PRINCE2® 7 Practitioner
Foundation
®
Trainer
Learner
Trainer
Sample
Workbook
Guide
Paper 12
Official Training Materials
Unlocking your
potential to
achieve more
Welcome to the Trainer Guide for the PRINCE2® 7 Practitioner Official
Training Materials.
The Official Training Materials for our courses enhance the learning experience for
both trainers and learners, enabling high quality and effective delivery of training.
PeopleCert products combine the knowledge and experience of experts from around
the world.
Our courses use that knowledge to transform learners from beginner to practitioner,
utilizing real-world experience, product expertise, and years of training knowledge to
bring the topic alive.
Consequently, learners will develop a solid foundation on which to develop their
businesses and improve their careers.
Contents
Introduction
4
Modules
1. Introduction
26
2. Preparing for success
34
3. Workshop – Part 1
42
4. Workshop – Part 2
66
5. Workshop – Part 3
80
6. Mini mock exam
106
7. Exam preparation tips
114
8. Course review
120
Appendix 1 – Handouts/activity sheets
122
Activity sheet 1 Extended confidence evaluation
124
Activity sheet 2 Extended confidence evaluation
128
Appendix 2 – Resources
132
Syllabus
136
Scenario Booklet
142
Sample papers with answers and rationales
146
Powering
Best
Practice
Published by PeopleCert International Ltd.
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to the publisher.
Disclaimer
This publication is designed to provide helpful information to the reader. Although every care has been taken by PeopleCert International Ltd in the preparation of this
publication, no representation or warranty (express or implied) is given by PeopleCert International Ltd as publisher with respect as to the completeness, accuracy,
reliability, suitability or availability of the information contained within it and neither shall PeopleCert International Ltd be responsible or liable for any loss or damage
whatsoever (indicatively but not limited to, special, indirect, consequential) arising or resulting of virtue of information, instructions or advice contained within this
publication.
First edition PeopleCert International copyright © 2023
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Circumstances
may dictate
that your
decides
to deliver
the
PeopleCert
is accredited
by Lloyds
UK intrainer
accordance
with
ISO 14001
modules
or
sub-topics
in
a
different
order.
These
modules
relate
to
for Environmental Management, a recognition it has maintained since
the PRINCE2
Practitioner
syllabus and
to the numerous
content of awards,
the PRINCE2 7
2006.
Recognized
for our outstanding
through
Official
Book.
You
should
study
this
Official
Book
before,
andof
during,
we remain committed to ESG leadership and the preservation
our
the training course and before you sit the examination.
planet.
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Introduction
Welcome
to PRINCE2
Practitioner
PeopleCert’s PRINCE2 provides a
structured approach for applying
PRINCE2 project management best
practice in the workplace. PRINCE2 is
suitable for anyone managing projects,
whether within a formal project
management function or
as a smaller component of their day-today work.
Welcome to PRINCE2 Practitioner
Scenario: NowByou
How to use this material
Importantly, PRINCE2 Practitioner
certification is a fundamental step for
learners on their way to becoming
PeopleCert ProPath Project Experts.
This path is designed for project
management professionals seeking
a holistic view of projects, consistent
results, and increasing efficiencies.
PRINCE2 Practitioner certification,
alongside Management of Risk (MoR®)
and Managing Successful Programmes
5th edition (MSP®) certifications,
combine to strengthen learners’
abilities to maximize benefits and
manage risk, while planning, managing,
and delivering projects of any size or
complexity.
The Practitioner certification confirms
that learners have assimilated the
knowledge and understanding to apply
and tailor the PRINCE2 method in a
range of project environments and
situations. From there, they can
enhance their learning with realworld experience and further
professional development
as they work to become
successful and effective
project managers.
PRINCE2 Practitioner is the second
stage in the PRINCE2 journey;
learners must provide proof of having
passed the PRINCE2 Foundation
certification (or an equivalent qualifying
certification).
See our PRINCE2 7 Practitioner,
page on the PeopleCert website
for more information.
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Scenario Booklet:
NowByou
Four scenarios are included in the Official Book
to provide a practical insight into the application
of PRINCE2. We will use one of these case
studies, NowByou, throughout the course to
demonstrate the practical implementation of
PRINCE2.
• developing the initial project management
documentation
• advising and coaching the NowByou
director of campaigns, who is sponsoring
the project
Here is some background to NowByou:
• mentoring the staff member who will be
appointed as project manager
NowByou is a not-for-profit organization that
works with local communities to eliminate
discrimination of any kind and help advance
the international human rights system through
local and targeted interventions.
• advising the project team how to use
a variety of media (tv, press, and social
networks) for this, and other future
projects.
NowByou forms, chairs, and equips networking
and support groups, where anyone who
has experienced discrimination can share
their experiences and thoughts in a safe and
empowering space. Additionally, NowByou is
one of the few non-governmental organizations
(NGOs) in the country that works directly with
police forces to co-develop campaigns that
encourage the reporting of discriminatory
incidents to authorities.
Recent research has shown that discrimination
against marginalized groups, particularly
the homeless and refugees, is growing at a
concerning rate. The increase in discrimination
has led NowByou to believe that a new sixmonth campaign is required to address this
issue.
They have decided to run the campaign as
a project, aiming to both raise awareness of
this type of discrimination and reinforce their
own brand recognition (as NowByou is highly
dependent on the goodwill of donors and
financial aid from partners).
There is a high-level view of the project, but this
is to be confirmed, as pre-project discussions
are still occurring.
Stage 1 (initiation)
• business case
• project initiation documentation
Stage 2
• campaign high-level requirements
gathering
• options analysis
Stage 3
• implementation of chosen
option (5)
• closure.
The main output from
the project will be a
delivered multi-channel
campaign.
The project management maturity of the
organization is very low, with no standardized
processes or templates in place. For that
reason, NowByou has contacted a professional
project manager with a track record of
successful delivery in the not-for-profit sector
who will be responsible for:
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How to use this material
Who is this Trainer Guide
for?
This Trainer Guide is for new and experienced
PRINCE2 trainers to support the delivery of the
PRINCE2 7 Practitioner course.
What is included?
The learning material includes a core Trainer
Slide Deck presentation, with learner notes
addressed to the learner, trainer notes (in
bold) addressed to the trainer along with
quizzes, and activity slides.
The accompanying Trainer Kit includes the
exam resources (syllabus, sample papers, and
glossary), and class management templates.
Aims of the course
Upon completion of the course, learners will
be able to:
• d
emonstrate a wider appreciation of
PRINCE2 skills and know-how, and apply this
in a realistic context
• t ailor best practice in response to different
project circumstances
• n
avigate the PRINCE2 7 Official Book
efficiently
• a
nalyse information and reason whether a course of action is effective/appropriate in
accordance with PRINCE2 7 best practice
• b
egin to apply PRINCE2 methodology to
their own projects
• e
xplain the requirements of the PRINCE2 7
Practitioner examination.
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Teaching methodology
The course materials have been designed to be
flexible, easy-to-use, and accessible for learners.
There are two main training methods:
•
classroom delivery
•
virtual delivery.
For both methods, you will have the following
resources for each module:
Additional resources in
appendices
•
Syllabus
•
Scenario Booklet: NowByou
•
Sample papers with answers and rationales
Core and Extended Content
•
Trainer Guide
•
PowerPoint presentations, which include
notes for the learner and trainer
•
quizzes and knowledge checks based on
the sample papers
To help identify what is core content, what
is an activity, what is extended content, the
module slide decks feature colour-coded
borders. The slides that feature a teal border
are core content, and those with a grey
border are optional extended content such
as PRINCE2 7 Practitioner core concepts.
•
Quick Reference Guide
Modules
•
handouts/other resources.
The course consists of 8 modules.
All the materials have been designed to work
seamlessly with both training methods.
As it can be difficult to anticipate which virtual
platform you may need to use, the Official
Training Materials and activities have been
designed to make the best use of technology
without referring to a particular tool. Drag
and drop activities, board blasting, and other
whiteboard activities are all conducted using
PowerPoint. There are specific notes on how to
achieve the effects in the trainer notes.
These modules relate to the PRINCE2
Practitioner syllabus, the PRINCE2 Practitioner
Sample Paper 1, and the content of the
PRINCE2 7 Official Book.
The PRINCE2 Practitioner certification builds
upon information taught during PRINCE2
Foundation level. You should encourage
learners to review the PRINCE2 7 Managing
Successful Projects Official Book and other
relevant resources during the training course
as they prepare for the examination.
This course has been designed in a modular
format to provide flexibility in the delivery of
modules. For example, you can deliver the
modules in a different order, if this suits the
needs of the learners or your required delivery
schedule/format.
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Preparation for delivering
the course
This course has been built to be engaging and
interactive. Certain activities require group
or pair work when in a classroom, and where
this course is delivered as a virtual class, it
is recommended that breakout rooms are
prepared or considered in advance to ensure a
smooth delivery to the course.
If virtual breakout rooms are available,
activities can be modified into a larger group
discussion.
Likewise, ‘whiteboard’-based activities are
also included. Please use your preferred
collaboration/whiteboard tool for these. If you
do not have a collaboration or whiteboard tool
available, the same effect can be achieved with
PowerPoint as follows. Ensure that you are
only sharing the presenter view on either the
classroom projector or the virtual classroom.
You can then change the view so that only you
can see the preview mode and then create
a blank slide. You can then write facilitated
notes on the whiteboard by either typing in
responses from the learners (this will simply
appear on-screen from the learners’ point of
view) or revert to the presenter view and click
the ink option at the bottom left-hand corner
of the screen. This will allow you to write on the
whiteboard with your mouse.
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Slide decks
Exam information
The presentation provided is a full Instructorled presentation and includes all modules
and activities to be delivered. You can use the
order it is provided in to deliver your class or
rearrange the modules in order to follow your
own timed delivery.
The examination is designed to assess whether
learners can demonstrate sufficient recall and
understanding of the PRINCE2 7 method. The
PRINCE2 7 Foundation certification is a prerequisite
for studying PRINCE2 at a higher level.
This file is editable to enable some
personalization by each accredited training
organization (ATO).
The Notes section of the core slides holds
information addressed to the learner to
support understanding of the content, calling
out key points to note. The notes on activity
slides include instructions to the trainer on
how to deliver these. This additional detail will
also be available in this document (Trainer
Guide).
Two sample Foundation papers are available within
the course to help prepare learners for the formal
certification. These will help learners to become
confident in their understanding of PRINCE2 7, and
familiar with the style and structure of the exams.
Please refer to the Course Review section for
further information.
Do not forget to remind your learners how to
use the Official Book provided throughout the
course for more detailed information on the
modules presented in the Learner Workbook
and the Trainer Slide Deck presentation.
The Syllabus Index at the end of the Learner
Workbook and the Trainer Guide will help
you identify the sections of the Official Book
referenced throughout the material.
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Official Training Materials
Assets
File type Trainer Learner
Purpose
1. Trainer
slide deck
MS
PowerPoint

Used by the trainer to deliver the course.
2. Trainer
guide
PDF

Used by the trainer to support course
delivery.
3. Trainer
resources
PDFs

Used by the trainer as a reference material
(includes: syllabus, exam specs, sample
papers and rationales,
class management files,
and release notes).
Objectives
Timed activity
Discuss/reflect/activity
Think about/question and answer
4. Learner
workbook
PDF


Used by the learner to follow the course
and by the trainer as a reference point.
5. Official
book
n/a


Used by the learner and the trainer as
reference material.
6. Quick
reference
guide
PDF

Used by the learner as (a) a revision aid
and/or (b) a handy reference tool.
Detailed PRINCE2 practice
7. Course
welcome
video
MP4


Viewed by the learner as an introduction to
the course and can be used by the trainer
during the start of the class.
Review multiple-choice question
8. Precourse
material
PDF


Used by the learner before the beginning
of the classes.
9. Postcourse
material
Included in
ref:1 and 4


Used by the learner post-exam (included in
Trainer Slide Deck and Learner Workbook).
10. Index
included in
by glossary ref: 4.


Used by the learner and trainer
throughout the course and by the learner
post-course to support revision (Included
in Learner Workbook).

Used by the learner to provide feedback
on the Official Training Material.
11. Learner MS Forms
feedback
survey
12
Information icons and visual aids
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Key learning points
The slides that feature a teal border are core content
The slides that feature a grey border are optional extended
content
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13
Indicative learning
timetables
The Practitioner course is designed to adapt
to the needs, interests and confidence of each
learner group. As a result, the timings and
duration of each module are flexible and can
be tailored to suit the specific requirements
of each cohort. The schedule, break points,
expected time between modules, and technical
requirements will also be subject to the delivery
format of the training, namely face to face,
online, or a blend of both.
Here are a few suggestions for how you might
schedule the course depending on different
settings and requirements.
Suggested course timetable A (face to face or online): 12 hours’ duration
Core delivery
Modules
Module name
Indicative timing
Module 1
Introduction
30 mins
Module 2
Preparing for success
60 mins
Module 3
Workshop Part 1
90 mins
Module 4
Workshop Part 2
60 mins
Module 4
Workshop Part 2 (continued)
60 mins
Module 5
Workshop Part 3
90 mins
Workshop Part 3 (continued)
180 mins
Module 6
Mini mock exam
60 mins
Module 7
Exam preparation tips
30 mins
Course review
60 mins
Day 1 (6.5 hours)
Comfort break
Lunch break
Day 2 (5.5 hours)
Module 5
Comfort break
Lunch break
Module 8
Total time (excluding breaks):
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12 hours
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Suggested course timetable B (face to face or online): 12.5 hours’ duration
Core delivery
Modules
Module name
Indicative timing
Module 1
Introduction
30 mins
Module 2
Preparing for success with 90 mins
PRINCE2 7 Foundation recap
Day 1 (6.5 hours)
Comfort break
Module 3
Workshop Part 1
90 mins
Module 4
Workshop Part 2
30 mins
Module 4
Workshop Part 2 (continued)
90 mins
Module 5
Workshop Part 3
60 mins
Workshop Part 3 (continued)
120 mins
Module 5
Workshop Part 3 (continued)
90 mins
Module 6
Mini mock exam
60 mins
Module 7
Exam preparation tips
30 mins
Module 8
Course review
60 mins
Lunch break
Day 2 (6 hours)
Module 5
Comfort break
Lunch break
Total time (excluding breaks):
16
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12.5 hours
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Section
Core and optional
extended content slides
The Trainer Slide Deck presentation is divided
in sections with module and session references
(that is P2-PRCT-01_01), which is core content,
with the exception of the introduction and
closing sections. Any sectors that have a suffix
of ‘A’ followed
by a number, or a ‘Q’ followed by a number
(i.e. P2- PRCT-01_01_A1 or P2-PRCT-01_01_Q1)
indicate extended content like an activity or a
quiz, respectively. Recap and Review slides are
also considered extended optional slides.
Please refer to the table on the next page to
see how the PRINCE2 7 Practitioner Trainer
Slide Deck is divided into sections and how
many slides per section are considered core
and how many are optional.
Total no. of
slides
Core content
slides
Extended
content
slides
P2-PRCT_01_01_Welcome
7
0
7
P2-PRCT_01_02_Introduction
7
0
7
P2-PRCT_02_01_Preparing for success
2
0
2
P2-PRCT_02_01_A01
3
0
3
P2-PRCT_02_02_Foundation quiz
2
0
2
P2-PRCT_02_02_Q01
10
0
10
P2-PRCT_02_02_Foundation quiz results
1
0
1
P2-PRCT_02_03_Practitioner overview
12
0
12
P2-PRCT_02_04_Core concepts refresh
12
10
2
P2-PRCT_03_01_Workshop part1 introduction
4
3
1
P2-PRCT_03_02_Workshop part1 principles
3
0
3
P2-PRCT_03_02_Q01
8
0
8
P2-PRCT_03_03_ Workshop part1 people
7
0
7
P2-PRCT_03_03_Q01
7
4
3
P2-PRCT_03_04_Workshop part1 practices
1
0
1
P2-PRCT_03_05_Workshop part1 organizing
8
5
3
P2-PRCT_03_05_Q01
4
0
4
P2-PRCT_04_01_Workshop part2
2
0
2
P2-PRCT_04_02_Workshop part2 business case
9
6
3
P2-PRCT_04_02_Q01
3
0
3
P2-PRCT_04_03_Workshop part2 processes
5
4
1
P2-PRCT_04_04_Workshop part2 starting up a project
5
2
3
P2-PRCT_04_04_Q01
3
0
3
P2-PRCT_04_05_Workshop part2 directing a project
5
2
3
P2-PRCT_04_05_Q01
3
0
3
P2-PRCT_04_06_Workshop part2 initiating a project
5
2
3
P2-PRCT_04_06_Q01
3
0
3
P2-PRCT_05_01_Workshop part3
2
1
1
P2-PRCT_05_02_Workshop part3 plans
8
5
3
P2-PRCT_05_02_Q01
4
0
4
P2-PRCT_05_03_Workshop part3 quality
9
6
3
P2-PRCT_05_03_Q01
3
0
3
P2-PRCT_05_04_Workshop part3 risk
9
6
3
P2-PRCT_05_04_Q01
3
0
3
P2-PRCT_05_05_Workshop part3 issues
7
4
3
P2-PRCT_05_05_Q01
3
0
3
P2-PRCT_05_06_Workshop part3 progress
9
6
3
P2-PRCT_05_06_Q01
3
0
3
P2-PRCT_05_07_Workshop part3 controlling a stage
6
3
3
P2-PRCT_05_07_Q01
3
0
3
P2-PRCT_05_08_Workshop part3 managing product
delivery
5
2
3
P2-PRCT_05_08_Q01
3
0
3
P2-PRCT_05_09_Workshop part3 managing a stage
boundary
6
3
3
P2-PRCT_05_09_Q01
3
0
3
P2-PRCT_05_10_Workshop part3 closing a project
6
3
3
P2-PRCT_05_10_Q01
3
0
3
P2-PRCT_06_01_PRINCE2 practitioner sample paper
6
0
6
P2-PRCT_07_01_Exam preparation hints and tips
5
0
5
P2-PRCT_08_01_Course review
11
0
11
258
77
181
Total no. of slides
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Module and topic objectives
Module
Overview
Task/activities Objectives
Introduction
This first session
welcomes learners to the
PRINCE2 7 Practitioner
course. The main aim
of this module is to
communicate key points
about the PRINCE2 7
Practitioner training
course, and its aims and
objectives.
