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| Section | Weight | Objectives |
|---|---|---|
| Topic 1: PRINCE2 Practices | 40% | - Apply and tailor the seven Practices
|
| Topic 2: PRINCE2 Principles | 12% | - Apply the seven PRINCE2 Principles in context
|
| Topic 3: People & Project Context Integration | 20% | - People management and collaboration
|
| Topic 4: PRINCE2 Processes | 28% | - Apply the seven Processes
|
>> PRINCE2-7-Practitioner試験情報 <<
ひとつには、当社JpexamはPRINCE2-7-Practitioner試験トレントを編集するために、この分野の多くの有力な専門家を採用しているので、PRINCE2-7-Practitioner問題トレントの高品質について確実に安心できます。 一方、PRINCE2-7-Practitioner学習教材の指導の下で試験を準備したお客様の間での合格率は98％〜100％に達しました。 さらに、PRINCE2-7-Practitioner認定資格を取得することが確実であるため、PRINCE2-7-Practitioner質問PRINCE2トレントをPRINCE2 Project Management Practitioner (Version 7)使用した後、近い将来昇進と昇給を得る機会が増えます。
質問 # 13
The Business Opportunities Director, acting as project executive, proposes that the Head of the Portfolio Office should perform business assurance and should also approve the viability of the business case and the achievability of the project plan.
Is this an appropriate application of the organization practice, and why?
正解：B
解説：
The correct answer is C . PRINCE2 distinguishes between accountability and assurance . Project assurance provides an independent assessment of whether the project is being conducted properly and whether the information presented to the project board is reliable. Assurance can therefore review the business case, examine the project plan, and provide confidence concerning viability and achievability.
However, assigning an assurance provider does not transfer the project executive's accountability. The project executive remains ultimately accountable for ensuring that the project continues to represent a worthwhile investment and that the business case remains valid. The project executive also chairs the project board and is responsible for balancing the business, user, and supplier interests.
Option A incorrectly assumes that delegation of assurance transfers accountability. PRINCE2 explicitly preserves accountability at the project board level. Option B similarly confuses independent review with ownership of the business case. Option D is also too restrictive: an appropriately independent portfolio-office function may perform project assurance if this arrangement is suitable and does not compromise the required independence.
The Head of Portfolio Office may therefore perform business-assurance work, but cannot assume the project executive's fundamental accountability for project justification.
PRINCE2 7 reference topics: Organization practice; project executive; project assurance; delegation versus accountability; business assurance; continued business justification.
質問 # 14
The target state for LouisShopping requires the car park to be monitored continuously, 24 hours a day and seven days a week, as an ongoing safety routine.
Under which heading of the change management approach should this requirement be recorded?
正解：B
解説：
The correct answer is A - State characteristics . The requirement describes an attribute of the intended future operating environment: once LouisShopping has transitioned to its target state, the car park must be monitored continuously, twenty-four hours a day and seven days a week. It therefore defines what the future state must be like , rather than describing an activity required to create that state.
Within the change management approach, state characteristics describe relevant features of the current, interim, or target states. The continuous-monitoring requirement is an enduring operational condition and consequently belongs under this heading.
Option B, Enabling activities , would instead describe activities undertaken to move people or the organization from the current state toward the target state-for example, training personnel, implementing a monitoring process, or preparing operational procedures. Option C, Resources , would identify the people, funding, equipment, systems, or other resources needed to support the change. Option D, Responsibilities , would define who is accountable for specific change-related activities or ongoing duties.
The distinction is therefore between describing the desired condition and describing the means of achieving or sustaining it. "The car park is monitored continuously" is a characteristic of the required target operating state.
PRINCE2 7 reference topics: People; change management approach; current state, interim state and target state; state characteristics; enabling activities.
質問 # 15
As stage 3 approaches its end, the project manager seeks supplier-related advice from the CEO of BuildyBrick, acting in the senior supplier interest, about planning the testing and inspections in stage 4.
Under which 'directing a project' activity is this informal consultation provided?
