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| Section | Objectives |
|---|---|
| Topic 1: Principles | - Apply the PRINCE2 principles in context |
| Topic 2: Processes | - Initiating a project - Starting up a project - Managing a stage boundary - Directing a project - Closing a project - Controlling a stage - Managing product delivery |
| Topic 3: Practices | - Business case - Plans - Quality - Progress - Risk - Issues - Organizing |
| Topic 4: People | - People management and effective collaboration |
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NEW QUESTION # 35
During stage 3, several BuildyBrick subcontractors are working on different work packages. The project manager is concerned that lessons identified by one team will not reach the others and could lead to rework, delay or additional cost. The project manager therefore holds a fortnightly cross-team 'lunch and learn' session.
Is this an appropriate application of the 'learn from experience' principle, and why?
Answer: D
Explanation:
The correct answer is A . The learn from experience principle requires learning to occur throughout the project lifecycle, not merely during initiation or closure. Lessons should be sought, recorded where appropriate, communicated to those who can use them, and incorporated into current or future decisions and ways of working.
The fortnightly cross-team session directly addresses the project manager's concern that lessons emerging in one work package may otherwise remain isolated. Sharing them across teams allows corrective knowledge to be applied while it can still prevent rework, delay, cost escalation, or repeated mistakes. Official PeopleCert material emphasizes that lessons should be considered before starting, captured during delivery, and actively applied; simply recording a lesson without changing future behavior does not constitute effective learning.
Option B describes another legitimate source of lessons-previous projects-but does not explain the specific benefit demonstrated in the scenario, which concerns lessons arising across teams during the current stage .
Option C contradicts PRINCE2's expectation that lessons improve project performance rather than being regarded as non-productive overhead. Option D incorrectly postpones learning until the end of the stage, when the opportunity to prevent immediate repetition may already have passed.
PRINCE2 7 reference topics: Learn from experience; lessons log; knowledge sharing; applying lessons throughout the project lifecycle.
NEW QUESTION # 36
Near the end of stage 2, the supplier planned for the utilities and systems work becomes financially unstable and a replacement subcontractor is selected for stage 3. The project manager recommends that the replacement subcontractor's account manager should represent the supplier interest as senior supplier.
During which 'managing a stage boundary' activity should this recommendation be developed?
Answer: B
Explanation:
The correct answer is B - Prepare the next stage plan . The managing a stage boundary process ensures that the project board receives sufficient information to review the current stage and make an informed decision about authorizing the next one. Preparing the next stage plan includes determining how the forthcoming stage will be organized, resourced, managed, and controlled.
The replacement subcontractor will perform important utilities and systems work during stage 3.
Consequently, the project manager must consider whether the existing project management team remains appropriate for the forthcoming stage. Recommending the subcontractor's account manager as the new senior supplier is directly connected with establishing appropriate supplier representation and governance for the work that will be undertaken in that next stage.
Option A concerns revising the higher-level project plan using current information and forecasts; it does not primarily establish stage-specific project management team arrangements. Option C concerns assessing how the current stage performed, including achievements and lessons. Option D occurs after the necessary stage- boundary information has been prepared and is used to request authorization from the project board.
The recommendation should therefore be developed while preparing the next stage plan , so that the required organization and supplier representation are clear before authorization of stage 3 is requested.
PRINCE2 7 reference topics: Managing a stage boundary; prepare the next stage plan; organization; senior supplier; supplier representation; project management team.
NEW QUESTION # 37
RISK
Here are three items of information relating to the 'risk' practice.
In which management product (A-E) should each item be recorded?
Choose only ONE management product for each item of information. Each management product may be used once, more than once, or not at all.
Answer: C,E
Explanation:
The correct mapping is Item 1 - A; Item 2 - E; Item 3 - E .
Item 1 belongs in the risk register. The cracked pane itself is an existing problem and therefore an issue.
However, the item explicitly identifies a separate uncertainty : the supplier may fail to meet the future replacement date, potentially delaying later work. Because this is an uncertain future event affecting project objectives, it is a risk and should be recorded in the risk register.
Item 2 belongs in the risk management approach. It describes the agreed procedure and frequency for reviewing project risks. The risk management approach defines how risk management will be performed, including responsibilities, procedures, review arrangements, scales, reporting, and supporting techniques.
Item 3 also belongs in the risk management approach. A red-amber-green classification is part of the project's agreed risk assessment and prioritization framework rather than information about an individual risk.
The distinction is fundamental: the risk register contains individual identified risks and their management information , whereas the risk management approach defines the project's overall method, procedures, scales, responsibilities, and controls for managing risk .
PRINCE2 7 reference topics: Risk practice; risk register; risk management approach; uncertainty; risk assessment; risk review arrangements; risk scales.
NEW QUESTION # 38
BuildyBrick is demobilizing after delivering the shopping centre on time and within budget. Before the remaining supplier personnel leave, the project manager checks that the Council's operations and facilities teams are ready to receive, operate and maintain the completed centre.
Why is this an appropriate application of the 'confirm project acceptance' activity?
Answer: D
NEW QUESTION # 39
At the start of stage 3, the project board inserts detailed recycling tolerances directly into each work package without the project manager agreeing the delegated targets with the relevant team managers.
Is this an appropriate application of the progress practice, and why?
Answer: B
Explanation:
The correct answer is C . PRINCE2 applies management by exception through a hierarchy of delegated authority. The project board establishes the management stage within which the project manager operates, whereas the project manager normally authorizes individual work packages and agrees their requirements and tolerances with the relevant team managers.
The problem in the scenario is therefore not the existence of recycling or sustainability tolerances. Such measurable constraints may legitimately be delegated to a delivery team when they are relevant to its work.
The problem is that the project board bypasses the project manager and directly inserts detailed work-package tolerances without those delegated targets being agreed through the normal work-package authorization relationship.
Option A incorrectly creates a direct routine control relationship between the project board and team managers. Option B similarly conflicts with the normal reporting structure: team managers report work- package progress to the project manager, while the project manager provides appropriate progress information to the project board. Option D is incorrect because sustainability performance can be translated into delegated targets and tolerances at lower management levels when appropriate.
The project manager should therefore authorize the relevant work packages, agree achievable delegated tolerances with team managers, and monitor performance against them within the overall stage tolerances authorized by the project board.
PRINCE2 7 reference topics: Progress practice; management by exception; work packages; tolerances; project manager/team manager interface; delegated authority.
NEW QUESTION # 40
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