An activity to
facilitate personal
introductions.
To ensure that learners feel
respected and valued.
To provide an overview of the
main rules and guidelines of the
course delivery.
To provide an opportunity for
the trainer and learners to get to
know one another.
To provide a background to
PRINCE2 7 Practitioner.
To provide an overview of the key
aspects of the course.
Preparing
for success
The main aim of this
module is to establish
the experience,
understanding, and
confidence of the
learners with regard to
PRINCE2 7 Foundation,
as they begin the
Practitioner course.
The module will
then discuss the key
information regarding
the PRINCE2 7
Practitioner examination
and syllabus, including
an examination overview
and a summary of
concepts/learning
outcomes tested in the
exam.
10-question quiz
on PRINCE2 7
Foundation core
concepts.
PRINCE2 7 core
concepts optional
refresh.
Provide an overview of the
interactive approach of
Practitioner-level training.
Establish the confidence/
familiarity of learners regarding
PRINCE2 7 key concepts.
Briefly recap some of the key
concepts of the PRINCE2 7
Foundation course.
Summarize expectations for
the course and areas where
learners may benefit from further
review or exploration of content
(extension content) and use it to
outline an initial learning path.
Explain key points regarding the
format and terms and conditions
of the Practitioner exam.
Outline a high-level summary
of the learning outcomes to be
assessed in the Practitioner exam.
Identify the features of the
PRINCE2 7 Practitioner Scenario
Booklet.
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Module
Overview
Task/activities Objectives
Module
Overview
Task/activities Objectives
The PRINCE2
7 Practitioner workshop: Part 1
The main aim of this
module is for learners to
become familiar with the
exam questions through
engagement with
activities regarding the
PRINCE2 principles, the
people element, and the
organizing practice.
PRINCE2 principles
sample questions
from Paper 1.
The PRINCE2
Practitioner
workshop:
Part 3
The aim of this session
is to prioritize areas
of interest or concern
identified by the learners,
using activities and
exercises to examine
each section.
Option to review
confidence
self-evaluation
sheets ahead of
choosing topics to
cover during this
module.
It is intended to be
adaptable to the needs
of the learner group. As
a result, the structure is
more modular and will
require input from the
group to determine what
to cover and in what
order.
Plans sample
questions from
Paper 1.
People element
sample questions
from Paper 1.
Organizing practice
sample questions
from Paper 1.
Review the PRINCE2 principles.
Respond to some typical
principles questions as a group.
Review the people element.
Respond to questions regarding
the people element in pairs or
groups.
Review key factors regarding the
PRINCE2 organizing practice.
Respond to questions regarding
the organizing practice as an
individual.
The PRINCE2
Practitioner
workshop:
Part 2
The main aim of this
module is to continue the
familiarization of learners
with the format of the
Practitioner exam and
explain the four process
stages.
Business case
sample questions
from Paper 1.
Review the business case practice
and respond to questions
independently.
Starting up a
project sample
questions from
Paper 1.
Review the processes included in
a PRINCE2 project.
Directing a project
sample questions
from Paper 1.
Initiating a project
sample questions
from Paper 1.
Optional
confidence selfevaluation activity.
Review the starting up a project
process and respond to questions
independently.
Review the directing a project
process and respond to questions
independently.
Review the initiating a project
process and respond to questions
independently.
Quality sample
questions from
Paper 1.
Identify areas of concern or
interest among the group.
Set out a plan of action and
priorities for this part of the
workshop.
Explore different areas of the
PRINCE2 7 Practitioner syllabus
and complete overview exercises
and sample questions in order
to boost understanding and
confidence.
Issues sample
questions from
Paper 1.
Risk sample
questions from
Paper 1.
Progress sample
questions from
Paper 1.
Controlling a stage
sample questions
from Paper 1.
Managing product
delivery sample
questions from
Paper 1.
Managing a stage
boundary sample
questions from
Paper 1.
Closing a project
sample questions
from Paper 1.
22
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Module
Overview
Task/activities Objectives
Mini mock
exam
The aim of this module
is to assess the
learners via a sample
paper, which will boost
their confidence with
the exam style and
answering questions.
20-question mini
mock exam using
questions from
Sample Paper 1.
Prepare learners for the
Practitioner exam.
This short module allows
the trainer to provide
an overview of the exam
and best practice, as
well as a brief Q&A on
exam preparation and
resources.
Optional Q&A
on the PRINCE2
7 Practitioner
examination.
Outline best practice for
preparing for the Practitioner
exam.
Exam preparation tips
Optional
confidence selfevaluation activity.
Ascertain results of the exam.
Discuss time management during
the exam.
Highlight common mistakes or
risks to be aware of during an
exam and outline ideas for how to
avoid them.
Discuss the exam and group ideas
for how to prepare.
Course review
This module allows
time for the trainer to
review the key learning
points of the course and
summarize next steps.
N/A
Review key terms and concepts
covered in the PRINCE2 7
Practitioner course.
Gather feedback from learners on
courseware and delivery.
Help learners to continue their
career development journey
beyond Practitioner.
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Module 1
Introduction
What this module
covers
This module gives an overview of the
PRINCE2 7 Practitioner course.
The aim of this module is to
communicate key points about the
practical elements of the course and to
provide learners with a clear, concise
overview of the module ahead.
Ensure that you have a clear idea of the
timetable as you will need to share it
during this module. Suggested course
timetables are provided for reference
in this document.
These notes show a suggested order.
However, some sessions could be
reduced or removed as required by
time/learner needs.
Prepare for
the session ...
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Module 1
Introduction
Training objective(s)
Ensure that learners feel comfortable and informed
regarding the course they are about to begin.
Provide an overview of the main rules and guidelines of
the course delivery.
Allow each person the chance to introduce themselves.
Provide a background to the PRINCE2 7 Practitioner
course.
Provide an overview of the key aspects and features of
the course.
Key learning points
The purpose of the module is to introduce learners to
each other, as well as to the PRINCE2 7 Practitioner
certification.
Objectives are tested by the PRINCE2 7
Practitioner exam.
The course predominantly adopts a workshop
style, which informs the overall structure of
the training.
The core resources for the course are the PRINCE2 7
Official Book and the Learner Kit.
Timing
30 minutes
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Key
Method
PRINCE2®
7 Practitioner
Welcome! It is great that you are here to learn about the management
of projects using PRINCE2, and to apply the principles, practices, and
processes of the PRINCE2 method to real-world scenarios. This course
is designed to build upon your knowledge of PRINCE2, and to prepare
you for taking and passing the PRINCE2 Practitioner exam.
Introductions
Explain to learners that they will be working collaboratively during the
training, so it is important to get to know each other. You will start this
activity by stating your full name, job role, and experience regarding
PRINCE2 training.
Slide 5
Slide 1
Copyright
All of your PeopleCert Official Learner Materials are subject to copyright
and should not be copied, distributed, or disclosed to any unauthorized
person.
Slide 2
Key Icons
These icons will appear on slides to indicate specific actions or
information so take note of their meanings now.
Explain that for the learners, you would like them to explain why they
are attending the Practitioner course, and where/when they completed
the Foundation level.
Explain that you will tell them your theme song, that is, if you were in
a movie, this would be the song that plays when you enter a scene.
Would it be a rousing number like in Rocky or maybe something
more somber? This introduces a fun element, brings out each
person’s personality, and will help to relax the learners. It can also
help with memorizing names and roles. Ask learners to give their own
information.
In a face-to-face session, you could put people into teams to share the
information. Then each team could briefly feedback to the group. Make
sure that each person has the chance to say something (either to their
team or the whole group).
If teaching online, you could put people into two or three breakout
groups to share information or nominate learners to share their
information.
Slide 3
Introductions
Module 1
Method
Introduction
Module 1
Introduction
Key
Welcome to the introductory module which gives you the opportunity
to introduce yourself. It will also provide key information on the
PRINCE2 Practitioner course and exam.
Slide 4
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Key
Method
General information
Note: General information for how the modules will be conducted will
vary depending on the format of the training (face-to-face or online).
Your instructor will explain the rules to you accordingly.
PRINCE2 Practitioner
course structure
Explain the structure of the PRINCE2 7 Practitioner course to the
learners.
Slide 9
Course length: Your instructor will run though the module timetable
with you and advise how long each module will be. This introduction
module is 30 minutes. Most modules are 30–60 minutes, but workshop
modules are longer, with a duration of up to 120 minutes. Most
modules are adaptable and can be extended or reduced accordingly.
The workshop modules in particular are flexible and can be adapted to
meet the needs of your group.
Module 1
Method
Introduction
Module 1
Introduction
Key
Slide 13
There are 8 modules in this course.
Break time: You will be assigned break times whether the training is
being delivered face-to-face or online. Your instructor will let you know
when breaks will be and for how long. They’ll also let you know where
the toilets are and how to leave the building in an emergency if you’re
learning in a face-to-face environment.
Mobile phone policy: Your mobile phone should remain on silent. If
it’s an online session, please mute your microphone unless speaking to
avoid distracting noises.
Format of activities: The modules will be delivered using PowerPoint.
There will be interactive elements, and sharing your thoughts and
ideas will help you to remember the content and further your own
understanding.
• Being active during any tasks, quizzes, and discussions is encouraged.
• The course focuses on the exam paper. Activities within the workshop
will revolve around the sample questions. For your reference, the
sample questions featured in the activities are included in the Learner
Workbook.
• Your participant group will be split into pairs or small groups for some
activities. For the online course, you will be allocated online breakout
rooms for group discussion during the activities and exercises. Your
instructor will explain how this will work and any steps you will need
to take in order to enable this functionality.
Miscellaneous: Please do not interrupt the presenter or other
learners. Be supportive of the other learners in your group.
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Module 2
Preparing for success
What this module
covers
This module provides a clear
understanding of the current
knowledge and confidence of the
learner group with regard to PRINCE2,
as well as an overview of the PRINCE2 7
Practitioner exam.
The aim of this module is to assess
the confidence and understanding of
the learners via a self-evaluation and
Foundation quiz. It will also familiarize
participants with key points regarding
the exam, as well as the learning
outcomes and the features of a typical
exam scenario.
Prepare for
the session ...
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Module 2
Preparing for success
Training objective(s)
Establish learners’ experience, understanding, and
confidence regarding the PRINCE2 7 Foundation
information.
Complete a short quiz and evaluation to understand
where learners’ interests and areas of concern lie.
Plan the next steps for the course according to the
findings.
Explain key points regarding the format, terms, and
conditions of the Practitioner exam.
Outline a high-level summary of the learning
outcomes to be assessed in the Practitioner exam.
Identify the features of a PRINCE2 7 Practitioner
Scenario Booklet.
Key learning points
Confidence self-evaluation/poll.
Foundation-level quiz based on the PRINCE2 7
principles, practices, and processes.
A discussion about the subsequent approach
to be taken for the course.
An overview of the exam.
The four learning outcomes and specific assessment criteria for the Practitioner exam syllabus.
Features of a typical exam scenario.
Timing
60 minutes (core) | 90 minutes (optional
PRINCE2 Foundation core concepts refresh)
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Key
Method
Key
Method
How confident are
you …?
Explain that you are moving on to an informal self-evaluation. Assure
learners that their ratings will not be shared and will not impact their
certification. The ratings are intended to give a general idea of the
group’s current ability and confidence level.
Foundation quiz
Move on to the quiz to recap knowledge of PRINCE2 Foundation.
Outline the length, objective, and terms of the quiz.
Ask the group to rate their confidence for each topic out of 5, with 1 as
the lowest and 5 as the highest. This poll should be confidential.
If you are working face-to-face, ask learners to note their rating and
drop it into a box or place into a pile face down. If you are working
online, ask them to message you their rating or conduct a virtual poll on
the virtual meeting software you are using (if this feature is available on
the platform).
Ask learners to keep a note of their score, as this will be useful for a short
discussion at the end of the section and provide further insight into where
particular focus may be needed during the Practitioner course. State that
the learners should not worry if they find that they get answers wrong, as
this will help you to tailor sessions within the course to best support them
in their preparation for the Practitioner exam.
Collate feedback.
Ask learners to also make a note of the rating they provided in their
Learner Workbook.
How confident are
you …?
Based on the format of the course delivery, you may conduct the quiz
in teams, pairs, or individually. If working face-to-face, explain that you
want learners to call out their answers. If you are working online, ask
learners to raise their hand and call on individuals to answer.
Question 1
Ask the question and read out the possible answers.
Wait for a learner to suggest an answer. If the answer is incorrect, ask
other learners to suggest an answer.
Using the same approach, ask: how confident are you in your current
ability to take the PRINCE2 Practitioner exam?
Remind learners that they can refer to the PRINCE2 7 Official Book if
needed.
Again, ask learners to note down their rating in their Learner Workbook.
Slide 22
Reveal the correct answer.
Repeat the activity for each quiz question.
Slide 18
Results of the poll
Slide 19
38
How did you do?
Without giving away individual comments, talk through the results of the
poll. Do not call out specific learners if there are anomalies in the group
but highlight that you are aware of them and will try to factor them into
the course plan.
For example: ‘Most of you have rated yourselves as a 4 or 5 for your
current understanding. This is great news. It is understandable that the
confidence level for taking the exam is much lower. A few of you have
marked yourself lower for your current understanding, but we will move
onto the quiz shortly to properly put your understanding to the test. If
you feel that you are a bit less confident with your understanding, this
course includes optional review sections which we can complete to
refresh your memory.’
PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd.
Ask the group for a summary of how they feel they did during the quiz.
You may ask if there are any areas which stand out as potentially
needing more focus than others.
Slide 32
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Module 2
Slide 17
Slide 21
Preparing for success
Module 2
Preparing for success
Ask: how confident are you in your understanding of PRINCE2
principles, people, practices, and processes?
Explain that this is not a formal assessment, and the results will not
contribute to the learners’ course performance. Instead, the results will
help you to match the course to the group’s needs.
Key
Method
What has this section
revealed?
Ask the learners to summarize what the module has revealed about
their confidence and understanding. You may also suggest your initial
thoughts about how the module has helped you to tailor the course.
Module 2
Preparing for success
Module 2
Preparing for success
Slide 33
For example: If the group is confident and demonstrated a good
understanding of the key concepts during the quiz, you may explain
that there is potential to conduct a more concise workshop session and
add more challenges during this stage. If the group is less confident
and appears to have a less thorough grasp of the key concepts, you
may suggest the need to add in some additional review sections to
refresh their memory, and/or a more collaborative workshop to build
confidence.
Optional: If the group is particularly low in confidence/performed
poorly during the quiz, you may explain that prior to moving onto the
part of the module that focuses on the PRINCE2 Practitioner exam and
syllabus, you would like to conduct a 30-minute PRINCE2 Core Concepts
Refresh Extension Activity. This is only to be used for groups who have
had an extended break from PRINCE2 Foundation and/or demonstrate
a very low current understanding of the Foundation key concepts.
PRINCE2 Core
Concepts Refresh
Inform learners that the next module will be a general overview of the
core concepts of PRINCE2.
Slide 45
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Module 3
Workshop
Part 1
What this module
covers
This module is the first part of the
Practitioner workshop.
The aim of this module is to introduce
the learners to the exam question
format. It will also encourage them to
engage with questions and rationales
relating to the PRINCE2 principles, the
people element, and the organizing
practice in an open discussion, without
the pressure of time constraints.
Prepare for
the session ...
Before you begin
Please ensure you have your own copy
of the following documents available
for reference throughout this module:
• the PRINCE2 7 Practitioner
examination Sample Paper 1 and 2
Scenario Booklet
• the PRINCE2 7 Practitioner
examination Sample Paper 1
Answers and Rationales.
You can find copies of these
in the Appendices.
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Module 3
Workshop
Part 1
Training objective(s)
Outline the workshop approach.
Review the sample exam scenario.
Summarize the PRINCE2 principles.
Respond to questions regarding the PRINCE2 principles.
Summarize the people element.
Respond to questions regarding the people element.
Provide an overview of the organizing practice.
Respond to questions regarding the organizing practice.
Key learning points
An introduction to the PRINCE2 Practitioner workshop.
PRINCE2 principles sample questions.
People element sample questions.
Organizing practice sample questions.
Timing
60 minutes (core) | 80 minutes (Optional review/refresher
content)
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Key
Method
Key
Method
Project scenario
recap
Ask learners what they can recall from the Sample Paper 1 & 2 Scenario
Booklet information covered earlier. They can find the Sample Paper 1
& 2 Scenario Booklet in their Learner Workbook.
Principles Sample
Paper 1, Question 1
Explain that this is a sample exam question. Ask learners to read the
question and choose the best answer.
Learners should write down the answer but not tell you yet. This will
support less confident learners.
• What was the objective? Answer: To raise awareness of discrimination
against marginalized groups and reinforce NowBYou brand
recognition.
Slide 59
• What was the project about? Answer: Not-for-profit organization that
works to eliminate discrimination of any kind.
• How many stages were involved? Answer: Three: Stage 1 Initiation.
Stage 2 Requirements gathering and options analysis. Stage 3
Implementation and closure.
Slide 66
Principles Sample
Paper 1 | Question 1
• Who was involved (roles and responsibilities)? Answer: Refer to the
scenario booklet in the Learner Workbook.
PRINCE2 principles
Explain that this will be the first activity in the workshop.
PRINCE2 principles
recap
Review the PRINCE2 principles with the group: ask them to recall
the seven principles and reveal the complete diagram once all the
principles have been recalled.
Slide 63
Principles exercise:
approach
Slide 65
Explain that you will work through the first exercise as a group.
The activity introduces learners to the format of the Practitioner exam
questions. Refer learners to questions 1-3 and 5-7 in Sample Paper 1 in
the Learner Workbook if they would like to view how the questions are
formatted in the paper.
At this point, specify how you would like the group to respond during
the group discussion. For example, in person they can raise hands or
simply call out suggestions, online there may be a ‘raise hand’ feature.
Depending on the group, you may suggest learners use the ‘mute’
feature unless they are speaking, to reduce distracting background
noise.
Explain that you will discuss the explanations for the correct/incorrect
answers as part of the exercise.
