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| Section | Objectives |
|---|---|
| PRINCE2 Themes | - Quality - Organization - Progress - Change - Business Case - Risk - Plans |
| PRINCE2 Processes | - Closing a Project - Managing Product Delivery - Initiating a Project - Directing a Project - Managing a Stage Boundary - Controlling a Stage - Starting up a Project |
| PRINCE2 Principles | - Manage by stages - Manage by exception - Learn from experience - Defined roles and responsibilities - Continued business justification - Tailor to suit the project - Focus on products |
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22. Frage
The executive has set the following tolerances for stage 2:
Time (+/- 1 week)
Cost (+/- £20,000)
Scope (using MoSCoW prioritization technique)
Risk (based on the risk appetite defined in the risk management approach) These tolerances have been recorded in the stage plan. The project manager will report progress regularly via highlight reports to the project board and use exception reports to raise exceptions. In addition, the project assurance role will monitor the stage to provide confidence to the project board that exceptions are being reported.
How well does this apply the 'manage by exception' principle, and why?
Antwort: C
23. Frage
The project board has asked for highlight reports every six weeks during stage 3. As a result, the project
manager has asked each team manager for checkpoint reports every six weeks, in order to collate these into
the highlight report. The team manager for the 'marketed courses' is new to team management.
Is this an appropriate action as part of the 'controlling a stage' process, and why?
Antwort: B
24. Frage
Scenario
A central government department, the Ministry of Food Hygiene (MFH), faces increasing pressure to cut costs, better manage suppliers' performance and reduce the confusion caused by inadequate internal controls, outdated standards and outdated technology. External consultants were employed to conduct a feasibility study to identify options to address the problems, and the likely costs and benefits. The following options were considered:
Do nothing.
Re-engineer selected business functions.
Outsource selected business functions.
The feasibility study concluded that there was a case for outsourcing the MFH Information Technology Division and the Facilities Division (maintenance of buildings and grounds). The recommendations were:
One service provider should be contracted to provide the services currently provided by the Information Technology Division and the Facilities Division.
A 10-year service contract should be agreed with the selected service provider.
The feasibility study developed high-level designs of the current organization, processes, systems and operating models, plus an outline Business Case for the required project. The external consultants also made the following recommendations for the management of the project:
Use PRINCE2.
Set up the project with 4 management stages:
Stage 1. Standard PRINCE2 initiation activities.
Stage 2. Create detailed designs (future organization, processes, systems and operating models) and the service level agreement between MFH and the future service provider.
Stage 3. Request and evaluate proposals, select service provider and agree contract.
Stage 4. Transfer equipment and staff, transfer responsibility for service provision and run trial period.
Initial estimates indicated that the project would cost £2.5m and take two years to complete.
MFH senior management agreed that there was a case for outsourcing, and accepted the recommendations as a basis for the project. There is an expected saving of £20m over 10 years.
The Outsourcing project has completed the Starting up a Project process and is now in the initiation stage.
Because of the strategic importance of the project, the MFH Chief Executive Officer has taken the role of Executive. A PRINCE2-experienced Project Manager has been appointed from within MFH. Staff within the business functions being outsourced will work with the external consultants who conducted the feasibility study to define the detailed designs.
Which 2 statements should be recorded under the Expected benefits heading?
Antwort: A,C
25. Frage
HOTSPOT
Drop down the right answer from Column 1 to column 2.
Hot Area:
Antwort:
Begründung:
26. Frage
MANAGING PRODUCT DELIVERY
The team manager for the production of the 'marketing materials' has identified that they will not be ready
within the timescale agreed in the work package. The team manager has sufficient tolerance to take corrective
action. As a result, additional resources have been assigned to this work package.
Which theme is being applied?
Antwort: B
27. Frage
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