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| Section | Objectives |
|---|---|
| Topic 1: People | - People management and effective collaboration |
| Topic 2: Practices | - Risk - Quality - Issues - Organizing - Plans - Progress - Business case |
| Topic 3: Principles | - Apply the PRINCE2 principles in context |
| Topic 4: Processes | - Initiating a project - Closing a project - Starting up a project - Managing product delivery - Directing a project - Controlling a stage - Managing a stage boundary |
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NEW QUESTION # 14
While preparing the project plan during initiation, the project manager proposes that stage 2 should end at the Council's financial year-end. This would allow the decision on funding for stage 3 to coincide with the Council's annual budget process.
Is this an appropriate application of the 'manage by stages' principle, and why?
Answer: B
NEW QUESTION # 15
During stage 3, the foundations team manager tells the project manager that the completed foundations may have changed rainwater flow onto a neighbouring property. The project manager notes the concern in the project log but dismisses it without assessment and instructs the team to continue because the design has planning approval.
Is this an appropriate application of the 'capture issues and risks' activity, and why?
Answer: C
Explanation:
The correct answer is C . The purpose of capture issues and risks is not merely to record information. Newly identified concerns must be considered sufficiently to determine their nature, significance, and appropriate treatment. An informal concern can subsequently prove to be a material issue or risk affecting project objectives, stakeholders, regulatory obligations, cost, schedule, or reputation.
The possibility that completed foundations have altered rainwater flow onto neighbouring property has potentially significant consequences. Planning approval does not demonstrate that this newly identified condition is harmless. The project manager should therefore assess the concern before deciding whether it can be handled informally, requires formal entry in the issue or risk register, needs specialist investigation, or demands escalation or corrective action.
Option A incorrectly treats recording as equivalent to management. A log entry provides traceability but does not establish whether further action is required. Option B similarly conflicts with effective issue and risk management because an informal route does not exempt a concern from proportionate assessment. Option D is incorrect because potentially significant matters should be raised when identified; the team manager is not required to wait for the next scheduled checkpoint report.
The essential PRINCE2 control is to capture, assess, and determine an appropriate response , rather than dismissing uncertainty solely because existing approval had previously been obtained.
PRINCE2 7 reference topics: Controlling a stage; capture issues and risks; project log; issue assessment; risk assessment; corrective action.
NEW QUESTION # 16
A new law requires everyone working on public-infrastructure projects to hold an appropriate security clearance. The project manager records the legislation as an external event in the issue register so that its effects can be assessed.
Is this an appropriate application of the issues practice, and why?
Answer: D
Explanation:
The correct answer is A . The legislation is an external event that has already occurred : a new legal requirement now applies to people working on public-infrastructure projects. It therefore represents an issue rather than merely an uncertain future risk. Recording it in the issue register enables the project team to assess its impact and determine what action may be necessary.
The effect could be significant. Existing or planned personnel may not possess the required security clearance, which could constrain the availability of resources, delay mobilization, alter supplier arrangements, increase costs, or affect scheduled delivery. The project manager should therefore ensure the event is captured and assessed rather than waiting until every consequence is known.
Option B is incorrect because external events that affect project objectives should still be managed through the project's agreed governance and issue-management controls. Option C would delay formal management of an event whose implications may require immediate investigation and action. Option D incorrectly assumes that externally generated issues belong exclusively to the business layer. The business may need to participate in resolving some consequences, but the project team must manage impacts on the project within its authority and escalation arrangements.
The key distinction is that an issue concerns something that has happened or is currently relevant , whereas a risk concerns uncertainty about a future event.
PRINCE2 7 reference topics: Issues practice; external events; issue register; issue assessment; resource impacts; risk-versus-issue distinction.
NEW QUESTION # 17
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 # 18
The Chief Technology Officer is an influential stakeholder who strongly supports several unproven technologies for the shopping centre. Concerned about delivery risk and reputation, the project executive asks the project manager to limit the CTO's contact with the project team and other stakeholders.
Is this an appropriate approach to leading successful change, and why?
Answer: D
Explanation:
The correct answer is D . PRINCE2 7 recognizes that successful change depends on understanding and actively engaging people who can influence the project, its outputs, and the eventual adoption of those outputs. The Chief Technology Officer is explicitly described as an influential stakeholder. Limiting that person's involvement simply because some preferred technologies are unproven would sacrifice potentially valuable organizational influence instead of managing the disagreement constructively.
The appropriate response is to maintain engagement while separately assessing the technical and delivery risks associated with the proposed technologies. Stakeholder engagement and risk management are complementary activities: an influential stakeholder can remain involved even when particular proposals require challenge, evaluation, or risk responses. Continued engagement also helps the project understand expectations, build support, and facilitate adoption of the eventual solution across the wider organizational ecosystem.
Options A and B treat stakeholder exclusion as a risk-control technique, which is inconsistent with effective change leadership. Option C is too narrow because merely recording technological concerns as risks does not address the people and stakeholder dimension. Risks should be managed, but the stakeholder relationship should also be deliberately maintained.
The scenario therefore distinguishes between managing the uncertainty attached to an idea and excluding the person advocating it . PRINCE2 supports the former, not the latter.
PRINCE2 7 reference topics: People; leading successful change; stakeholder engagement; organizational ecosystem; relationships and communication.
NEW QUESTION # 19
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