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B. Incorrect. Under the principle of 'focus on products', “PRINCE2 requires
projects to be output-oriented rather than work-oriented. PRINCE2 calls
these outputs ‘products’.” While it is true that the work to deliver the
non-digital communications should be estimated, this does not explain
why the scope of the project needs to be identified. Ref 2.6
C. Incorrect. As part of the 'manage by exception' principle, “The seven
aspects of a plan’s performance requiring tolerances to be defined
are: Scope - Permissible variation of the plan’s products.” Defining
a range of different communication channels would be scope
tolerance if the range was clearly defined. However, this does not
explain why the scope of the project needs to be identified. Ref 2.4
D. Incorrect. As part of the 'manage by exception' principle, “The
implementation of ‘manage by exception’ provides for efficient use
of senior management time as it reduces senior managers’ time
burden without removing their control. This ensures that decisions
are made at the right level in the organization.” Therefore, it is true
that the Contracted Project Manager should be empowered to
make decisions. However, this does not explain why the scope of
the project needs to be identified. Ref 2.4
You can ask if learners have the correct answer to help gauge their
understanding. Explain that this is an example of a PRINCE2 7 exam
question and that you will share example questions throughout the
session(s).
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Module 3
Module 3
Slide 61
Note: This review should not be necessary if you completed the
optional ‘PRINCE2 Core Concepts Extension Activity’ content in Module
2: Preparing for success.
Slide 66
A. Correct. As part of the 'focus on products' principle, “Projects that
focus on what the project needs to produce are more likely to be
efficient and avoid waste than projects that focus primarily on the
work activity” under the principle of 'focus on products',”PRINCE2
requires projects to be output-oriented rather than workoriented. PRINCE2 calls these outputs ‘products’.” Understanding
the need for non-digital communications is part of understanding
the scope of the project. Ref 2.6
Workshop Part 1
Workshop Part 1
Based on the conversations you have had with the learner group up to
this point, determine whether a more detailed review of the PRINCE2
principles would be beneficial at this stage.
Give the answer: A. (Click to highlight the answer). Discuss the
rationale (ask learners who got the correct answer for their reasoning)
and give references if needed. Rationale and references:
Key
Method
Key
Method
Principles Sample
Paper 1, Question 2
Explain that this is a sample exam question. Ask learners to read the
question and choose the best answer.
Principles Sample
Paper 1, Question 3
Explain that this is a sample exam question. Ask learners to read the
question and choose the best answer.
Learners should write down the answer but not tell you yet. This will
support less confident learners.
Slide 67
Principles Sample
Paper 1, Question 2
Slide 68
Give the answer: A. (Click to highlight the answer). Discuss the
rationale (ask learners who got the correct answer for their reasoning)
and give references if needed. Rationale and references:
B. Incorrect. It is true that, according to the 'tailor to suit the project'
principle, “the project management method used is appropriate
to the project (for example, aligning the method with the business
processes that may govern and support the project.” However, the
tailoring is being applied to align with the delivery approach, not the
business processes. Ref 2.7
C. Incorrect. According to the scenario, part of the role for the
Contracted Project Manager “advising and coaching the NowByou
Director of Campaigns” and to “mentor the staff member who
will be appointed as the project manager.” This should not be a
separate project. Ref scenario
D. Incorrect. According to the 'define roles, responsibilities and
relationships' principle, “All projects have the following primary
stakeholders: the business, users and suppliers (see section 1.5.1).
All three stakeholder interests need to be represented effectively in
the project management team.” However, that does not mean that
other roles should not be appointed, if required. Ref 2.3
You can ask if learners have the correct answer to help gauge their
understanding. Explain that this is an example of a PRINCE2 7 exam
question and that you will share example questions throughout the
session(s).
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Slide 68
Give the answer: A. (Click to highlight the answer). Discuss the
rationale (ask learners who got the correct answer for their reasoning)
and give references if needed. Rationale and references:
A. Correct. As part of the 'tailor to suit the project' principle, “The
purpose of tailoring is to ensure that: the project management
method used is appropriate to the project ... ; project controls
are appropriate to the project’s scale, complexity, importance,
team capability and risk.” This can include changing the
terminology or appointing additional roles, for example. Ref
2.7
B. Incorrect. It is true that CharityM uses different processes and
terminology and when applying the 'tailor to suit the project'
principle there are many influences which give cause to tailor the
method, such as “where the project has a commercial customersupplier relationship.” However, this does not explain why the
additional role of coach should be appointed. Ref 2.7
C. Incorrect. According to the additional information, the contract
with the Contracted Project Manager “is initially for 50% of her
time but this is expected to decrease to 25% after the first three
months.” The role of project manager cannot be shared as “a single
focus means the role should not be shared.” However, this does
not mean that they cannot act as a coach to the newly appointed
project manager. Ref 6.2.4.5
D. Incorrect. It is true that, according to the 'organizing' practice, the
project manager should be responsible for “managing relationships
within the project ecosystem, including project assurance roles
and the project board.” And that this should include managing the
relationship with CharityM. However, this does not explain why the
additional role of coach should be appointed. Ref 6.2.4.5
You can ask if learners have the correct answer to help gauge their
understanding. Explain that this is an example of a PRINCE2 7 exam
question and that you will share example questions throughout the
session(s).
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Module 3
A. Correct. As part of the 'tailor to suit the project' roles can be
tailored. “For example, a supplier may wish to use their inhouse product development framework based on an iterativeincremental delivery method using agile management
approaches. To avoid potential confusion, the project manager
might propose to: add a coach to guide the teams in working
effectively in the combination of PRINCE2 and the supplier’s inhouse agile method.” Here it is NowByou that is seeking to use
these agile techniques as part of implementing the campaign.
Ref 2.7
Principles Sample
Paper 1, Question 3
Workshop Part 1
Module 3
Workshop Part 1
Slide 67
Learners should write down the answer but not tell you yet. This will
support less confident learners.
Key
Method
Key
Method
Principles Sample
Paper 1, Question 5
Explain that this is a sample exam question. Ask learners to read the
question and choose the best answer.
Principles Sample
Paper 1, Question 6
Explain that this is a sample exam question. Ask learners to read the
question and choose the best answer.
Learners should write down the answer but not tell you yet. This will
support less confident learners.
Slide 69
Principles Sample
Paper 1, Question 5
Slide 70
Give the answer: C. (Click to highlight the answer). Discuss the
rationale (ask learners who got the correct answer for their reasoning)
and give references if needed. Rationale and references:
B. Incorrect. It is true that “The focus on managing by stages ensures
that the project is properly initiated before work starts on delivery
of the project’s outputs.” However, this does not explain why the
project should learn from previous experiences. Ref 2.5
C. Correct. According to the 'learn from experience' principle,
“when starting a project - previous or similar projects should
be reviewed to see if lessons could be applied. If the project
is a ‘first’ for the people within the business or if there is any
content which is new or novel, then it is even more important
to learn from others. This could include projects delivered by
people or organizations external to the business to identify
relevant lessons.” Ref 2.2
D. Incorrect. According to the 'learn from experience' principle, “as
the project progresses - The project team should share the insights
gained during the project.” However, this does not explain why
the project should learn from previous experiences gained by the
Contracted Project Manager. Ref 2.2
You can ask if learners have the correct answer to help gauge their
understanding. Explain that this is an example of a PRINCE2 7 exam
question and that you will share example questions throughout the
session(s).
Slide 70
Give the answer: A. (Click to highlight the answer). Discuss the
rationale (ask learners who got the correct answer for their reasoning)
and give references if needed. Rationale and references:
A. Correct. According to the 'define roles, responsibilities and
relationships' principle, “a PRINCE2 project management team
initiates and builds relationships with and between internal
and external stakeholders.” This should include building
effective relationships with the major donors. Ref 2.3
B. Incorrect. According to the ‘define roles, responsibilities and
relationships’ principle, “All projects have the following primary
stakeholders: the business, users and suppliers. All three
stakeholder interests need to be represented effectively in the
project management team and this is reflected in the design
of a PRINCE2 project board.” However, the major donors are
stakeholders, and do not the business. Ref 2.3
C. Incorrect. According to the 'ensure continued business justification'
principle, it is true that PRINCE2 requires “There must be a
justifiable reason for starting a project and the justification must
remain valid and be revalidated throughout the life of the project.”
However, this is not the reason why the Chief Finance Officer
should meet with the donors throughout the project. Ref 2.1
D. Incorrect. According to the 'ensure continued business justification'
principle, it is true that “the business justification drives decisionmaking to ensure the project remains aligned with the benefits
sought and contributes to business objectives. Organizations that
lack rigour in business justification may find that projects proceed
even when there are few real benefits or when a project has only
tentative associations with the business strategy.” However, this is
not the reason why the Chief Finance Officer should meet with the
donors throughout the project. Ref 2.1
You can ask if learners have the correct answer to help gauge their
understanding. Explain that this is an example of a PRINCE2 7 exam
question and that you will share example questions throughout the
session(s).
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Module 3
A. Incorrect. According to the 'manage by stages' principle, “every
PRINCE2 project should have at least two stages” the first stage is
always initiation. However, this does not mean that there cannot be
more stages. It also does not explain why the project should learn
from previous experiences. Ref 2.5
Principles Sample
Paper 1, Question 6
Workshop Part 1
Module 3
Workshop Part 1
Slide 69
Learners should write down the answer but not tell you yet. This will
support less confident learners.
Key
Method
Key
Method
Principles Sample
Paper 1, Question 7
Explain that this is a sample exam question. Ask learners to read the
question and choose the best answer.
People
The people element is the subject of the second exercise of the
workshop.
Learners should write down the answer but not tell you yet. This will
support less confident learners.
Slide 72
Slide 71
Principles Sample
Paper 1, Question 7
• What are some challenges in leading a project team? Answer:
Multiple reporting lines, reliance on ability to influence and motivate,
competing priorities, and hierarchical tension.
Slide 74
• How would you describe culture? Answer: Culture is the set of
shared attitudes, values, goals, and ways of working that characterize
a group of people.
B. Correct. The 'manage by stages' principle “allows clarification
of what the impact will be of an identified external influence,
such as the organizational budget setting process.” The end of
a fund-raising campaign determines NowByou's budget for the
coming months. Ref 2.5
C. Incorrect. It is true that the 'manage by stages' principle “provides
review and decision points, giving the project board the opportunity
to assess the project’s viability at defined intervals rather than let it
continue in an uncontrolled manner.” However, eight-week stages
are quite short and more frequent, shorter stages would mean that
the 'manage by exception' principle does not operate effectively.
Ref 2.5
D. Incorrect. It is true that the 'manage by stages' principle should
consider “the size and complexity of the project (shorter stages
offer more control, whereas longer stages reduce the effort for
senior management).” However, this project is small and reasonably
simple so there is no need for shorter stages (shorter than eight
weeks). The project board may request more frequent highlight
reports or more project assurance in order to take into account the
low maturity, but shorter stages are unlikely to help. Ref 2.5
You can ask if learners have the correct answer to help gauge their
understanding. Explain that this is an example of a PRINCE2 7 exam
question and that you will share example questions throughout the
session(s).
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• How can we define the term ‘stakeholder’? Answer: A stakeholder
is any individual or organization that can affect or be affected by an
initiative.
• What is the purpose of the change management approach?
Answer: to establish the target organizational state required for the
project to meet its objectives together with the means by which the
business will shift from the current state and through any interim
states.
• Why is a clear approach to communication important for
a project? Answer: It helps to avoid unnecessary barriers in
implementing any changes, as people seek to protect the current
situation or to limit the perceived negative impact of the project.
People exercise:
approach
Slide 80
Explain that you will work through the second exercise in pairs. Explain
how this will happen; for example, in face-to-face training, the learners
may be sat together, whereas for online training, you may use breakout
rooms.
Refer learners to questions 8-12 in Sample Paper 1 in the Learner
Workbook. Ask the learners to review the relevant sections in the
PRINCE2 7 Official Book and use their findings to support suggestions
made during the team discussion. Explain that you will discuss the
explanations for the correct/incorrect answers as part of the exercise.
Split the group in pairs however you wish. Once each pair has had
a chance to review and attempt to answer the questions, bring the
whole group back together to discuss each question in turn. Ask a
representative from some of the pairs to provide their answer and a
brief explanation. Ask another pair whether they agree or disagree.
Reveal the correct answers and explain the rationale behind them.
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A. Incorrect. It is true that the 'manage by stages' principle “facilitates
the principle ‘manage by exception’ by delegating authority to the
project manager at each stage.” However, this does not explain why
the stage ends should coincide with the end of the fund-raising
campaigns. Ref 2.5
Ask the group a series of recap questions on the people element:
Workshop Part 1
Module 3
Workshop Part 1
Slide 71
People element recap
Give the answer: B. (Click to highlight the answer). Discuss the
rationale (ask learners who got the correct answer for their reasoning)
and give references if needed. Rationale and references:
Key
Method
Key
Method
People Sample Paper
1, Question 8
Explain that this is a sample exam question. Ask learners to read the
question and choose the best answer.
People Sample Paper
1, Question 8
Give the answer: B. (Click to highlight the answer). Discuss the
rationale (ask learners who got the correct answer for their reasoning)
and give references if needed. Rationale and references:
Learners should write down the answer but not tell you yet. This will
support less confident learners.
Slide 81
Slide 81
A. Incorrect. According to the 'organizing' practice, “project assurance
roles cannot be assigned to the project manager, project team
members, nor the project support”, all of whom should have a role in
delivering the outcome. This question is addressing the competency
and capability gap, not the need for requirements gathering to be
completed by someone with no conflict of interest. According to the
‘people’ element, “It is important to understand the competencies
and capabilities of the people recruited or assigned to a project and
ensure any gaps are identified and mitigations established to cover
them, such as upskilling or shifting responsibilities for certain tasks to
more appropriate people.” Ref 6.2.4.7, 3.3.2
D. Incorrect. Being PRINCE2® qualified does not guarantee competency
and capability in requirements gathering, which is often gained
through experience. “It is important to understand the competencies
and capabilities of the people recruited or assigned to a project and
ensure any gaps are identified and mitigations established to cover
them, such as upskilling or shifting responsibilities for certain tasks to
more appropriate people.” Ref 3.3.2
You can ask if learners have the correct answer to help gauge their
understanding. Explain that this is an example of a PRINCE2 7 exam
question and that you will share example questions throughout the
session(s).
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C. Incorrect. Although the statement may be true, if more skilled
resources were available (which they are not!), it doesn't address
the competency and capability gap that has now appeared. “It is
important to understand the competencies and capabilities of the
people recruited or assigned to a project and ensure any gaps
are identified and mitigations established to cover them, such
as upskilling or shifting responsibilities for certain tasks to more
appropriate people.” Ref 3.3.2
Workshop Part 1
Module 3
Workshop Part 1
B. Correct. “It is important to understand the competencies and
capabilities of the people recruited or assigned to a project
and ensure any gaps are identified and mitigations established
to cover them, such as upskilling or shifting responsibilities for
certain tasks to more appropriate people.” Ref 3.3.2
Key
Method
Key
Method
People Sample Paper
1, Question 9
Explain that this is a sample exam question. Ask learners to read the
question and choose the best answer.
People Sample Paper
1, Question 10
Explain that this is a sample exam question. Ask learners to read the
question and choose the best answer.
Learners should write down the answer but not tell you yet. This will
support less confident learners.
Slide 82
People Sample Paper
1, Question 9
Slide 83
Give the answer: C. (Click to highlight the answer). Discuss the
rationale (ask learners who got the correct answer for their reasoning)
and give references if needed. Rationale and references:
Slide 83
A. Incorrect. Although it is true that stakeholders should be identified
or “...may change over time as the project evolves…”, the project
manager should have made more effort to identify “...key people
either impacted or critical to the success of the project (who may
not hold a formal role).” Ref 3.2.2
B. Incorrect. Although it is true that some stakeholders should be
communicated with in a different way, this was not the focus of the
question. The project manager should have made more effort to
identify “... key people either impacted or critical to the success of
the project (who may not hold a formal role).” Ref 3.2.2
B. Incorrect. This action is likely to have a negative effect on morale
and motivation. “Co-creating ways of working with project team
members (and stakeholders) significantly improves people’s
willingness to be managed in line with them.” Also, this is not a
co-located team. “When teams are virtual, located at a distance
from each other, or hybrid, building social cohesion needs to be
more deliberately considered through methods such as: syncing
co-location days for key people/ teams with a focus on building key
relationships.” Ref 3.3, 3.3.
C. Incorrect. Although it is true that the project manager can consult
with project assurance when completing the stakeholder analysis,
this is not the focus of the question. The project manager should
have made more effort to identify “... key people impacted by the
project, who may not hold a formal role within the project team, but
are nonetheless critical to the success of the project.” Ref 3.2.2
C. Correct. Although it is true that in a co-located team
“information tends to be shared organically through both
formal and informal networks”, this is not currently a colocated team. “When teams are virtual, located at a distance
from each other, or hybrid, building social cohesion needs to
be more deliberately considered through methods such as:
syncing co-location days for key people/ teams with a focus on
building key relationships.” Ref 3.4, 3.3.3
D. Incorrect. It may be true that any change to organization-wide
practices should be approved by the project executive and/or CEO.
In a co-located team “information tends to be shared organically
through both formal and informal networks”, this is not currently
a co-located team. However, “When teams are virtual, located at
a distance from each other, or hybrid, building social cohesion
needs to be more deliberately considered through methods such
as: syncing co-location days for key people/ teams with a focus on
building key relationships.” Ref 3.4, 3.3.3
Give the answer: D. (Click to highlight the answer). Discuss the
rationale (ask learners who got the correct answer for their reasoning)
and give references if needed. Rationale and references:
D. Correct. The project manager should have made more effort
to identify “... key people either impacted or critical to the
success of the project (who may not hold a formal role).” Ref
3.2.2
You can ask if learners have the correct answer to help gauge their
understanding. Explain that this is an example of a PRINCE2 7 exam
question and that you will share example questions throughout the
session(s).
People Sample Paper
1, Question 11
Explain that this is a sample exam question. Ask learners to read the
question and choose the best answer.
Learners should write down the answer but not tell you yet. This will
support less confident learners.
Slide 84
You can ask if learners have the correct answer to help gauge their
understanding. Explain that this is an example of a PRINCE2 7 exam
question and that you will share example questions throughout the
session(s).
