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| Section | Weight | Objectives |
|---|---|---|
| PRINCE2 Processes | 28% | - Apply the seven Processes
|
| PRINCE2 Practices | 40% | - Apply and tailor the seven Practices
|
| PRINCE2 Principles | 12% | - Apply the seven PRINCE2 Principles in context
|
| People & Project Context Integration | 20% | - Sustainability, digital & tailoring
|
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DumpsValid has one of the most comprehensive and top-notch PRINCE2 PRINCE2-7-Practitioner Exam Questions. We eliminated the filler and simplified the PRINCE2 Project Management Practitioner (Version 7) exam preparation process so you can ace the PRINCE2 certification exam on your first try. Our PRINCE2 PRINCE2-7-Practitioner Questions include real-world examples to help you learn the fundamentals of the subject not only for the PRINCE2 exam but also for your future job.
NEW QUESTION # 46
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: D
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 # 47
A high-level requirement that the design should be consistent with its surroundings was recorded during
'starting up a project'. During initiation, the project manager works with Council members, residents, retailers and BuildyBrick to clarify the required design characteristics and define measurable acceptance criteria.
Which management product should be updated with this information?
Answer: D
Explanation:
The correct answer is A - Project product description . The project product description defines the project' s overall output and establishes the principal basis on which that output will ultimately be judged acceptable.
It includes the overall purpose, composition, quality expectations, acceptance criteria, and other characteristics necessary to determine whether the final project product is fit for its intended purpose.
The original statement that the design should be "consistent with its surroundings" is high level and inherently difficult to verify. During initiation, the project manager works with relevant stakeholders to translate that broad expectation into clearer design characteristics and measurable acceptance criteria . These details refine the definition of the overall project product and therefore belong in the project product description.
Option B is incorrect because a work package authorizes and controls specific work delegated to a team manager; it does not define the acceptance criteria for the entire project product. Option C, the product flow diagram, shows the sequence and dependencies involved in creating products rather than their acceptance requirements. Option D, the project plan, describes how and when the project's products will be delivered, but the overall acceptance definition belongs in the project product description.
This refinement also supports stakeholder alignment by turning an ambiguous requirement into objectively testable acceptance conditions.
PRINCE2 7 reference topics: Plans practice; project product description; quality expectations; acceptance criteria; starting up a project; initiating a project.
NEW QUESTION # 48
Immediately after initiation is authorized, the Head of the Portfolio Office instructs the LouisShopping project to adopt the Council's mature issue management approach without any project-specific review or tailoring.
Is this an appropriate application of the issues practice, and why?
Answer: B
Explanation:
The correct answer is C . PRINCE2 encourages projects to make use of established organizational standards and procedures, but these should still be assessed against the specific project context. A mature organizational issue management approach is a valuable starting point; it is not automatically appropriate in every detail for every project.
The project manager should consider characteristics such as the nature and complexity of the products, delivery method, contractual environment, project scale, stakeholder arrangements, regulatory requirements, and existing organizational controls. These factors may justify tailoring issue categories, decision authorities, reporting routes, escalation arrangements, change-control procedures, or configuration and version-control arrangements.
Option A is therefore incorrect because maturity does not eliminate the need to verify suitability. Option B incorrectly assumes that portfolio funding removes the project's ability or requirement to tailor PRINCE2 arrangements to its context. Organizational requirements may impose constraints, but the project still needs an appropriate management approach. Option D is also incorrect because configuration and version-control considerations can form an integral part of issue and change-control arrangements; they are not matters that must be left exclusively to delivery teams.
The correct approach is to adopt where suitable and adapt where necessary , while preserving required organizational and project governance controls.
PRINCE2 7 reference topics: Issues practice; issue management approach; tailoring; project context; configuration management; change control; organizational standards.
NEW QUESTION # 49
PROGRESS
Here are three actions related to the 'progress' practice for the LouisShopping project.
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 - E; Action 2 - B; Action 3 - A .
For Action 1 , project support can assist the project manager with administrative and information- management activities, including assembling information from the lessons log and helping compile the lessons report. Accountability for managing lessons remains with the appropriate management roles, but project support provides practical assistance with maintaining and consolidating project records.
For Action 2 , the project manager is responsible for monitoring the current management stage against its agreed targets and tolerances. When the project manager forecasts that stage tolerance will be exceeded, the situation becomes an exception. The project manager must escalate it to the project board through an exception report , because corrective action requiring authority beyond the project manager's delegated tolerance cannot be decided unilaterally.
For Action 3 , the project executive , leading the project board, is responsible for the project-board decision on the exception plan. The board reviews the proposed recovery approach, including revised targets and tolerances, and determines whether continued delivery remains justified and the plan should be authorized.
PRINCE2 7 reference topics: Progress practice; lessons report; project support; tolerances; exceptions; exception report; exception plan; project board authority. The three actions are shown in Question 33 of the uploaded source.
NEW QUESTION # 50
During the 'starting up a project' process, the project team decides that the complex LouisShopping infrastructure project will use a traditional, linear-sequential delivery method.
Which role is accountable for selecting the project approach?
Answer: D
Explanation:
The correct answer is B - Project executive . Selecting the project approach is an activity within the starting up a project process. The approach establishes the overall way in which the project's products will be created and delivered, including considerations such as delivery method, sourcing, specialist techniques, and relevant organizational or commercial constraints.
The project manager performs substantial analysis and coordination in developing the proposed approach, drawing on specialist advice where required. However, the question specifically asks which role is accountable . Accountability rests with the project executive , who is ultimately accountable for the project' s success and for ensuring that the chosen approach is compatible with the business justification, organizational environment, and project mandate.
Option C is attractive because the project manager has operational responsibility for preparing and developing many elements of the project approach. However, responsibility for performing an activity and accountability for ensuring its appropriate outcome are distinct concepts. Option D is also too narrow: the senior supplier provides important specialist expertise concerning feasibility and delivery, but represents the supplier interest rather than holding overall accountability. Option A establishes the wider organizational direction but does not own this project-level decision.
The executive therefore remains accountable while drawing on the project manager and specialist supplier expertise to establish a viable approach.
PRINCE2 7 reference topics: Starting up a project; select the project approach; project executive accountability; project manager responsibility; supplier expertise.
NEW QUESTION # 51
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