Successful closure requires more than confirming that physical construction has finished; the organization receiving the project product must also be ready to operate and maintain it.
The project manager is therefore correct to verify that the Council's operations and facilities teams are prepared to take responsibility for the completed shopping centre before BuildyBrick's remaining supplier personnel demobilize. This provides confidence that handover is complete, operational responsibilities are understood, and the completed product can move safely into business-as-usual use.
Option A relates more closely to evaluating project performance and producing closure reporting rather than confirming operational acceptance. Option B may be an appropriate people-management activity in some circumstances, but it is not the purpose of confirm project acceptance. Option C reverses the logical emphasis:
archiving project information is part of closure administration, but the acceptance of the completed project product is not dependent on every project record first being archived.
The essential control is confirmation that the receiving operational and maintenance environment can take ownership of the completed project product.
PRINCE2 7 reference topics: Closing a project; confirm project acceptance; handover; operational and maintenance environment; acceptance; transition to business as usual.
NEW QUESTION # 35
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