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A. Incorrect. Although it is true that in a co-located team “information
tends to be shared organically through both formal and informal
networks”, this is not currently a co-located team. “When teams are
virtual, located at a distance from each other, or hybrid, building
social cohesion needs to be more deliberately considered through
methods such as: syncing co-location days for key people/ teams
with a focus on building key relationships.” Ref 3.4, 3.3.3
People Sample Paper
1, Question 10
Workshop Part 1
Module 3
Workshop Part 1
Slide 82
Learners should write down the answer but not tell you yet. This will
support less confident learners.
Key
Method
Key
Method
People Sample Paper
1, Question 11
Give the answer: A. (Click to highlight the answer). Discuss the
rationale (ask learners who got the correct answer for their reasoning)
and give references if needed. Rationale and references:
People Sample Paper
1, Question 12
Explain that this is a sample exam question. Ask learners to read the
question and choose the best answer.
Slide 84
A. Correct. Feedback should be acted upon to ensure that “...
defined ways of working remain aligned with how people
are actually working. Persistent non-compliance with project
processes is often a leading indicator that the agreed ways of
working have become unaligned with the emerging project
culture.” Ref 3.2.3
Learners should write down the answer but not tell you yet. This will
support less confident learners.
Slide 85
Module 3
Workshop Part 1
Module 3
Workshop Part 1
B. Incorrect. Although it is true according to the 'organizing' practice
that “project support is responsible for providing services such as,
administrative support,” this does not explain why, according to the
'people' element, feedback should be acted upon to ensure that “...
defined ways of working remain aligned with how people are actually
working. Persistent non-compliance with project processes is often
a leading indicator that the agreed ways of working have become
unaligned with the emerging project culture.” Ref 6.2.4.8, 3.2.3
C. Incorrect. Although it is true that according to the 'issues' practice,
the baseline is “the current approved versions of the management
products and project products that are subject to change control.”
It is only the detailed content of the 'new issue form' (and who
completes it) that is changing. Therefore, the issue management
approach is unlikely to need to be changed. Even if it does need
to be changed, this does not explain why according to the 'people'
element, feedback should be acted upon. Ref 10.1
D. Incorrect. The fact that team members have said that the form is
hard to complete suggests that they were aware of the process.
The focus of this question is on why the change was made.
Feedback should be acted upon to ensure that “... defined ways
of working remain aligned with how people are actually working.
Persistent non-compliance with project processes is often a leading
indicator that the agreed ways of working have become unaligned
with the emerging project culture.” Ref 3.2.3
You can ask if learners have the correct answer to help gauge their
understanding. Explain that this is an example of a PRINCE2 7 exam
question and that you will share example questions throughout the
session(s).
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Key
Method
Key
Method
People Sample Paper
1, Question 12
Give the answer: B. (Click to highlight the answer). Discuss the
rationale (ask learners who got the correct answer for their reasoning)
and give references if needed. Rationale and references:
Organizing practice
recap
Ask the group a series of recap questions on the organizing practice:
Slide 85
A. Incorrect. The 'people' element should apply the 'learn from
experience' principle by understanding that “there is significant
value in learning from visible knowledge, such as business books
and captured learning, there is valuable knowledge hidden within
a project ecosystem. This requires a collaborative environment
that encourages knowledge sharing throughout the lifetime of
a project.” The project manager may have learnt many personal
lessons, but these have not been shared with or gained from
others. Ref 3.5.1
D. Incorrect. The 'people' element applies the 'focus on products'
principle by “co-creating products, with agreed product
descriptions, with the business, user, and supplier communities
unites their different perspectives. This improves the development
and adoption of the products into the business, reducing handover
risks and ensuring that operational and maintenance issues are
fully considered.” However, there is no mention of products here.
Ref 3.5.1
• What are the three project interests? Answer: Business, user, and
supplier.
• Why is it important to have a work breakdown structure?
Answer: It supports the project manager in structuring teams and
setting boundaries
• What should you include when designing the project ecosystem?
Answer: Project team structure, people and resources required,
working practices, behaviours, and culture.
Organizing exercise:
approach
Explain that this activity features a different approach, where learners
must match a series of answers from a selection of options for the first
question.
Learners will attempt these questions independently.
Slide 96
Organizing Sample
Paper 1, Questions
19-21
Explain that this is a sample exam question. Ask learners to read the
question and choose the best answer.
Learners should write down the answers but not tell you yet. This will
support less confident learners.
Slide 97
You can ask if learners have the correct answer to help gauge their
understanding. Explain that this is an example of a PRINCE2 7 exam
question and that you will share example questions throughout the
session(s).
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Module 3
C. Incorrect. The 'people' element should apply the 'manage by stages'
principle by dividing the project into stages. “The stages of a project
often mark a change in the influencers and any key relationships.
They are good points to review how the project is planned to
deliver, ensuring it remains aligned with how people interact with
each other and the wider organizational ecosystem.” However, no
stages have been discussed. Ref 3.5.1
• What are the roles (and their responsibilities) in the project
management team? Answer: Project executive, senior user, senior
supplier, project manager, team manager, project assurance and
project support.
Workshop Part 1
Module 3
Workshop Part 1
B. Correct. The 'people' element should apply the 'manage by
exception' principle by allowing that “decisions should be
made at the most local level to where the knowledge needed
to make and own those decisions resides. Decisions should
be progressed through the levels mainly when a decision has
the potential to impact other areas of the project. Therefore,
it requires different perspectives to be considered... the
extent of delegation is often dependent on the level of
confidence and trust that exists in the key relationships and
will adapt over the life of a project in response to the skills and
capabilities of individuals.” Ref 3.5.1
Slide 89
• What is the purpose of the organizing practice? Answer: To
define and establish the project’s structure of accountability and
responsibilities.
Key
Method
Key
Method
Organizing Sample
Paper 1, Questions
19-21
Give the answers: B, C, D. (Click to highlight the answers). Discuss the
rationales (ask learners who got the correct answer for their reasoning)
and give references if needed. Rationales and references:
Organizing Sample
Paper 1, Question 22
Explain that this is a sample exam question. Ask learners to read the
question and choose the best answer.
B. Correct. According to the additional information relating to
the Graduate Trainees, “The first four trainees will reach the
end of their two year training programme in two months’
time and a decision needs to be taken as to whether they will
be offered ongoing roles with NowByou. All have received
PRINCE2 training.” According to the 'organizing' practice’,
project managers “are responsible for day-to-day management
of a project.” This includes the need to “Ensure that project
risks are being identified, assessed, and controlled throughout
the project. Ensure that team managers implement the
management approaches agreed in their team plans.” Ref
6.2.4.5
Learners should write down the answer but not tell you yet. This will
support less confident learners.
Slide 98
Module 3
Slide 97
Workshop Part 1
Module 3
Workshop Part 1
A, C, D, E, F Incorrect. Ref 6.2.4.5
C. Correct. According to the additional information, “the Chief
Finance Officer (CFO) of NowByou was appointed 6 months
ago and has been very active with donors and partners to
increase the financial standing of the organization. Was
previously a senior executive with a major bank and is keen
to bring good portfolio and project management practices to
NowByou.” According to the 'organizing' practice, “the project
executive is appointed by the business as the single point of
accountability for the project and is ultimately accountable for
the success of the project.” Ref 6.2.4.1
A, B, D, E, F Incorrect. Ref 6.2.4.1
D. Correct. According to the additional information, the
“Marketing Agency Director NowByou have a relationship
with a commercial marketing agency, CharityM, who works
with the Head of Publicity and Social Media in developing and
placing advertising on TV and radio stations.” According to
the 'organizing' practice, “the senior supplier represents the
supplier community that is involved in all aspects of delivering
the project products.” Ref 6.2.4.3
A, B, C, E, F Incorrect. Ref 6.2.4.3
You can ask if learners have the correct answers to help gauge their
understanding. Explain that this is an example of a PRINCE2 7 exam
question and that you will share example questions throughout the
session(s).
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Key
Method
Organizing Sample
Paper 1, Question 22
Give the answer: A. (Click to highlight the answer). Discuss the
rationale (ask learners who got the correct answer for their reasoning)
and give references if needed. Rationale and references:
Slide 98
A. Correct. According to the additional information the CFO
“has been very active with donors and partners to increase
the financial standing of the organization. Was previously a
senior executive with a major bank and is keen to bring good
portfolio and project management practices to NowByou.” And
“the project executive secures funding for the project and is
responsible for the business case and the continued business
justification of the project.” Ref 6.2.4.1
Module 3
Workshop Part 1
Module 3
Workshop Part 1
B. Incorrect. It is true that “the project executive is appointed by the
business as the single point of accountability for the project and is
ultimately accountable for the success of the project.” And “there
cannot be more than one project executive role.” However, this
does not explain why the CFO is a suitable candidate to be project
executive. Ref 6.2.4.1
C. Incorrect. It is true that, according to the scenario, the Contracted
Project Manager is responsible for “advising and coaching the
NowByou Director of Campaigns, who is sponsoring the project.”
However, PRINCE2 does not define the role of “sponsor”, it defines
the role of project executive. The project executive could report
to the sponsor. The CFO may be a more suitable candidate, than
the Director of Campaigns, to be “responsible for effectively
governing the project in a way that is aligned to the business
strategy, including ensuring longer-term thinking on topics such as
environmental, social, and economic impacts.” And this does not
explain why the CFO should not be appointed as project executive.
Ref 6.2.4.1
D. Incorrect. It is true that, according to the scenario, “the Head of
Publicity and Social Media reports to the Director of Campaigns and
is responsible for Brand management, press releases and social
media.” Therefore, they are likely to be responsible for achieving
the benefits from the campaign. However, this is the responsibility
of the senior user, not the project executive. The senior user
should be responsible for “demonstrating to the business that
the forecasted benefits in the business case are on track to being
realized.” Ref 6.2.4.2. You can ask if learners have the correct
answer to help gauge their understanding. Explain that this is an
example of a PRINCE2 7 exam question and that you will share
example questions throughout the session(s).
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Module 4
Workshop
Part 2
What this module
covers
This module forms the second part of
the PRINCE2 Practitioner workshop.
The aim of this module is to continue
preparation for the PRINCE2 7
Practitioner exam by completing
exercises based on sample questions.
Before you begin
Please ensure you have your own copy
of the following documents available
for reference throughout this module:
• the PRINCE2 7 Practitioner
examination Sample Paper 1
and 2 Scenario Booklet
• the PRINCE2 7 Practitioner
examination Sample Paper 1
Answers and rationales.
You can find copies of these
in the Appendices.
Prepare for
the session ...
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Module 4
Workshop
Part 2
Training objective(s)
Recall the PRINCE2 processes.
Summarize the purpose and key activities during the following
processes: starting up a project, directing a project, and initiating a
project.
Provide an overview of the business case practice.
Respond to sample questions regarding
starting up a project, directing a project,
initiating a project, and the business case
practice.
Respond to sample questions regarding starting up a project,
directing a project, initiating a project, and the business case
theme.
Timing
90 minutes (core)
100 minutes (Optional refresher content and independent
study review)
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Key
Method
Key
Method
Business case recap
Ask learners a series of recap questions regarding the business case
practice to ensure that they are prepared for the exercise. Encourage
learners to consult the Official Book:
Business case
Sample Paper 1,
Questions 14-16
Give the answers: C, A, D. (Click to highlight the answer). Discuss the
rationales (ask learners who got the correct answer for their reasoning)
and give references if needed. Rationales and references:
Slide 103
C. Correct. The business case should include “Time: the period
over which the project will run and the period over which the
benefits will be realized.” The project will now take 7 months
to complete which indicates the period over which the project
will run. Ref 5.5
• Purpose: the purpose of the business case practice is to establish
mechanisms to judge whether a project is (and remains) desirable,
viable, and achievable.
Define and give examples of the following key concepts:
• Output: this is the product delivered by the project. In the scenario,
the output is the new campaign. Can learners think of what the
output would be in their own work/previous experience?
A, B, D, E, F Incorrect. Ref 5.5
A. Correct. The business case should include “Reasons: defines
the reasons for undertaking the project and explains how the
project will enable the achievement of business objectives.”
The increase in the number of incidents being reported is the
reason why the project is needed. Ref 5.5
• Outcome: this is what the user can do with the output. In
the scenario, the outcome would be increased awareness of
discrimination against marginalized groups. Are there other examples
the group can think of, perhaps in relation to the outputs they
suggested?
• Benefit: these are the measurable improvements of using this
product. In terms of a campaign project, this may be linked to an
increase in donations or applications to volunteer with the charity.
Encourage the learners to continue to consider it through their own
experience.
B, C, D, E, F Incorrect. Ref 5.5
Slide 111
• Dis-benefit: this is the opposite of an improvement. In the context of
the workshop scenario, this could be a decline in donations to other
campaigns run by the same charity.
A, B, C, E, F Incorrect. Ref 5.5
You can ask if learners have the correct answers to help gauge their
understanding. Explain that this is an example of a PRINCE2 7 exam
question and that you will share example questions throughout the
session(s).
Learners should write down the answers but not tell you yet. This will
support less confident learners.
Business case Sample
Paper 1, Question 17
Module 4
Explain that this is a sample exam question. Ask learners to read the
question and choose the best answer.
Workshop Part 2
Module 4
Workshop Part 2
Business case Sample
Paper 1, Questions
14-16
D. Correct. The business case should include “Costs: A summary
of the project costs, the ongoing operations and maintenance
costs and their funding arrangements.” Therefore, the fact that
funding will come from different sources should be recorded
under costs. Ref 5.5
Explain that this is a sample exam question. Ask learners to read the
question and choose the best answer.
Learners should write down the answer but not tell you yet. This will
support less confident learners.
Slide 111
Slide 112
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Key
Method
Key
Method
Business case Sample
Paper 1, Question 17
Give the answer: D. (Click to highlight the answer). Discuss the
rationale (ask learners who got the correct answer for their reasoning)
and give references if needed. Rationale and references:
PRINCE2 processes
Present Figure 12.1 from Chapter 12 of the Official Book PRINCE2
7 Managing Successful Projects, which shows how each process is
applied during a project lifecycle.
Slide 112
A. Incorrect. A benefit is “The measurable improvement resulting
from an outcome perceived as an advantage by the investing
organization and which contributes towards one or more business
objectives.” However, the stated benefit will not be realized as a
result of an outcome derived from the output of the Feasibility
Study Project. Ref. 5.1
B. Incorrect. “It is a PRINCE2 principle that a project must ensure
continued business justification. This requires that the business
justification is established at the beginning of the project …”
However, the stated benefit will not be realized as a result of an
outcome derived from the output (a recommended option) of the
Feasibility Study Project. Ref. 5.1
C. Incorrect. It is true that business justification should consider both
benefits and costs to understand the value. “Business justification
is not just about costs but also about understanding the value of a
project. It is the perceived benefits or importance of the outcomes,
in proportion to the resources deployed to achieve them.
Moreover, business justification is about selecting an approach that
offers the best overall value.” However, the stated benefit will not be
realized as a result of an outcome derived from the output of the
Feasibility Study Project. Ref. 5.1
• Starting up a project: the purpose is to gather sufficient information
to decide if it is worth investing in the detailed planning of the project.
• Initiating a project: this involves establishing whether there is
justification to proceed with the project. At this stage, a business case
is developed, and resources are committed by the project board.
• Controlling a stage: this involves the monitoring and control
activities performed by the project manager. The project manager
must ensure that each stage stays on course and must react
to unexpected issues. This process describes the day-to-day
management of the project.
• Managing a stage boundary: this provides the project board with
key decision points where they can decide whether to continue with
the project or close it down.
• Managing product delivery: this ensures that the planned products
are created and delivered. Here, the project manager assesses work
progress, ensures that quality criteria are met, and obtains approval
for completed products.
• Closing a project: this covers the project manager’s work in
completing the project either at its end or at premature close. Here
the project manager prepares information for the project board so
that they can confirm that the project may close.
Module 4
Workshop Part 2
Module 4
Workshop Part 2
D. Correct. It is true that “PRINCE2 projects deliver outputs in
the form of products which are used to facilitate changes in
an organization or for organizations. These changes create
capabilities that lead to outcomes. The outcomes allow the
organization(s) to realize the benefits that are explained in
the business case for the project.” However, the stated benefit
will not be realized as a result of an outcome derived from
the output (a recommended option) of the Feasibility Study
Project. Ref. 5.1You can ask if learners have the correct answer
to help gauge their understanding. Explain that this is an
example of a PRINCE2 7 exam question and that you will share
example questions throughout the session(s).
Slide 115
Highlight the three management levels, which are delivering, managing,
and directing. Each level has specific responsibilities and activities to
perform at the different stages.
• Directing a project: this runs from the project start-up until its
closure. The project board directs the project by means of reports at
various decision points.
Point out that simple projects have fewer stages than longer ones.
Note:
• There should be at least two stages, the first of which is the initiation
stage.
• Managing a stage boundary is first used at the end of the initiation
stage and repeated at the end of each subsequent stage except the
final stage. It is also used to prepare exception plans, which can be
done at any time including in the final stage.
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Key
Method
Key
Method
Starting up a project
Show the starting up a project title slide.
Starting up a project
Sample Paper 1,
Question 57
Explain that this is a sample exam question. Ask learners to read the
question and choose the best answer.
Learners should write down the answer but not tell you yet. This will
support less confident learners.
Slide 118
Starting up a project
Sample Paper 1,
Question 56
Explain that this is a sample exam question. Ask learners to read the
question and choose the best answer.
Slide 125
Learners should write down the answer but not tell you yet. This will
support less confident learners.
Starting up a project
Sample Paper 1,
Question 57
Slide 124
Starting up a project
Sample Paper 1,
Question 56
Slide 125
A. Correct. The business layer should be “accountable” for
the 'appoint the project management team' activity. In this
activity, “the project management team needs to reflect the
interests of all parties who will be involved, including business,
user, and supplier interests .... It is important that in addition
to the authority, responsibility, and knowledge mentioned
above, those involved can work together to form a high
performing team.” Ref 13.6 tab 13.2, 13.4.4
D. Incorrect. Project support is not involved in the 'appoint the project
executive and project manager' activity. Ref 13.6 tab 13.2
Directing a project
recap
Module 4
You can ask if learners have the correct answer to help gauge their
understanding. Explain that this is an example of a PRINCE2 7 exam
question and that you will share example questions throughout the
session(s).
