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| Section | Weight | Objectives |
|---|---|---|
| Topic 1: PRINCE2 Processes | 25% | - Managing a Stage Boundary - Controlling a Stage - Starting up a Project - Initiating a Project - Directing a Project - Managing Product Delivery - Closing a Project |
| Topic 2: Tailoring PRINCE2 | 10% | - Tailoring principles, practices and processes - Adapting to project size, complexity and context - Integration with other methods |
| Topic 3: PRINCE2 Principles | 15% | - Learn from experience - Defined roles and responsibilities - Manage by stages - Focus on products - Tailor to suit the project environment - Manage by exception - Continued business justification |
| Topic 4: PRINCE2 Practices | 50% | - Risk - Progress - Plans - Quality - Organizing - Issues - Business Case |
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NEW QUESTION # 204
Scenario
Additional Information
During the initiation stage the Project Manager met with the Marketing Director to find out more about the requirements of the promotional calendar and recorded the following notes:
There has been a reduction in the order numbers at the MNO Manufacturing due in part to the increased marketing activities of its competitors. 10% of customers have not re-ordered in this financial year and staff morale is poor. A number of skilled staff have left as a result and replacement staff have not been recruited due to the reduced operation. If the project is successful, a recruitment campaign will be required to fill the existing staff vacancies and there may be a requirement for additional staff. Operational costs are likely to increase because skilled staff are expensive and difficult to find.
In financial terms, there were a total of 1,500 orders in the last financial year, each with an average profit of
£2k. The Marketing department believes that sending a promotional calendar to our current and prospective customers would increase orders by at least 10% with a minimum of 10 further orders from the list of prospective customers within 12 months from the date of distribution.
The Marketing Director will be funding the project from the business marketing budget. She believes that the effect of a good company image portrayed by a successful calendar would last into a second year. She has forecast the same increase in orders for a second year and predicts that the annual employee satisfaction survey will show a measurable improvement in staff morale.
A number of alternatives were explored, including:
20% discount for all repeat customers - not cost-effective and very short term
A promotional calendar as a free Christmas gift - would target current and prospective customers and
the benefits would last into a second year
A series of television and press advertisements was too expensive
A direct mail shot to all customers - benefit would be short term
Creation of an internet website - would not suit all customers
The calendar is seen as the favored option, as long as the company's competitors do not increase their marketing activity. Whilst the Marketing department wants a very high quality, glossy product, the project management team must be aware of the cost this will incur.
Which 2 statements should be recorded under the Business options heading?
Answer: D,E
NEW QUESTION # 205
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.
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: C
NEW QUESTION # 206
The project is nearing the end of stage 2. The Sustainability Manager records a lesson learned in the daily log that could be used on other projects in the portfolio.
Is this an appropriate use of the 'learn from experience' principle, and why?
Answer: D
Explanation:
PRINCE2 distinguishes between lessons relevant only to the current project and lessons that could benefit the wider organization. While the daily log is suitable for informal recording, PRINCE2 is clear that lessons with wider applicability should be escalated and shared through lessons reports and organizational learning mechanisms.
The scenario explicitly states that the lesson could be used on other projects within the portfolio. PRINCE2 guidance emphasizes that learning should contribute to organizational maturity, not remain isolated within a single project. Therefore, simply recording the lesson in the daily log is insufficient.
Option C is correct because the Sustainability Manager should ensure the lesson is communicated to the portfolio or programme level so it can be applied elsewhere. Options A and B misunderstand the purpose of lessons management, while D invents a status requirement that PRINCE2 does not mandate.
NEW QUESTION # 207
A change authority has been appointed for the project. During the development of the 'classroom-based training material', a large number of changes were proposed to the design of the 'e-learning course'. Therefore, the change authority has decided to use the Moscow technique to prioritize changes based on the impact they will have on completing each stage on time.
Is this an appropriate application of the Moscow technique, and why?
Answer: D
Explanation:
Reference https://en.wikipedia.org/wiki/MoSCoW_method
NEW QUESTION # 208
An external consultant has signed a contract and agreed a work package to accredit the trainers. The
Purchasing Manager will monitor the contract, which states the requirement to organize the accreditation with
the Training Delivery Manager. The Training Delivery Manager has tried to contact the consultant but there has
been no response. The project manager believes there is a risk that the consultant is prioritizing other clients'
work.
The Purchasing Manager has been assigned as the risk owner. Is this an appropriate approach to managing
this risk, and why?
Answer: B
NEW QUESTION # 209
......
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