正解：C
解説：
The correct answer is B - Give ongoing direction . The directing a project process is not limited to formal authorization decisions at stage boundaries. The project board also remains available throughout delivery to provide advice, guidance, and direction within its areas of responsibility. This continuing governance activity is captured by give ongoing direction .
In the scenario, the project manager informally consults the CEO of BuildyBrick in the senior supplier interest concerning testing and inspection arrangements for the forthcoming stage. This is specialist, supplier- related advice rather than a request for formal authorization. The senior supplier is appropriately positioned to provide guidance on technical feasibility, specialist resources, supplier capability, and the practical implications of planned quality activities.
Option A would apply when the project board formally reviews and decides whether to authorize a stage plan or exception plan. The scenario occurs while stage 4 is being planned, but the activity described is specifically an informal consultation , not the formal authorization decision itself. Option C concerns authorization of the initiation stage near the start of the project. Option D concerns formal authorization of the overall project following initiation.
The defining feature is therefore the provision of responsive board-level guidance during the project's life without making a formal authorization decision.
PRINCE2 7 reference topics: Directing a project; give ongoing direction; senior supplier; project board advice; stage planning; formal versus informal project-board control.
質問 # 16
During stage 3, the foundations team manager tells the project manager that the completed foundations may have changed rainwater flow onto a neighbouring property. The project manager notes the concern in the project log but dismisses it without assessment and instructs the team to continue because the design has planning approval.
Is this an appropriate application of the 'capture issues and risks' activity, and why?
正解：A
解説：
The correct answer is C . The purpose of capture issues and risks is not merely to record information. Newly identified concerns must be considered sufficiently to determine their nature, significance, and appropriate treatment. An informal concern can subsequently prove to be a material issue or risk affecting project objectives, stakeholders, regulatory obligations, cost, schedule, or reputation.
The possibility that completed foundations have altered rainwater flow onto neighbouring property has potentially significant consequences. Planning approval does not demonstrate that this newly identified condition is harmless. The project manager should therefore assess the concern before deciding whether it can be handled informally, requires formal entry in the issue or risk register, needs specialist investigation, or demands escalation or corrective action.
Option A incorrectly treats recording as equivalent to management. A log entry provides traceability but does not establish whether further action is required. Option B similarly conflicts with effective issue and risk management because an informal route does not exempt a concern from proportionate assessment. Option D is incorrect because potentially significant matters should be raised when identified; the team manager is not required to wait for the next scheduled checkpoint report.
The essential PRINCE2 control is to capture, assess, and determine an appropriate response , rather than dismissing uncertainty solely because existing approval had previously been obtained.
PRINCE2 7 reference topics: Controlling a stage; capture issues and risks; project log; issue assessment; risk assessment; corrective action.
質問 # 17
BuildyBrick's planning specialist suggests that the project manager should prepare stage plans only for stages
2 and 4, while BuildyBrick should prepare the stage plans for stages 3 and 5 because suppliers will deliver most of the work.
Is this an appropriate application of the plans practice, and why?
正解：C
解説：
The correct answer is D . Under PRINCE2, the project manager is responsible for preparing stage plans , irrespective of whether most specialist delivery during a particular stage is undertaken by an external supplier.
A stage plan is a management-level control document used by the project manager and project board to manage and authorize the relevant management stage.
Supplier team managers can and should contribute detailed planning information. They may prepare team plans where appropriate and provide estimates, resource requirements, dependencies, schedules, risks, and detailed information concerning their work packages. Those inputs support preparation of the stage plan but do not transfer ownership of the management-stage plan to the supplier.
Option A incorrectly equates delivery of most stage products with ownership of the stage plan. Option B introduces an unsupported distinction based on the number of suppliers involved. Option C goes even further by asserting that every external supplier should prepare the complete stage plan for the stage in which it operates. That would blur the distinction between project management control and specialist delivery responsibility.
The planning hierarchy remains important: the project manager plans and controls the management stage, while team managers plan and execute the detailed specialist work delegated through work packages.
PRINCE2 7 reference topics: Plans practice; stage plans; team plans; project manager responsibilities; team manager responsibilities; work packages; management versus specialist products.
質問 # 18
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