D. Incorrect. Project support is not involved in the 'appoint the project
management team' activity. Ref 13.6 tab 13.2
You can ask if learners have the correct answer to help gauge their
understanding. Explain that this is an example of a PRINCE2 7 exam
question and that you will share example questions throughout the
session(s).
B. Incorrect. The project executive should be “responsible” for the
'appoint the project executive and project manager' activity. Ref
13.6 tab 13.2
C. Incorrect. Project assurance is not involved in the 'appoint the
project executive and project manager' activity. Ref 13.6 tab 13.2
B. Incorrect. The project executive should be “responsible” for the
'appoint the project management team' activity. Ref 13.6 tab 13.2
C. Incorrect. The project manager is not involved in the 'appoint the
project management team' activity. Ref 13.6 tab 13.2
A. Correct. The business should be “accountable” for the 'appoint
the project executive and project manager' activity. In this
activity, “the appointment of a project manager allows for the
project to be managed on a day-to-day basis on behalf of the
project executive.” Ref 13.6 tab 13.2, 13.4.1
Workshop Part 2
Module 4
Workshop Part 2
Slide 124
Give the answer: A. (Click to highlight the answer). Discuss the
rationale (ask learners who got the correct answer for their reasoning)
and give references if needed. Rationale and references:
Give the answer: A. (Click to highlight the answer). Discuss the
rationale (ask learners who got the correct answer for their reasoning)
and give references if needed. Rationale and references:
Ask the group to recap their knowledge of the processes’ purpose
and the main activities. Prompt them to look up the directing a project
process in the Official Book. Responses should include the following:
• Directing a project’s purpose: enable the project board to be
accountable for project success.
• Directing a project’s activities:
Slide 128
• authorize initiation
• authorize the project
• authorize a stage or exception plan
• give ad hoc direction
• authorize project closure.
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Key
Method
Key
Method
Directing a project
Sample Paper 1,
Question 50
Explain that this is a sample exam question. Ask learners to read the
question and choose the best answer.
Directing a project
Sample Paper 1,
Question 51
Give the answer: C. (Click to highlight the answer). Discuss the
rationale (ask learners who got the correct answer for their reasoning)
and give references if needed. Rationale and references:
Learners should write down the answer but not tell you yet. This will
support less confident learners.
Slide 132
Directing a project
Sample Paper 1,
Question 50
Slide 132
A. Incorrect. The senior user should be “consulted” as part of the
‘authorize a stage or exception plan’ activity. Ref 14.6, tab 14.2
Slide 133
C. Correct. The project manager should be “informed” by the
project board as part of the 'authorize a stage or exception
plan' activity. Ref 14.6, tab 14.2
Give the answer: B. (Click to highlight the answer). Discuss the
rationale (ask learners who got the correct answer for their reasoning)
and give references if needed. Rationale and references:
D. Incorrect. Project assurance should be “consulted” by the project
board as part of the 'authorize a stage or exception plan' activity.
Ref 14.6 tab 14.2
A. Incorrect. As part of the ‘give ongoing direction’ activity, “If an
exception has occurred during the stage, the project board may
request that the project manager produces an exception plan for
project board approval.” Project assurance should be “consulted” as
part of 'give ongoing direction' activity. Ref 14.6 tab 14.2, 14.4.3
B. Correct. The senior user should be “responsible for user
related (R2)” direction in the 'give ongoing direction' activity.
They are not “consulted”. Ref 14.6, tab 14.2
C. Incorrect. The team manager should be “informed” in the 'give
ongoing direction' activity. They are not “consulted”. Ref 14.6 tab
14.2
You can ask if learners have the correct answer to help gauge their
understanding. Explain that this is an example of a PRINCE2 7 exam
question and that you will share example questions throughout the
session(s).
Initiating a project
recap
Learners should write down the answer but not tell you yet. This will
support less confident learners.
Module 4
Explain that this is a sample exam question. Ask learners to read the
question and choose the best answer.
Slide 136
Workshop Part 2
Module 4
Workshop Part 2
Directing a project
Sample Paper 1,
Question 51
Ask the group to recap their knowledge of the processes’ purpose
and the main activities. Prompt them to look up the initiating a project
process in the Official Book. Responses should include the following:
• Initiating a project’s purpose: to establish a solid project baseline
and assure a common understanding of all aspects of the proposed
project.
D. Incorrect. Project support should be “informed” in the 'give ongoing
direction' activity. They are not “consulted”. Ref 14.6 tab 14.2
You can ask if learners have the correct answer to help gauge their
understanding. Explain that this is an example of a PRINCE2 7 exam
question and that you will share example questions throughout the
session(s).
B. Incorrect. The project executive should be “accountable/
responsible” for the 'authorize a stage or exception plan' activity.
Ref 14.6 tab 14.2
• Initiating a project’s activities:
• agree tailoring requirements
• prepare the risk management approach
• prepare the change control approach
• prepare the quality management approach
• prepare the communication management approach
• set up the project controls
• create the project plan
• prepare the benefits management approach
Slide 133
76
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• assemble the project initiation documentation.
PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd.
77
Key
Method
Key
Method
Initiating a project
Sample Paper 1,
Question 53
Explain that this is a sample exam question. Ask learners to read the
question and choose the best answer.
Initiating a project
Sample Paper 1,
Question 54
Give the answer: D. (Click to highlight the answer). Discuss the
rationale (ask learners who got the correct answer for their reasoning)
and give references if needed. Rationale and references:
Slide 141
A. Incorrect. The 'agree the tailoring requirements' activity is where
“The project manager may need to tailor PRINCE2 to recognize the
internal and external factors that affect the way in which the project
is delivered… How PRINCE2 or the business’ standard project
management framework will be applied and/or tailored must be
documented and agreed.” Ref 15.4.1
Learners should write down the answer but not tell you yet. This will
support less confident learners.
Slide 140
Initiating a project
Sample Paper 1,
Question 53
Give the answer: B. (Click to highlight the answer). Discuss the
rationale (ask learners who got the correct answer for their reasoning)
and give references if needed. Rationale and references:
A. Incorrect. The project executive should be “accountable” for the
'prepare the full business case' activity. The business layer has no
involvement in this activity. Ref 15.6 tab 15.
Slide 140
B. Correct. The project executive should be “accountable” for the
'prepare the full business case' activity. This means that the
project executive should approve the full business case which
has been updated with revised time and cost after producing
the project plan. Ref 15.6 tab 15.2
C. Incorrect. The project manager should be “responsible” for the
'prepare the full business case' activity. This means that the project
manager should prepare the full business case for approval by the
project executive. Ref 15.6 tab 15.2
Initiating a project
Sample Paper 1,
Question 54
D. Correct. As part of the 'request project authorization' activity, “To
finish the process of initiating a project, hence the initiation stage,
the project manager contacts the project board to request project
authorization.” Ref 15.4.7
Module 4
You can ask if learners have the correct answer to help gauge their
understanding. Explain that this is an example of a PRINCE2 7 exam
question and that you will share example questions throughout the
session(s).
C. Incorrect. The 'establish project controls' activity is where “The
level of control required by the project board after initiation
needs to be agreed, and the mechanism for such controls
needs to be established, as does the level of control required
by the project manager of the work to be undertaken by team
managers.” Ref 15.4.3
Workshop Part 2
Module 4
Workshop Part 2
D. Incorrect. Project assurance should be “consulted” in the 'prepare
the full business case' activity. This means that the project manager
should prepare the full business case in consultation with project
assurance, for approval by the project executive. Ref 15.6 tab 15.2
B. Incorrect. The 'agree the management approaches' activity is
where “The management approaches are derived from business
strategies, standards or practices that the project needs to comply
with, and the users’ quality and sustainability expectations captured
in the project product description. When the approaches have
been defined, it is possible to set up the project controls and create
the project plan.” Ref 15.4.2
You can ask if learners have the correct answer to help gauge their
understanding. Explain that this is an example of a PRINCE2 7 exam
question and that you will share example questions throughout the
session(s).
Explain that this is a sample exam question. Ask learners to read the
question and choose the best answer.
Learners should write down the answer but not tell you yet. This will
support less confident learners.
Slide 141
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Module 5
Workshop
Part 3
What this module
covers
In this module, learners can decide
which PRINCE2 topic areas to review
and complete their preparation for the
Practitioner exam.
The aim of this module is to allow
learners to select topics that are of the
highest concern/interest to them, in
order to tailor the workshop to their
needs.
The course timetable is flexible for the
third workshop module. On average,
the group should explore one topic
area per 30 minutes.
Prepare for
the session
Before you begin
Please ensure you have your own copy
of the following documents available
for reference throughout this module:
• the PRINCE2 7 Practitioner
examination Sample Paper 1 and 2
Scenario Booklet
• the PRINCE2 7 Practitioner
examination Sample Paper 1
Answers and rationales.
You can find copies of these
in the Appendices.
Discover exclusive content
with a PeopleCert subscription
Module 5
Workshop
Part 3
Training objective(s)
Review our plan of action and priorities for this part
of the workshop.
Explore various areas of the PRINCE2 7 Practitioner syllabus and
complete exercises and activities relating to sample questions.
Boost learners’ understanding and confidence.
Key learning points
Explore relevant areas of the PRINCE2
method and complete Practitioner-level
exercises.
Build confidence and prepare for
the Practitioner exam.
Timing
30 minutes
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83
Key
Method
Key
Method
Plans practice recap
Ask the learners to recall key information regarding the plans practice.
Remind them to review this in the Official Book if they need to:
Plans Sample Paper
1, Question 27
Explain that this is a sample exam question. Ask learners to read the
question and choose the best answer.
• Purpose: to facilitate communication and control by defining the
means of delivering the products.
Slide 146
• Questions answered by defining the means of delivering the
products: where, how, by whom, when, how much?
• Definition of a plan: a detailed proposal to enable the project team
to understand products, risks, issues, people/resources, activities, and
targets/tolerances.
• Four types of plan: project plan, stage plan, team plan, exception
plan.
Plans Sample Paper
1, Questions 24-26
Slide 153
Give the answers: C, A, F. (Click to highlight the answer). Discuss the
rationales (ask learners who got the correct answer for their reasoning)
and give references if needed. Rationales and references:
C. Correct. The senior user should “ensure that project plans and
stage plans remain consistent with the user perspective.” This
should include checking that there is enough time allowed in
the plan for User Group input. Ref tab 7.1
A, B, D, E, F Incorrect. Ref tab 7.1
A. Correct. The business layer should “provide the planning
standards required by the business.” This should include
providing any existing planning standards based on previous
projects as the project management maturity of the
organization is very low. Ref tab 7.1
You can ask if learners have the correct answers to help gauge their
understanding. Explain that this is an example of a PRINCE2 7 exam
question and that you will share example questions throughout the
session(s).
PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd.
Slide 154
Give the answer: D. (Click to highlight the answer). Discuss the
rationale (ask learners who got the correct answer for their reasoning)
and give references if needed. Rationale and references:
A. Incorrect. The purpose of the commercial management approach
is “to describe the procedures, techniques and standards to
be applied and the responsibilities for effective commercial
management. This covers the approach to secure, service and
maintain all commercial agreements required for the project to be
a success. This may include activities such as market engagement,
procurement and contract management.” However, this does not
explain why the team managers should refer to the work package
for instructions on how to complete the work package. Ref 6.5
B. Incorrect. It is true that the project product description should
include “User’s quality expectations: Description of the quality
expected of the project products and the standards and processes
that will need to be applied to achieve them.” However, this
information is held at project level and it is the work package that
contains everything a team manager needs to know to complete
the work. Ref 7.5
C. Incorrect. A stage plan should follow the format of 'plan' and should
include “Work to be performed: The work in the scope of the plan
shown by way of a work breakdown structure and the associated
work package description(s).” The detailed techniques and
constraints will be in the work package. Ref 7.5
D. Correct. A work package description contains everything a
team manager needs to know to complete the work, including
“Techniques and procedures: Requirements for how the work
is to be done; Constraints: restrictions or limits on the work,
such as authorized work hours, safety, and security measures;
References: Applicable references from higher level plans.” Ref
7.5
You can ask if learners have the correct answer to help gauge their
understanding. Explain that this is an example of a PRINCE2 7 exam
question and that you will share example questions throughout the
session(s).
PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd.
85
Module 5
F. Correct. The team manager should “prepare schedules for
each work package.” Ref tab 7.1
A, B, C, D, E Incorrect. Ref tab 7.1
84
Plans Sample Paper
1, Question 27
Workshop Part 3
Module 5
Workshop Part 3
B, C, D, E, F Incorrect. Ref tab 7.1
Slide 153
Slide 154
Explain that this is a sample exam question. Ask learners to read the
question and choose the best answer.
Learners should write down the answers but not tell you yet. This will
support less confident learners.
Plans Sample Paper
1, Questions 24-26
Learners should write down the answer but not tell you yet. This will
support less confident learners.
Key
Method
Key
Method
Plans Sample Paper
1, Question 28
Explain that this is a sample exam question. Ask learners to read the
question and choose the best answer.
Quality practice
recap
Split the group into small teams and run a small quiz based on the
quality practice. Answers:
• Purpose: to define and implement the means by which the project
will verify that products are fit for purpose.
Learners should write down the answer but not tell you yet. This will
support less confident learners.
• Terms:
Slide 155
Plans Sample Paper
1, Question 28
Slide 155
Slide 157
Give the answer: C. (Click to highlight the answer). Discuss the
rationale (ask learners who got the correct answer for their reasoning)
and give references if needed. Rationale and references:
C. Correct. “The stage plan for initiating a project is created
during the process of starting up a project. Subsequent stage
plans are prepared near the end of the current stage. This
approach allows a stage plan to: be produced close to the
time when the planned activities will occur.” Therefore, the
activities of the 'closing a project' process should be planned
at the end of stage 2, not as a separate stage. In addition, the
‘closing a project’ process is not a separate stage, it is part of
the final stage. Ref 7.2.2.2 fig 12.1
3 User’s quality expectations: a statement on the quality expected
from the project product, captured in the project product description.
PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd.
5 Quality specifications: a description of the quality measures that will
be applied by those performing quality control and the levels that a
finished product must meet.
Quality terminology
Explain that this terminology is integral to the quality practice. Ask
learners to match the terminology on the left with the correct definition
on the right. Allow 5 minutes for this.
Then, ask learners to discuss their answers in pairs for 2–3 minutes
before taking their answers.
Slide 159
If you are delivering the course virtually, ask learners to consider which
elements match, then elicit the correct definitions from the group by
select individuals to share their answers.
Quality terminology:
answers
Reveal and discuss the answers.
Slide 159
Quality Sample
Paper 1, Question 33
Module 5
You can ask if learners have the correct answer to help gauge their
understanding. Explain that this is an example of a PRINCE2 7 exam
question and that you will share example questions throughout the
session(s).
4 Acceptance criteria: a prioritized list of criteria that the project
product must meet before the customer will accept it.
Workshop Part 3
Module 5
Workshop Part 3
D. Incorrect. “The stage plan for initiating a project is created during
the process of starting up a project. Subsequent stage plans are
prepared near the end of the current stage. This approach allows
a stage plan to: be produced close to the time when the planned
activities will occur.” Therefore, the activities of the 'closing a project'
process should be planned at the end of stage 2 (which is the
penultimate stage, not the final stage). Ref 7.2.2.2
86
2 Quality management: the coordinated activities to direct and
control an organization with regard to quality.
A. Incorrect. The ‘closing a project’ process should never be planned
as a separate stage, the activity occurs as part of the final stage of
the project. As part of the 'prepare next stage plan' activity “The
stage plan for the next stage is produced near the end of the
current stage. Closure activities should be planned as part of the
stage plan for the final stage.” Ref 18.4.1 fig 12.1
B. Incorrect. The ‘closing a project’ process should never be
planned as a separate stage, the activity occurs as part of the
final stage of the project. As part of the 'prepare next stage
plan' activity “The stage plan for the next stage is produced
near the end of the current stage. Closure activities should be
planned as part of the stage plan for the final stage.” Ref 18.4.1
fig 12.1
1 Quality: the degree to which a set of inherent characteristics of a
product, service, process, person, organization, system, or resource
fulfils requirements.
Explain that this is a sample exam question. Ask learners to read the
question and choose the best answer.
Learners should write down the answer but not tell you yet. This will
support less confident learners.
Slide 166
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87
Key
Method
Key
Method
Quality Sample
Paper 1, Question 33
Give the answer: C. (Click to highlight the answer). Discuss the
rationale (ask learners who got the correct answer for their reasoning)
and give references if needed. Rationale and references:
Quality Sample
Paper 1, Question 34
Give the answer: A. (Click to highlight the answer). Discuss the
rationale (ask learners who got the correct answer for their reasoning)
and give references if needed. Rationale and references:
Slide 166
A. Incorrect. User’s quality expectations are a statement “about the
quality expected from the project product, captured in the project
product description”, whereas this is an outcome, i.e. “The result of
change, normally affecting real-world behaviour.” Ref 8.1.1, 5.1
B. Incorrect. Acceptance criteria are “measurable definitions of the
attributes required for the set of products to be acceptable to key
stakeholders”, whereas this is an outcome, i.e. “the result of change,
normally affecting real-world behaviour.” Ref 8.1.1, 5.1
C. Correct. The use of media by the project team is an outcome.
An outcome is the “result of change, normally affecting realworld behaviour.” From this outcome - the use of media, it
should be possible to derive benefits in the longer term. Ref
5.1
D. Incorrect. An output is “the tangible or intangible deliverable of
an activity”, whereas this is an outcome, i.e. “the result of change,
normally affecting real-world behaviour.” Ref 5.1
You can ask if learners have the correct answer to help gauge their
understanding. Explain that this is an example of a PRINCE2 7 exam
question and that you will share example questions throughout the
session(s).
Quality Sample
Paper 1, Question 34
Explain that this is a sample exam question. Ask learners to read the
question and choose the best answer.
Slide 167
A. Correct. “The quality management approach describes the
quality standards and procedures that will be followed.”
Therefore, it is appropriate to document the need for suppliers
to have such a policy in the quality management approach. Ref
8.3.1.1.3
B. Incorrect. It is true that the quality management approach should
be baselined at the end of the initiation stage. The project baseline
is defined as “The current approved versions of the management
products and project products that are subject to change control.”
