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| Section | Objectives |
|---|---|
| Processes | - Closing a project - Controlling a stage - Managing a stage boundary - Directing a project - Starting up a project - Managing product delivery - Initiating a project |
| Practices | - Business case - Issues - Risk - Plans - Progress - Organizing - Quality |
| People | - People management and effective collaboration |
| Principles | - Apply the PRINCE2 principles in context |
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NEW QUESTION # 13
In stage 4, the Heritage Director delegates a review of the inspection arrangements to the Heritage Manager.
The Heritage Manager will work with the BuildyBrick CEO and the project manager, then report whether the planned inspections will provide adequate assurance about impacts on historic buildings.
Is this an appropriate application of the 'define roles, responsibilities and relationships' principle, and why?
Answer: C
Explanation:
The correct answer is B . The principle define roles, responsibilities and relationships requires more than assigning job titles. Individuals need to understand their delegated responsibilities, their authority, their interfaces with other participants, and what they can reasonably expect from those relationships.
The Heritage Director may delegate assurance activity provided accountability and authority remain appropriately structured. In this scenario, the Heritage Manager is expected to coordinate with the BuildyBrick CEO and project manager and report on whether the proposed inspection arrangements provide adequate assurance. For this arrangement to work, the Heritage Manager must understand precisely what the Heritage Director expects, the scope of the delegated review, and the contributions expected from the other parties.
PRINCE2 7 explicitly strengthens its treatment of relationships and recognizes that project effectiveness depends on deliberate interaction between people rather than merely documenting roles. PeopleCert describes clear responsibilities and good relationships as important foundations for governance, assurance, collaboration, and successful change.
Option A is too absolute: the principle does not impose an unrestricted requirement for every communication channel to remain open to everyone at all times. Options C and D incorrectly assume the activity cannot be delegated. PRINCE2 permits delegation while retaining appropriate accountability.
PRINCE2 7 reference topics: Define roles, responsibilities and relationships; Organization practice; delegation; assurance; project relationships.
NEW QUESTION # 14
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: C
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 # 15
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: B
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 # 16
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?
Answer: D
Explanation:
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.
NEW QUESTION # 17
At the end of the initiation stage, the Regeneration Manager submits the project plan and business case for review. The Portfolio Director releases funding for both stages 2 and 3 and instructs the project manager to provide only a progress report at the end of stage 2, without a project board decision before stage 3 begins.
Is this an appropriate application of the 'manage by stages' principle, and why?
Answer: A
Explanation:
The correct answer is D . Under the manage by stages principle, a PRINCE2 project is divided into management stages that create defined governance and decision points. The project manager manages the current authorized stage, while the project board retains control over whether the project should proceed into the next management stage.
At a stage boundary, the project manager normally provides the information required for the project board to assess performance, review the updated business case and project plan, consider risks and issues, and evaluate the next stage plan. The board can then decide whether continued investment remains justified and whether the next stage should be authorized. PeopleCert guidance describes management stages as controlled segments with review points at which continuation can be approved or stopped.
Releasing funding for stages 2 and 3 does not remove the governance requirement to reassess the project before stage 3 starts. Option A confuses the project manager's delegated day-to-day authority within an authorized stage with authority to proceed automatically across stage boundaries. Option B concerns reporting customization rather than stage authorization. Option C incorrectly focuses on which corporate entity provides funding rather than the PRINCE2 control mechanism being tested.
PRINCE2 7 reference topics: Manage by stages; Managing a stage boundary; Directing a project; continued business justification; authorization of a stage.
NEW QUESTION # 18
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