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| Section | Objectives |
|---|---|
| People | - Leading successful teams - Leading successful change - Effective communication |
| PRINCE2 Project Management Processes | - Starting up a project - Controlling a stage - Directing a project - Managing product delivery - Closing a project - Managing a stage boundary - Initiating a project |
| PRINCE2 Project Management Principles | - Ensure continued business justification - Define roles, responsibilities and relationships - Focus on products - Tailor to suit the project - Learn from experience - Manage by exception - Manage by stages |
| PRINCE2 Project Management Practices | - Issues - Risk - Progress - Plans - Quality - Organizing - Business case |
| Project Context and Tailoring | - Sustainability - Delivery methods and approaches - Digital and data management - Commercial context - Tailoring PRINCE2 to the project context - Organizational context - Project scale and complexity |
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NEW QUESTION # 24
During stage 3, the project manager forecasts that the stage-level recycling tolerance will be exceeded. The project manager records the matter in the issue register and sends only an issue report to the project board.
Is this an appropriate application of the progress practice, and why?
Answer: B
Explanation:
The correct answer is D . In PRINCE2, an exception exists when it is forecast that an agreed tolerance will be exceeded. The critical point is that the breach does not have to have occurred already. Once the project manager forecasts that stage tolerance cannot be maintained, the matter exceeds the project manager's delegated authority and must be escalated to the project board.
An issue report may contain detailed analysis of an issue, and the issue register can record the underlying matter. However, neither replaces the specific progress-control mechanism required when stage tolerance is forecast to be exceeded. The project manager must produce an exception report , explaining the cause of the forecast deviation, its consequences, available options, and an appropriate recommendation. The project board can then decide whether to request an exception plan or take another authorized course of action.
Option A therefore understates the governance consequence of the tolerance breach. Option B incorrectly treats the matter solely as an off-specification; the decisive factor for progress control is that an authorized stage-level tolerance is forecast to be exceeded. Option C is incorrect because the immediate escalation is from the project manager to the project board, not automatically to the portfolio office.
PRINCE2 7 reference topics: Progress practice; stage tolerances; exception; exception report; escalation; management by exception.
NEW QUESTION # 25
At project closure, the project manager prepares the end project report, noting that the project exceeded its budget by 10% and planned duration by 15% because of additional heritage protection work. The findings are summarized for the project board and shared with the LOB Portfolio Director so that other projects can learn from them.
Which practice is being applied?
Answer: B
Explanation:
The correct answer is C - Progress . The progress practice establishes mechanisms for comparing actual achievements with planned targets, forecasting future performance, controlling deviations, and providing appropriate information to decision-makers. At project closure, this includes reviewing overall project performance against the baselines and targets that were originally authorized.
The end project report provides the project board with a consolidated assessment of how the project performed. In this scenario, the project manager records that actual cost exceeded the budget by 10% and actual duration exceeded the planned schedule by 15%. These are direct comparisons between actual and planned performance , placing the information squarely within the progress practice.
Sharing the findings with the LOB Portfolio Director also enables experience from the LouisShopping project to support organizational learning. This does not change the primary practice being demonstrated: the information being analysed and communicated is project performance against authorized targets.
Option A concerns whether continued or completed investment was justified in terms of costs, benefits, risks, and business objectives. Option B concerns creation and maintenance of plans. Option D concerns ensuring products meet defined quality requirements. Although each may contribute information to project closure, the specific evaluation of cost and time performance belongs principally to progress .
PRINCE2 7 reference topics: Progress practice; end project report; actual versus planned performance; project closure; lessons and organizational learning.
NEW QUESTION # 26
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: D
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 # 27
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?
Answer: D
Explanation:
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.
NEW QUESTION # 28
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 # 29
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