However, this does not explain why this requirement should be
documented in the quality management approach. Ref 10.1
C. Incorrect. The quality register is used to “summarize all quality
management activities that are planned or have occurred.” This
is a quality standard and is correctly described in the quality
management approach. Ref 8.5
D. Incorrect. It is true that “prioritized acceptance and quality
specifications can then be used to set quality tolerances.” However,
this does not explain why the quality standard should be defined in
the quality management approach in the first instance. Ref 8.2.1.2
You can ask if learners have the correct answer to help gauge their
understanding. Explain that this is an example of a PRINCE2 7 exam
question and that you will share example questions throughout the
session(s).
Learners should write down the answer but not tell you yet. This will
support less confident learners.
Slide 167
Module 5
Workshop Part 3
Module 5
Workshop Part 3
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89
Key
Method
Key
Method
Risk practice recap
Run a short review quiz with the group:
Risk Sample Paper 1,
Questions 35-37
Give the answers: D, A, B. (Click to highlight the answers). Discuss the
rationales (ask learners who got the correct answer for their reasoning)
and give references if needed. Rationales and references:
• Purpose of the risk practice: to identify, assess, and control
uncertainty, and as a result, improve the ability of the project to
succeed.
Slide 170
D. Correct. This information should therefore be recorded
under the risk action owner heading. The Contracted Project
Manager is the risk action owner, “Risk action owner the
person who is the nominated owner of agreed actions to
respond to a risk.” They have been asked (by the risk owner) to
implement the risk response. Ref 9.5, 9.2
• Definition of a risk: an uncertain event that, should it occur, will
affect the achievement of objectives.
The recommended risk response types:
• Avoid a threat/exploit an opportunity: removing the risk or taking
the opportunity.
A, B, C,E Incorrect Ref 9.5
• Reduce a threat/enhance an opportunity: taking definite action to
change the probability/impact of the risk.
A. Correct. “Proximity: How near in time a risk might occur.” The
risk is likely to occur during implementation in stage 3. Ref 9.5
• Transfer the risk: pass part of the risk onto a third party.
B, C, D, E Incorrect. Ref 9.5
• Share the risk: this seeks multiple parties, typically within a supply
chain, to share the risk on a pain/gain share basis.
• Accept the risk: Where the organization ‘takes the chance’ that the
risk will occur, with its full impact if it does.
Slide 178
A, C, D, E Incorrect. Ref 9.5
• Prepare contingent plans: These are a planned set of actions that
will be taken for each risk.
Risk responses
Ask the learners to select the risk response that most closely matches
each suggested action. Once they have attempted it, reveal the
answers.
Answers:
You can ask if learners have the correct answers to help gauge their
understanding. Explain that this is an example of a PRINCE2 7 exam
question and that you will share example questions throughout the
session(s).
Risk Sample Paper 1,
Question 38
Explain that this is a sample exam question. Ask learners to read the
question and choose the best answer.
Learners should write down the answer but not tell you yet. This will
support less confident learners.
1. Reduce
Slide 171
B. Correct. “Impact: An estimate of the risk effect.” Here the
impact is to exceed project time and possibly cost tolerances.
Ref 9.5
2. Transfer
3. Reduce
4. Accept
Slide 179
5. Contingent plan
Risk Sample Paper 1,
Questions 35-37
Explain that this is a sample exam question. Ask learners to read the
question and choose the best answer.
Workshop Part 3
Workshop Part 3
Module 5
Module 5
Learners should write down the answer but not tell you yet. This will
support less confident learners.
Slide 178
90
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Key
Method
Key
Method
Risk Sample Paper 1,
Question 38
Give the answer: C. (Click to highlight the answer). Discuss the
rationale (ask learners who got the correct answer for their reasoning)
and give references if needed. Rationale and references:
Issues Sample Paper
1, Questions 40-42
Give the answers: A, D, D. (Click to highlight the answers). Discuss the
rationales (ask learners who got the correct answer for their reasoning)
and give references if needed. Rationales and references:
Slide 179
A. Correct. The senior user should “make decisions on escalated
issues, with particular focus on safeguarding the expected
benefits.” Here the focus is on extending the scope to increase
awareness of discrimination (a benefit). Ref 10.6
A. Incorrect. While a ‘threat’ “would have a negative impact on
objectives.” The entry is inappropriate because it is “an event
relevant to the project that requires project management
consideration”, i.e. an issue, NOT a risk. Such description may point
at the risk cause, but it is not the full description of the risk. Ref 9.1,
10.1, 9.2
B,C, D, E Incorrect. Ref 10.6
B. Incorrect. Although a ‘risk’ “should it occur, “will have an effect on
the achievement of objectives.” this has already occurred (scenario).
Such description may point at the risk cause, but it is not the full
description of the risk. Ref 9.1, 9.2
C. Correct. A risk is “an uncertain event or set of events that,
should they occur, will have an effect on the achievement
of objectives.” However, the maturity is very low and this
is therefore “an event relevant to the project that requires
project management consideration.”, i.e. an issue, NOT a risk.
Such description may point at the risk cause, but it is not the
full description of the risk. Ref 9.2, 9.1, 10.1
Slide 188
A, B, C, E Incorrect. Ref 10.6
You can ask if learners have the correct answer to help gauge their
understanding. Explain that this is an example of a PRINCE2 7 exam
question and that you will share example questions throughout the
session(s).
Explain that this is a sample exam question. Ask learners to read the
question and choose the best answer.
learners should write down the answer but not tell you yet. This will
support less confident learners.
PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd.
Issues Sample Paper
1, Question 43
Explain that this is a sample exam question. Ask learners to read the
question and choose the best answer.
Learners should write down the answer but not tell you yet. This will
support less confident learners.
Module 5
92
You can ask if learners have the correct answers to help gauge their
understanding. Explain that this is an example of a PRINCE2 7 exam
question and that you will share example questions throughout the
session(s).
Workshop Part 3
Module 5
Workshop Part 3
Slide 188
A, B, C, E Incorrect. Ref 10.6
D. Correct. The project manager should “maintain the issue
register, assisted by project support where possible.” As there
is no mention of there being project support in the question,
this must fall to the project manager. In addition, there may be
other elements of the project log that need updating e.g. the
product register to add the additional products. Ref 10.6
D. Incorrect. The risk cause is the source of a risk: “the event or
situation that causes it”. Low management maturity could be the
source of multiple risks to the project. This is an issue, NOT a risk.
Ref. 9.2.1, 10.1
Issues Sample Paper
1, Questions 40-42
D. Correct. The project manager should “implement corrective
actions” by creating the product descriptions and work
packages for the agreed additional scope. According to
the 'quality' practice, the project manager should “prepare
product descriptions for key products.” According to the ‘plans’
practice, the project manager should “prepare the project
plan, stage plans, and work package descriptions and update
as necessary.” Ref 10.6, tab 8.6
Slide 189
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Key
Method
Key
Method
Issues Sample Paper
1, Question 43
Give the answer: C. (Click to highlight the answer). Discuss the
rationale (ask learners who got the correct answer for their reasoning)
and give references if needed. Rationale and references:
Progress Sample
Paper 1, Question 48
Explain that this is a sample exam question. Ask learners to read the
question and choose the best answer.
Slide 189
A. Incorrect. There is no description of an exception here, so no
exception report is required. An exception report is used “to
inform the project board when a stage plan or project plan is
forecast to exceed tolerance levels set, and to offer options and
recommendations for the way to proceed.” Ref 11.5, 10.3.1.2
B. Incorrect. There is no description of an exception here, so no
exception report is required. An exception report is used “to
inform the project board when a stage plan or project plan is
forecast to exceed tolerance levels set, and to offer options and
recommendations for the way to proceed.” Ref 11.5, 10.3.1.2
C. Correct. There is no description of an exception here, so
no exception report is required. Project manager should
assess the impact of the issue first and check if the issue has
impact on project or stage tolerances. “… the assessment
should consider the impact of an issue or change on: the
approved targets and tolerances, the project business case,
other products or work packages.” An issue report is used
“to describe the issue's impacts on the project baseline
and to identify ways to resolve the issue or address an offspecification and recommend a decision.” An exception report
is used “to inform the project board when a stage plan or
project plan is forecast to exceed tolerance levels set, and to
offer options and recommendations for the way to proceed.”
Ref 10.3.1.2, 10.5, 11.5
Learners should write down the answer but not tell you yet. This will
support less confident learners.
Slide 200
Progress Sample
Paper 1, Question 48
Slide 200
C. Incorrect. A team manager has “… control for a work package, but
only within the work package tolerances agreed with the project
manager.” However, this does not explain why reporting should be
more frequent when a team is inexperienced. Ref 11.2.1
D. Incorrect. It is true that in PRINCE2, “the project is managed by
exception between four management levels against tolerances for
seven performance targets.” This means that the project manager
should negotiate tolerances for the work package with the team
manager, although benefits and quality tolerances are not agreed
within a work package description. Ref 11.2.1 tab 11.1
Progress Sample
Paper 1, Question 49
• to monitor and compare actual achievements against those planned
Module 5
The three parts of the purpose are:
You can ask if learners have the correct answer to help gauge their
understanding. Explain that this is an example of a PRINCE2 7 exam
question and that you will share example questions throughout the
session(s).
Workshop Part 3
Module 5
Workshop Part 3
You can ask if learners have the correct answer to help gauge their
understanding. Explain that this is an example of a PRINCE2 7 exam
question and that you will share example questions throughout the
session(s).
Run a short review quiz with the group:
A. Correct. “… for an inexperienced team the project manager or
project board may wish to increase the frequency of reporting
until sufficient confidence has been gained in the capability
of the team.” Therefore, “… the stage plan will have to include
what needs to be achieved week by week.” Ref 11.2.4, 11.2.3
B. Incorrect. It is true that the work package description should
include “Targets and tolerances: The permissible deviations
for scope, cost and time for the work package.” It should also
include “agreement: A record of the initial authorization and final
completion of the work package between the project manager and
the team manager.” However, this does not explain why reporting
should be more frequent when a team is inexperienced. Ref 7.5
D. Incorrect. An issue owner is allocated to each issue on the issue
register: “Issue owner for the issue.” It may be true, therefore, that
the issue owner would be best placed to create either the issue
report or an exception report. However, this does not explain why
an issue report should be created, rather than an exception report.
Ref 10.5, 10.6, 10.3.1.2
Progress practice
recap
Give the answer: A. (Click to highlight the answer). Discuss the
rationale (ask learners who got the correct answer for their reasoning)
and give references if needed. Rationale and references:
Explain that this is a sample exam question. Ask learners to read the
question and choose the best answer.
Learners should write down the answer but not tell you yet. This will
support less confident learners.
• to provide a forecast
• to control unacceptable deviations.
Slide 192
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Slide 201
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Key
Method
Key
Method
Progress Sample
Paper 1, Question 49
Give the answer: B. (Click to highlight the answer). Discuss the
rationale (ask learners who got the correct answer for their reasoning)
and give references if needed. Rationale and references:
Controlling a stage
Sample Paper 1,
Question 59
Explain that this is a sample exam question. Ask learners to read the
question and choose the best answer.
Slide 201
A. Incorrect. It is true that in PRINCE2, “the project is managed by
exception between four management levels against tolerances for
seven performance targets.” However, this does not explain why a
workshop should be used to help prioritize project constraints. Ref
11.2.1
B. Correct. “The project board has overall control at a project
level… and will allocate tolerances for each stage to the project
manager.” To do so, they need “A crucial element of effective
planning is understanding which constraints take precedence,
to select which approaches to use, and the appropriate
tolerances for control.” Ref 11.2.1, 7.2.4
C. Incorrect. “The project board has overall control at a project level…
and will allocate tolerances for each stage to the project manager.”
To do so, they need “A crucial element of effective planning is
understanding which constraints take precedence …” The project
manager should work within the stage tolerances set by the project
board when authorizing work packages. Ref 11.2.1, 7.2.3.3
D. Incorrect. It is true that it is “only possible to control progress at the
level of detail in the plans …”, and that the project board has overall
control at a project level “… and will allocate tolerances for each
stage to the project manager.” However, this does not explain why a
workshop should be used to help prioritize project constraints. Ref
11.2.3, 11.2
You can ask if learners have the correct answer to help gauge their
understanding. Explain that this is an example of a PRINCE2 7 exam
question and that you will share example questions throughout the
session(s).
Controlling a stage
recap
Ask learners to recap the key activities in the controlling a stage
process. Encourage them to review the diagram in the Official Book
(Figure 16.1, p. 247) and section 16.4, p.248.
PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd.
Controlling a stage
Sample Paper 1,
Question 59
Slide 209
Give the answer: A. (Click to highlight the answer). Discuss the
rationale (ask learners who got the correct answer for their reasoning)
and give references if needed. Rationale and references:
A. Correct. “The triggers for the project manager to authorize a
work package include the following actions: Corrective action
It is taken in response to an issue or risk. This activity is used
to authorize new work packages or to authorize amendments
to existing ones.” Ref 16.4.1
B. Incorrect. The 'evaluate work package status' is the activity where
the project manager should “Have informal conversations with the
team manager to maintain the relationship and understand any
issues or risks they may have with their work package; Collect and
review progress information from the checkpoint report for the
work package being executed.” Ref 16.4.2
C. Incorrect. The 'capture the issues and risks' is the activity is where
“before making a decision on a course of action, each issue or risk
should be registered and then assessed for its impact.” Here, it is
not about capturing the issue, it is about agreeing increased cost
and time tolerances with the team manager. Ref 16.4.5
D. Incorrect. The 'take corrective action' is the activity in which the
project manager should “Collect any relevant information about
the deviation; Identify potential solutions for the deviation, and
select the most appropriate option; Trigger corrective action via
authorizing a work package (see section 16.4.1)”. Here this activity
has already taken place and the 'authorize a work package' activity
has been triggered. Ref 16.4.6
Module 5
96
Slide 209
Workshop Part 3
Module 5
Workshop Part 3
Slide 204
Learners should write down the answer but not tell you yet. This will
support less confident learners.
You can ask if learners have the correct answer to help gauge their
understanding. Explain that this is an example of a PRINCE2 7 exam
question and that you will share example questions throughout the
session(s).
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97
Key
Method
Key
Method
Controlling a stage
Sample Paper 1,
Question 60
Explain that this is a sample exam question. Ask learners to read the
question and choose the best answer.
Managing product
delivery Sample
Paper 1, Question 62
Explain that this is a sample exam question. Ask learners to read the
question and choose the best answer.
Learners should write down the answer but not tell you yet. This will
support less confident learners.
Slide 210
Controlling a stage
Sample Paper 1,
Question 60
Slide 210
Learners should write down the answer but not tell you yet. This will
support less confident learners.
Slide 217
Give the answer: B. (Click to highlight the answer). Discuss the
rationale (ask learners who got the correct answer for their reasoning)
and give references if needed. Rationale and references:
A. Incorrect. The 'controlling a stage' process applies the 'plans'
practice by “Work package descriptions for the stage are developed
or updated. The product register is updated with the status
of products for the stage. The stage plan and project plan are
updated.” Ref tab 16.3
B. Correct. The 'controlling a stage process applies the 'progress'
practice by “Highlight reports are produced and issued at
the frequency required for the project controls.” The 'report
highlights' is the activity in which the project manager should
“Assemble the information from the checkpoint reports,
project log and any significant revisions to the stage plan for
the current reporting period (the information is gained from
the review of the stage status; Assemble a list of corrective
actions (as noted or recorded in the project log) undertaken
during the reporting period; Produce the highlight report for
the current reporting period.” Ref tab 16.3, 16.4.8
C. Incorrect. The 'controlling a stage' process applies the 'issues'
practice by “The issue management approach is applied, and its
requirements are included in work package descriptions for the
stage; The issue register is updated with details of new issues and
any actions required or completed.” Ref tab 16.3
Give the answer: B. (Click to highlight the answer). Discuss the
rationale (ask learners who got the correct answer for their reasoning)
and give references if needed. Rationale and references:
A. Incorrect. The business is not “informed” about the completion of a
work package. Ref tab 17.2
Slide 217
B. Correct. Project support in the activity 'notify work package
completion' will be “informed” about the completion of the
work package. Ref tab 17.2, 17.4.4
C. Incorrect. Senior user is not “informed” about the completion of the
work package. Ref tab 17.2
D. Incorrect. The senior supplier is not “informed” about the
completion of a work package. Ref tab 17.2
You can ask if learners have the correct answer to help gauge their
understanding. Explain that this is an example of a PRINCE2 7 exam
question and that you will share example questions throughout the
session(s).
Managing product
delivery Sample
Paper 1, Question 64
Explain that this is a sample exam question. Ask learners to read the
question and choose the best answer.
Learners should write down the answer but not tell you yet. This will
support less confident learners.
Workshop Part 3
Slide 218
Module 5
Module 5
Workshop Part 3
D. Incorrect. The 'controlling a stage' process applies the 'quality'
practice by “The quality management approach is applied, and
its requirements are included in work package descriptions for
the stage. Product descriptions for the stage are developed or
updated.” Ref tab 16.3
Managing product
delivery Sample
Paper 1, Question 62
You can ask if learners have the correct answer to help gauge their
understanding. Explain that this is an example of a PRINCE2 7 exam
question and that you will share example questions throughout the
session(s).
98
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Key
Method
Key
Method
Managing product
delivery Sample
Paper 1, Question 64
Give the answer: A. (Click to highlight the answer). Discuss the
rationale (ask learners who got the correct answer for their reasoning)
and give references if needed. Rationale and references:
Objectives of
managing a stage
boundary
Optional: Ask learners if they can remember the key words associated
with the objectives of a stage boundary (information, decision, proceed).
Provide any key words they do not remember. Arrange learners in pairs
and ask them to recall the objectives using the key words. This activity
shows how key words can help with memorization.
Slide 218
A. Correct. It is true that, as part of the ‘execute a work package’
activity, the team manager should “Notify the project manager
of any new issues, risks, or lessons, and take any action
required by the project manager”. This is a newly identified
risk by the team manager. Ref 17.4.2
B. Incorrect. As part of the ‘accept a work package’ activity, “There
should be an agreement between the project manager and the
team manager as to what is to be delivered before a work package
is allocated to a team.” Ref 17.4.1
C. Incorrect. It is true that as part of the ‘execute a work package’
activity, the team manager should “Notify the project manager of
the completed quality activities, and update the quality register.”
However, this does not explain why the team manager should notify
the project manager of a new risk. Ref 17.4.2
D. Incorrect. It is true that the team manager should escalate issues
and risks to the project manager: “Notify the project manager of any
new issues, risks, or lessons, and take any action required by the
project manager.” But the project manager should only escalate to
the project board it if exceeds tolerance and this is a risk to delivery
rather than an issue. Ref 17.4.2
You can ask if learners have the correct answer to help gauge their
understanding. Explain that this is an example of a PRINCE2 7 exam
question and that you will share example questions throughout the
session(s).
Managing a stage
boundary recap
Ask the group to recall information about the process:
• Purpose: To enable the project manager to provide the project board
with information for a decision whether to proceed to the next stage.
• Stage boundary uses:
• stage end
• How are the stage boundary, the stage end, and the exception plan
connected? Encourage learners to locate the overview diagram
included as Figure 18.1 of the Official Book.
Explain that this is a sample exam question. Ask learners to read the
question and choose the best answer.
Learners should write down the answer but not tell you yet. This will
support less confident learners.
Slide 226
Managing a stage
boundary Sample
Paper 1, Question 65
Give the answer: B. (Click to highlight the answer). Discuss the
rationale (ask learners who got the correct answer for their reasoning)
and give references if needed. Rationale and references:
Slide 226
A. Incorrect. The 'update the project plan' is the activity in which “the
project plan is updated to include progress from the stage that is
finishing, forecast the duration and costs from the exception plan,
or stage plan for the stage about to begin. Details of any revised
costs or end dates are used when updating the business case.” Ref
18.4.3
B. Correct. The 'prepare the next stage plan' is the activity in
which “the stage plan for the next stage is produced near the
end of the current stage. Closure activities should be planned
as part of the stage plan for the final stage.” Ref 18.4.1
C. Incorrect. The 'evaluate a stage' is the activity in which the project
manager reviews “Based on the performance of the stage using the
updated business case, updated project plan, project logs, and any
updated management approaches, prepare an end stage report for
the current stage.” Ref 18.4.5
D. Incorrect. The 'request next stage' is the activity in which “the
project manager contacts the project board to request to finish the
current stage and to proceed to the next stage.” Ref 18.4.6
You can ask if learners have the correct answer to help gauge their
understanding. Explain that this is an example of a PRINCE2 7 exam
question and that you will share example questions throughout the
session(s).
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Module 5
• creating an exception plan.
Managing a stage
boundary Sample
Paper 1, Question 65
Workshop Part 3
Module 5
Workshop Part 3
Slide 221
Slide 222
Key
Method
Key
Method
Managing a stage
boundary Sample
Paper 1, Question 66
Explain that this is a sample exam question. Ask learners to read the
question and choose the best answer.
Closing a project
Sample Paper 1,
Question 69
Explain that this is a sample exam question. Ask learners to read the
question and choose the best answer.
Learners should write down the answer but not tell you yet. This will
support less confident learners.
Slide 319
Managing a stage
boundary Sample
Paper 1, Question 66
Slide 235
Explain that this is a sample exam question. Ask learners to read the
question and choose the best answer.
Learners should write down the answer but not tell you yet. This will
support less confident learners.
Closing a project
Sample Paper 1,
Question 69
Give the answer: C. (Click to highlight the answer). Discuss the
rationale (ask learners who got the correct answer for their reasoning)
and give references if needed. Rationale and references:
Slide 227
A. Correct. In the activity 'evaluate the stage' the project manager
should be “responsible.” In this activity, the project manager
should “Based on the performance of the stage using the
updated business case, updated project plan, project logs, and
any updated management approaches, prepare an end stage
report for the current stage.” Ref tab 18.2, 18.4.5
B. Incorrect. Project support should be “consulted” in the ‘evaluate the
stage’ activity. Ref tab 18.2
C. Incorrect. Project assurance should be “consulted” in the ‘evaluate
the stage’ activity. Ref tab 18.2
D. Incorrect. The team manager should be “consulted” in the ‘evaluate
the stage’ activity. Ref tab 18.2
You can ask if learners have the correct answer to help gauge their
understanding. Explain that this is an example of a PRINCE2 7 exam
question and that you will share example questions throughout the
session(s).
Slide 230
102
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A. Incorrect. The business case practice is applied by the 'closing a
project' process by “The performance of the project at the end of
the project is assessed and the business case is updated to reflect
the actual costs and benefits as well as a forecast of benefits yet to
be realized.” Ref tab 19.3
B. Incorrect. The organizing practice is applied by the 'closing a
project' process by “Project team performance and health and
wellbeing are reviewed for input to lessons learned and the end
project report. The communication management approach, change
management approach and commercial management approach
are reviewed for any requirements relating to project closure, for
example who to notify.” Ref tab 19. 3
C. Correct. The plans practice is applied by the 'closing a project'
process by “The product register is checked to confirm the
required products for the final stage have been delivered and
to provide input to lessons learned and the end project report.
The product register is closed.” The purpose of the product
register “is to list of all products required of a plan and the
status of those products.” Ref tab 19.3, 8.5
D. Incorrect. The quality practice is applied by the 'closing a project'
process by “The quality register is checked to confirm the required
quality activities for the final stage have been performed and to
provide input to the end report. The quality management approach
is reviewed for any requirements relating to project closure. The
quality register is closed.” Ref tab 19.3
You can ask if learners have the correct answer to help gauge their
understanding. Explain that this is an example of a PRINCE2 7 exam
question and that you will share example questions throughout the
session(s).
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Module 5
Encourage learners to review the overview of the closing a project
process diagram (Figure 19.1, p. 273).
Slide 235
Give the answer: C. (Click to highlight the answer). Discuss the
rationale (ask learners who got the correct answer for their reasoning)
and give references if needed. Rationale and references:
Workshop Part 3
Module 5
Workshop Part 3
Closing a project
recap
Learners should write down the answer but not tell you yet. This will
support less confident learners.
Key
Method
Closing a project
Sample Paper 1,
Question 70
Explain that this is a sample exam question. Ask learners to read the
question and choose the best answer.
Learners should write down the answer but not tell you yet. This will
support less confident learners.
Slide 236
Closing a project
Sample Paper 1,
Question 70
Slide 236
Give the answer: C. (Click to highlight the answer). Discuss the
rationale (ask learners who got the correct answer for their reasoning)
and give references if needed. Rationale and references:
A. Incorrect. “A closure recommendation can be raised to the project
board after the project manager has confirmed that the project
can be closed.” The ‘prepare planned closure’ activity should “close
the project’s project log”. However, the ‘evaluate the project’ activity
should be used because this activity should “review the project
log to identify lessons that could be applied to future projects and
include them in the lessons report.” Ref 19.4.1, 19.4.4
B. Incorrect. The ‘prepare planned closure’ activity should “ensure
all project information is secured and archived ...” However, the
‘evaluate the project’ activity should be used because this activity
should “review the project log to identify lessons that could be
applied to future projects and include them in the lessons report.”
Ref 19.4.1, 19.4.4
C. Correct. The ‘evaluate the project’ activity should “review the
project log to identify lessons that could be applied to future
projects and include them in the lessons report in consultation
with the project management team.” Ref 19.4.4
D. Incorrect. The ‘evaluate the project’ activity will identify if it is
“possible to improve the estimation for future projects by analysing
the estimates and actual progress metrics for this project.”
However, this does not explain why the project manager has
reviewed the issues register and identified a lesson. Ref 19.4.4
Workshop Part 3
Workshop Part 3
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Module 5
Module 5
You can ask if learners have the correct answer to help gauge their
understanding. Explain that this is an example of a PRINCE2 7 exam
question and that you will share example questions throughout the
session(s).
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105
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Module 6
Mini mock exam
What this module
covers
This module offers learners the
opportunity to test their knowledge
by doing a sample paper ahead of
their PRINCE2 7 Practitioner formal
examination.
The aim of this module is to familiarize
learners with the exam conditions and
to assess their knowledge. It also aims
to highlight areas for independent
study and preparation for the PRINCE2
7 Practitioner exam. Finally, it aims to
assess learners’ current abilities and
confidence in taking the exam.
Prepare for
the session
Discover more at my.axelos.com
Module 6
Mini mock exam
Training objective(s)
Practise sample exam questions under exam conditions.
Become familiar with exam conditions.
Key learning points
Highlight areas for independent study and preparation
for the PRINCE2 7 Practitioner exam.
Assess learners’ current abilities and confidence in
taking the exam.
Timing
90 minutes (core) | 150 minutes (extended)
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Key
Method
Key
Method
Attempting the
Sample Paper
Explain that, before beginning the sample paper exam, you need to
explain a few rules and requests.
(Mini) Sample Paper
Set a timer for 45 minutes.
Check that learners are ready for the sample paper exam and possess
the requisite materials.
Talk through your expectations for what will happen during the mini
mock exam:
Slide 238
• Duration: The learners have 45 minutes to complete 20 sample
exam questions (20 marks available). You will formally announce
the start of the exam and announce the end of the exam after 45
minutes.
• Materials: The sample paper questions included for this mock exam
are a selection of questions drawn from sample paper 2. The selected
questions are included on the following slide. For face-to-face
sessions, provide a copy of sample paper 2 for learners and instruct
learners to also refer to the ‘questions’ slide in this presentation (if
the trainer prefers, they can extract this slide from the slide deck
and either print it out to provide a hard copy for learners or use a
projector to display it at the front of the classroom).
• For online training, learners can complete the sample paper exam
online. The sample paper exam answer sheet is also interactive to
mark answers onto digitally. Mention to learners that they can write
notes during the exam (for instance, in a notepad/loose paper), if
they prefer to do so, but they must submit answers on the exam
answer sheet. Candidates should also refer to the scenario booklet
included in the Learner Workbook, as well as their PRINCE2 7
Official Book. Remind learners that this is an open book exam.
• Conditions: Ask learners for absolute silence during the mock
examination. If the session is taking place virtually, ask all learners
to use the mute feature for the duration of the sample paper
exam. Phones should be turned off and other distractions kept to
a minimum. Explain that if learners finish early, they should use the
remaining time to revise from the textbook.
Questions: Ask learners whether they have any questions about the
format. It is important to address the questions from learners before
the exam, since you would like to avoid questions during the sample
paper exam. If it is a face-to-face session, ask learners to raise their
hands to ask a question. For online training, ask learners to use the
messaging feature in order to reduce distractions for others.
Questions (Sample
Paper 2)
Formally announce the start of the exam.
Slide 240
During the sample paper exam, invigilate to ensure that learners are
working through the questions and respond to questions if required.
After 45 minutes have passed, call for the learners’ attention and ask
everyone to finish the exam.
Answers
Slide 241
Explain that you will now run through the answers to the mini mock
sample questions.
Explain that, due to time constraints, you will not go into detail over the
rationales for the answers unless specifically asked to. However, you will
share the answers and rationales for the group’s perusal at the end of
the session.
Note: You may wish to suggest learners review the answers and
rationales document for sample paper 2 between this module and the
next. If so, you can include a more detailed discussion of the answers
and rationales for the sample paper at the start of the revision tips and
tricks topic.
Ask the group how they feel about the sample paper exam.
Explain that you do not expect them to share their score but would
like to get an overall sense of their results. For example, ask them to
give themselves a grade (for example, A, B, C, and D) according to their
result.
Suggest that, should learners feel they could have performed better in
the mock exam, this mock exam experience will hopefully have helped
them to find about areas on which to focus their review.
Ask the group to reflect on how they felt about their time management
during the mock exam:
• Did they feel like they had enough time?
• Did they feel pressure?
• Did the introduction of a formal time constraint change the way they
approached the exercise?
Explain that you will now run through the questions to the mini mock
sample questions.
• How did they use the Official Book? Did they add/use the notes/tabs
they have added so far to access information faster?
Explain to learners how to locate the correct questions in sample paper
2: for example, question 1 is question 1 in sample paper 2; question 2
in the above slide corresponds to question 4 in sample paper 2 and so
on.
• What did they look up in the Official Book? Was there anything they
felt they did not need to use the Official Book for?
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110
Mini mock exam
Module 6
Mini mock exam
Slide 239
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Key
Method
Independent study
Optional:
Explain that you would like to discuss the group’s approach to their
preparation before completing the mock exam.
Slide 242
Ask the group to share their thoughts and experiences of preparing
for the mini mock exam. This discussion should last no more than 10
minutes.
Prompts for the discussion:
• Ask if learners took a specific approach for their review, for example,
did they use the second sample paper in their candidate pack, refer
to their notes, or review from the Official Book?
• Did they focus on any particular topic? Think back to the workshop
sessions, based on topics the group asked to focus on. Ask them if
they continued to prioritize topics for their review. If so, which topics
did they focus on? How did they determine which topics should take
priority?
• Ask the learners about their use of resources. Did they create study
tools, such as flash cards or notes? Have they tried alternative
approaches for reviewing for the Practitioner exam?
• Ask the learners about their approach to annotating the Official Book.
Which approach did they use? Did they adopt any new measures? Did
they practice navigating the Official Book under time constraints?
• Explain that you will be running a session dedicated to exam
preparation later in the course.
Module 6
Mini mock exam
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Module 7
Exam preparation tips
What this module
covers
This module gives learners advice
for how to prepare for the PRINCE2 7
Practitioner exam and provides
information about common exam
mistakes and how to avoid them.
The aim of this module is to prepare
learners for the PRINCE2 7 Practitioner
exam. It will equip them with
practical tips, give them a chance to
ask questions, and share their own
recommendations.
Please note: There is optional content
in this section for groups who are going
to have a break between completing
the course and sitting the exam. This
section features tips for independent
study to prepare for the exam.
Prepare for
the session
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Module 7
Exam preparation
tips
Training objective(s)
Provide an overview of exam information.
Highlight common mistakes or risks to be aware
of during an exam and outline ideas for how
to avoid this.
Share ideas for how to prepare for an exam.
Optional: Discuss independent study tips.
Optional: Complete confidence
self-evaluation sheet.
Timing
20 minutes
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Module 7
Exam preparation tips
Key
Method
Exam preparation
Q&A
Explain that you are interested to hear about the learners’ approaches
to preparing for the exam. Ask:
• How do learners study?
• Does anyone have suggestions for study approaches which may be
helpful?
Slide 247
• What timing/scheduling do they find most effective?
• Do learners have any tips of their own for during the exam?
• Does anyone have any questions?
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Module 8
Course review
What this module
covers
This module formally draws the
PRINCE2 7 Practitioner course to
a close, reviewing progress made
throughout the sessions, summarizing
key exam information, and outlining
potential next steps.
Prepare for
the session ...
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Appendix 1
Handouts/
activity sheets
Activity sheet 1
Activity sheet 2
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Confidence rating (1–5)
Appendix 1
Topic
Handouts / Activity sheets
Appendix 1
Handouts / Activity sheets
Activity sheet 1
Notes
Principles
Extended confidence evaluation
General
Low
High
Low
High
Business case
Low
High
Organizing
Low
High
Plans
Low
High
Quality
Low
High
Risk
Low
High
Issues
Low
High
Progress
Low
High
The learner can use this evaluation sheet to determine how confident they
feel about each
topic. This can help them choose the topics they would like to review during
Workshop 3.
Elements
People
Practices
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Appendix 1
Confidence rating (1–5)
Handouts / Activity sheets
Appendix 1
Handouts / Activity sheets
Topic
Notes
Processes
Starting up a project
Low
High
Directing a project
Low
High
Initiating a project
Low
High
Controlling a stage
Low
High
Managing product delivery
Low
High
Managing a stage boundary
Low
High
Closing a project
Low
High
Notes
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Confidence rating (1–5)
Appendix 1
Topic
Handouts / Activity sheets
Appendix 1
Handouts / Activity sheets
Activity sheet 2
Notes
Principles
Extended confidence evaluation
General
Low
High
Low
High
Business case
Low
High
Organizing
Low
High
Plans
Low
High
Quality
Low
High
Risk
Low
High
Issues
Low
High
Progress
Low
High
The learner can use this evaluation sheet to determine how confident they
feel about
each topic, helping them choose which topics to focus on the most when
revising for the
Practitioner exam.
Elements
People
Practices
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Appendix 1
Confidence rating (1–5)
Handouts / Activity sheets
Appendix 1
Handouts / Activity sheets
Topic
Notes
Processes
Starting up a project
Low
High
Directing a project
Low
High
Initiating a project
Low
High
Controlling a stage
Low
High
Managing product delivery
Low
High
Managing a stage boundary
Low
High
Closing a project
Low
High
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Appendix 2
Resources
Syllabus
Sample papers with
answers and rationales
1. Introduction
3. Question Types
The PRINCE2 7 Practitioner qualification is intended for project managers and aspiring project
managers. It is also relevant to other key staff involved in the design, development and delivery
of projects, including: project board members (e.g. senior responsible owners), team managers
(e.g. product delivery managers), project assurance (e.g. business change analysts), project
support (e.g. Project and Programme Office personnel), and operational line managers/staff.
Example ‘standard’ question:
The PRINCE2 7 Practitioner examination is intended to assess whether a candidate can apply and
tailor the PRINCE2 project management method (as described in the syllabus below). A successful
Practitioner candidate should, with suitable direction, be able to start applying the method to a
real project but may not be sufficiently skilled to do this appropriately for all situations. Their
individual project management expertise, complexity of the project and the support provided for
the use of PRINCE2 in their work environment will all be factors that impact what the Practitioner
can achieve.
a)
b)
c)
d)
2. Exam Overview
This is an ‘open book’ exam. The PRINCE2 7 Managing Successful
Projects Official Book, should be used (and you can make notes
inside the book), but no other material is allowed.
Exam
duration
2 hours 30
minutes
Candidates taking the exam in a language that is not their
native or working language may be awarded 25% extra time, i.e.
188 minutes in total.
Number
of marks
70 marks
There are 70 (part) questions, each worth 1 mark. There is no
negative marking.
Pass mark
42 marks
You will need to get 42 (part) questions correct to pass the
exam.
Level of
thinking
Bloom’s
levels 3&4
“Bloom’s level” describes the type of thinking needed to answer
the question. For Bloom’s level 3 questions, you need to apply
your knowledge to a situation. For Bloom’s 4 questions, you
need to analyse the information provided and reason whether
a course of action is effective/appropriate.
Exam
format
Scenario,
additional
information
& questions
You should read the ‘Project Scenario’ which gives background
information about the project that the questions apply to. For
at least one question, you will also need to use the ‘Additional
Information’ which gives information about people who may be
working on the project.
Question
types
Classic &
matching
The questions are all ‘multiple choice’. There is a short
description of a situation, and then a question. For the ‘classic’
questions (1 mark), you have a question and four options
(A,B,C,D). For the ‘matching’ questions (3 marks) you have 3
pieces of information and you have to choose an answer for
each from a list of 5 or 6 options.
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Yes, because XXX
Yes, because YYY
No, because XXX
No, because YYY
Example ‘Matching’ question:
Here are three actions related to XXX
Which role (A-E) is responsible for each action? Choose only ONE role for each action.
Each role can be used once, more than once, or not at all.
1) To do XXX
A. Project manager
B. Team manager
2) To do XXX
C. Senior user
D. Senior supplier
3) To do XXX
Resources
PRINCE2
Official Book
Was this an appropriate action for the project manager to take, and why?
Appendix 2
Resources
Appendix 2
Material
allowed
The project is in the 'XXX' process. The project manager has decided to do Y.
E. Project executive
Please see the sample paper for an example of the exam format and content.
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Learning
Outcome
4. Syllabus
The tables below give a summary of the concepts that are tested in the exam, and the main parts
of the Official Book in which these are described.
Bloom’s
Level
1. Understand how
to apply the
PRINCE2
principles in
context
1.1 Analyse the application of PRINCE2 principles in context:
a) Ensure continued business justification (2.1)
b) Learn from experience (2.2)
c) Define roles, responsibilities and relationships (2.3)
d) Manage by stages (2.4)
e) Manage by exception (2.5)
f) Focus on products (2.6)
g) Tailor to suit the project (2.7)
2.1 Assess whether an approach to leadership and
management of teams is appropriate (3.3, 3.1)
2.2 Assess whether an approach to leadership and
management of change within a project, and people
affected by a project, is appropriate (3.2, 3.1)
2.3 Apply the approach to the following:
• communications (3.4)
• people central to the method (3.5)
2.4 Apply the key management products required to support
the people element of projects:
• communication management approach (3.4)
• change management approach (3.2)
3.1 Business case
3.1.1 Apply the PRINCE2 ‘business case’ practice,
demonstrating an understanding of:
a) the key management products required to support
the ‘business case’ practice (5.5):
o business case
o PID: benefits management approach
o PID: sustainability management approach
o project brief
b) The areas of focus for key roles associated with the
‘business case’ practice (tab 5.1)
c) Effective management and associated techniques
(5.2, 5.3)
3.1.2 Analyse whether an approach to applying the ‘business
case’ practice is effective and fit for purpose, taking into
consideration: the PRINCE2 principles, and the effective
management and associated techniques of the practice,
and tailoring to the project’s environment/context (5.2,
5.3, 5.4, 5.7,)
3.2 Organizing
3.2.1 Apply the PRINCE2 ‘organizing’ practice, demonstrating
an understanding of:
a) the key management products required to support
the ‘organizing’ practice (6.5):
o PID: project management team structure
BL4
2. Understand how
to apply
effective people
management in
successful
projects
Resources
Appendix 2
3. Understand how
to apply and
tailor relevant
aspects of
PRINCE2
practices in
context
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BL4
BL4
BL3
BL3
BL3
BL4
BL3
o PID: role descriptions
o PID: commercial management approach
b) The areas of focus for key roles associated with the
‘organizing’ practice (tab 6.4)
c) Effective management and associated techniques
(6.2, 6.3)
3.2.2 Analyse whether an approach to applying the ‘organizing’
practice is effective and fit for purpose, taking into
consideration: the PRINCE2 principles, and the effective
management and associated techniques of the practice,
and tailoring to the project’s environment/context (6.2,
6.3, 6.4, 6.7)
3.3 Plans
3.3.1 Apply the PRINCE2 ‘plans’ practice, demonstrating an
understanding of:
a) the key management products required to support
the ‘plans’ practice (7.5):
o plan (project, stage, team & exception plans)
o project product description
o work package description
b) The areas of focus for key roles associated with the
‘plans’ practice (tab 7.1)
c) Effective management and associated techniques
(7.2, 7.3)
3.3.2 Analyse whether an approach to applying the ‘plans’
practice is effective and fit for purpose, taking into
consideration: the PRINCE2 principles, and the effective
management and associated techniques of the practice,
and tailoring to the project’s environment/context (7.2,
7.3, 7.4, 7.7)
3.4 Quality
3.4.1 Apply the PRINCE2 ‘quality’ practice, demonstrating an
understanding of:
a) the key management products required to support
the ‘quality’ practice (8.5):
o product description
o project log: product register
o PID: quality management approach
o project log: quality register
b) The areas of focus for key roles associated with the
‘quality’ practice (tab 8.2)
c) Effective management and associated techniques
(8.2, 8.3)
3.4.2 Analyse whether an approach to applying the ‘quality’
practice is effective and fit for purpose, taking into
consideration: the PRINCE2 principles, and the effective
management and associated techniques of the practice,
and tailoring to the project’s environment/context (8.2,
8.3, 8.4, 8.7)
3.5 Risk
BL4
BL3
Resources
Assessment Criteria
Bloom’s
Level
Appendix 2
Learning
Outcome
Assessment Criteria
BL4
BL3
BL4
BL3
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Learning
Outcome
Assessment Criteria
PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd.
Assessment Criteria
Bloom’s
Level
c)
BL4
BL3
BL4
BL3
4. Understand how
to apply (and
tailor) relevant
aspects of
PRINCE2
processes in
context
Effective management and associated techniques
(11.2, 11.3)
3.7.2 Analyse whether an approach to applying the ‘progress’
practice is effective and fit for purpose, taking into
consideration: the PRINCE2 principles, and the effective
management and associated techniques of the practice,
and tailoring to the project’s environment/context (11.2,
11.3, 11.4, 11.7)
4.1 Starting up a project
4.1.1 Carry out the ‘starting up a project’ process,
demonstrating an understanding of:
a) The activities, inputs and outputs (tab 13.1, 13.4)
b) The recommended roles and responsibilities within
the process (RACI table) (tab 13.2)
c) How the practices are applied (tab 13.3)
4.1.2 Analyse whether the ‘starting up a project’ process
activities, roles and responsibilities are effective and fit
for purpose, taking into consideration: tailoring to the
project’s environment/context, the PRINCE2 practices,
and the purpose and objectives of the process (13.1,
13.2, 13.4, 13.5, 13.6, 13.7)
4.1 Directing a project
4.2.1 Carry out the ‘directing a project’ process, demonstrating
an understanding of:
a) The activities, inputs and outputs (tab 14.1, 14.4)
b) The recommended roles and responsibilities within
the process (RACI table) (tab 14.2)
c) How the practices are applied (tab 14.3)
4.2.2 Analyse whether the ‘directing a project’ process
activities, roles and responsibilities are effective and fit
for purpose, taking into consideration: tailoring to the
project’s environment/context, the PRINCE2 practices,
and the purpose and objectives of the process (14.1,
14.2, 14.4, 14.5, 14.6, 14.7)
4.3 Initiating a project
4.3.1 Carry out the ‘initiating a project’ process, demonstrating
an understanding of:
a) The activities, inputs and outputs (tab 15.1, 15.4)
b) The recommended roles and responsibilities within
the process (RACI table) (tab 15.2)
c) How the practices are applied (tab 15.3)
4.3.2 Analyse whether the ‘initiating a project’ process
activities, roles and responsibilities are effective and fit
for purpose, taking into consideration: tailoring to the
project’s environment/context, the PRINCE2 practices,
and the purpose and objectives of the process (15.1,
15.2, 15.4, 15.5, 15.6, 15.7)
4.4 Controlling a stage
4.4.1 Carry out the ‘controlling a stage’ process, demonstrating
an understanding of:
BL4
BL3
BL4
BL3
Resources
138
Learning
Outcome
Appendix 2
Resources
Appendix 2
3.5.1 Apply the PRINCE2 ‘risk’ practice, demonstrating an
understanding of:
a) the key management products required to support
the ‘risk’ practice (9.5):
o PID: risk management approach
o project log: risk register
b) The areas of focus for key roles associated with the
‘risk’ practice (tab 9.3)
c) Effective management and associated techniques
(9.2, 9.3)
3.5.2 Analyse whether an approach to applying the ‘risk’
practice is effective and fit for purpose, taking into
consideration: the PRINCE2 principles, and the effective
management and associated techniques of the practice,
and tailoring to the project’s environment/context (9.2,
9.3, 9.4, 9.7)
3.6 Issues
3.6.1 Apply the PRINCE2 ‘issues’ practice, demonstrating an
understanding of:
a) the key management products required to support
the ‘issues’ practice (10.5):
o PID: issue management approach
o issue register
o issue report
b) The areas of focus for key roles associated with the
‘issues’ practice (tab 10.2)
c) Effective management and associated techniques
(10.2, 10.3)
3.6.2 Analyse whether an approach to applying the ‘issues’
practice is effective and fit for purpose, taking into
consideration: the PRINCE2 principles, and the effective
management and associated techniques of the practice,
and tailoring to the project’s environment/context (10.2,
10.3, 10.4, 10.7)
3.7 Progress
3.7.1 Apply the PRINCE2 ‘progress’ practice, demonstrating an
understanding of:
a) the key management products required to support
the ‘progress’ practice (11.5):
o project log: daily log
o project log: lessons log
o lessons report
o end stage report
o end project report
o checkpoint report
o highlight report
o exception report
o PID: digital and data management approach
b) The areas of focus for key roles associated with the
‘progress’ practice (tab 11.3)
Bloom’s
Level
BL4
BL3
BL4
BL3
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Learning
Outcome
Assessment Criteria
PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd.
The PRINCE2 Practitioner examination will consist of four (4) sections with the following structure:
BL4
BL3
Weighting
%
Learning Outcome
1. Understand how to apply the PRINCE2 principles in context
2. Understand how to apply effective people management in successful
projects
3. Understand how to apply and tailor relevant aspects of PRINCE2 practices in
context
4. Understand how to apply (and tailor) relevant aspects of PRINCE2 processes
in context
Total
10%
9%
51%
30%
100%
BL4
Resources
140
5. Exam Specification
Appendix 2
Resources
Appendix 2
a) The activities, inputs and outputs (Tab 16.1, 16.4)
b) The recommended roles and responsibilities within
the process (RACI table) (tab 16.2)
c) How the practices are applied (tab 16.3)
4.4.2 Analyse whether the ‘controlling a stage’ process
activities, roles and responsibilities are effective and fit
for purpose, taking into consideration: tailoring to the
project’s environment/context, the PRINCE2 practices,
and the purpose and objectives of the process (16.1,
16.2, 16.4, 16.5, 16.6, 16.7)
4.5 Managing product delivery
4.5.1 Carry out the ‘managing product delivery’ process,
demonstrating an understanding of:
a) The activities, inputs and outputs (tab 17.1, 17.4)
b) The recommended roles and responsibilities within
the process (RACI table) (tab 17.2)
c) How the practices are applied (tab 17.3)
4.5.2 Analyse whether the ‘managing product delivery’ process
activities, roles and responsibilities are effective and fit
for purpose, taking into consideration: tailoring to the
project’s environment/context, the PRINCE2 practices,
and the purpose and objectives of the process (17.1,
17.2, 17.4, 17.5, 17.6, 17.7)
4.6 Managing a stage boundary
4.6.1 Carry out the ‘managing a stage boundary’ process,
demonstrating an understanding of:
a) The activities, inputs and outputs (tab 18.1, 18.4)
b) The recommended roles and responsibilities within
the process (RACI table) (tab 18.2)
c) How the practices are applied (tab 18.3)
4.6.2 Analyse whether the ‘managing a stage boundary’
process activities, roles and responsibilities are effective
and fit for purpose, taking into consideration: tailoring to
the project’s environment/context, the PRINCE2
practices, and the purpose and objectives of the process
(18.1, 18.2, 18.4, 18.5, 18.6, 18.7)
4.7 Closing a project
4.7.1 Carry out the ‘closing a project’ process, demonstrating
an understanding of:
a) The activities, inputs and outputs (tab 19.1, 19.4)
b) The recommended roles and responsibilities within
the process (RACI table) (tab 19.2)
c) How the practices are applied (tab 19.3)
4.7.2 Analyse whether the ‘closing a project’ process activities,
roles and responsibilities are effective and fit for
purpose, taking into consideration: tailoring to the
project’s environment/context, the PRINCE2 practices,
and the purpose and objectives of the process (19.1,
19.2, 19.4, 19.5, 19.6, 19.7)
Bloom’s
Level
BL3
BL4
BL3
BL4
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Scenario Booklet
Scenario 4: NowByou
NowByou is a not-for-profit organization that works with local communities to eliminate
discrimination of any kind and help advance the international human rights system through local
and targeted interventions.
NowByou forms, chairs, and equips networking and support groups, where anyone who has
experienced discrimination can share their experiences and thoughts in a safe and empowering
space. Additionally, NowByou is one of the few non-governmental organizations (NGOs) in the
country that works directly with police forces to co-develop campaigns that encourage the
reporting of discriminatory incidents to authorities.
Recent research has shown that discrimination against marginalized groups, particularly the
homeless and refugees, is growing at a concerning rate. The increase in discrimination has led
NowByou to believe that a new six-month campaign is required to address this issue.
They have decided to run the campaign as a project, aiming to both raise awareness of this type
of discrimination and reinforce their own brand recognition (as NowByou is highly dependent on
the goodwill of donors and financial aid from partners).
The project management maturity of the organization is very low, with no standardized
processes or templates in place. For that reason, NowByou has contacted a professional project
Chair of Trustees As a not-for-profit organization, there is a board of trustees who oversee the
organization. The chair of trustees is the member of parliament for the area in which NowByou
Head Office is located.
The Chief Executive Officer (CEO) of NowByou was one of the founders of NowByou and has
been CEO for the whole of its existence. She is very experienced in the not-for-profit sector and
is a Director of a number of other charities.
The Chief Finance Officer (CFO) of NowByou was appointed 6 months ago and has been very
active with donors and partners to increase the financial standing of the organization. Was
previously a senior executive with a major bank and is keen to bring good portfolio and project
management practices to NowByou.
The Head of Fund-Raising reports to the CFO and previously worked within an organization with
good portfolio, programme and project management practices and helped to gain approval for
the appointment of the external professional project manager and the establishment of a
Portfolio Office within NowByou. This role is PRINCE2 qualified.
The Fund-Raising Administrator reports to the Head of Fund-Raising. He joined NowByou 10
years ago and has previously worked in the HR and Campaign Departments. He has asked his
•
developing the initial project management documentation
•
advising and coaching the NowByou director of campaigns, who is sponsoring the project
•
mentoring the staff member who will be appointed as project manager
The Human Resources Director (HR) Director is responsible for ensuring the terms and
•
advise the project team how to use a variety of media (tv, press, and social networks) for
conditions and working conditions are appropriate and in line with market expectations so that
this, and other future projects.
high-quality staff and volunteers can be recruited and retained. She is responsible for ensuring all
manager if he can be trained in PRINCE2.
NowByou staff, volunteers and contractors have been appropriately cleared and vetted to work
There is a high-level view of the project, but this is to be confirmed, as pre-project discussions are
with their vulnerable clients.
still occurring:
Stage 1 (initiation)
The NowByou Director of Campaigns has recently joined NowByou having previously been a
•
business case
senior marketing manager with a commercial organization manufacturing baby foods where he
•
project initiation documentation
had a successful track record in managing a team launching new products. He has overall
Stage 2
•
campaign high-level requirements gathering
•
options analysis
Stage 3
responsibilities for all campaigns within NowByou. This is his first director level appointment.
A Portfolio Office Manager, previously a senior administrative officer within NowByou, has been
appointed to set up the portfolio office and work with the Contracted Project Manager to
•
implementation of chosen option(s)
implement and establish the initial project management documentation and processes. This is a
•
closure.
significant promotion for her and hopes that her role will ultimately be responsible for the line
The main output from the project will be a delivered multi-channel campaign.
management of project staff across NowByou.
The Contracted Project Manager has worked with many NGO’s across the world successfully
helping them manage and deliver projects. This contract is initially for 50% of her time but this is
expected to decrease to 25% after the first three months. She assisted in the selection and
appointment of the Portfolio Office Manager.
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responsible for:
Roles
Appendix 2
Resources
Appendix 2
manager with a track record of successful delivery in the not-for-profit sector who will be
Additional Information
The Police Liaison Officer joined NowByou five years ago after retiring from a successful career
with the national police force as a Chief Inspector. He has worked closely with the HR Director on
past initiatives and has been establishing a close professional relationship with the new Director
of Campaigns.
Graduate Trainees The HR Director instigated a graduate trainee programme two years ago.
The first four trainees will reach the end of their two-year training programme in two months’
time and a decision needs to be taken as to whether they will be offered ongoing roles with
NowByou. All have received PRINCE2 training.
Chair of User Group NowByou have set up a user group of interested parties from local
communities, networking, homelessness and refugee groups. The chair of this group has recently
retired and is keen to provide any support he can to this new campaign.
The Chief Constable who has been appointed as a member of the Board of Trustees. She has
expressed support for the new campaign as one of her concerns is members of the homeless
and refugee communities becoming victims of crime.
Head of Publicity and Social Media he reports to the Director of Campaigns and is responsible
for Brand management, press release and social media. They have three full-time members of
staff in their department.
Resources
Appendix 2
Resources
Appendix 2
The Head of IT manages all the IT resources and infrastructure for NowByou. The IT department
has six specialist staff.
Marketing Agency Director NowByou have a relationship with a commercial marketing agency,
CharityM, who works with the Head of Publicity and Social Media in developing and placing
advertising on TV and radio stations.
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Sample Paper 1:
Question Booklet
Multiple Choice
Examination Duration: 2 hours and 30 minutes
Instructions
1. You should attempt all 70 questions. Each question is worth one mark.
2. There is only one correct answer per question.
3. You need to answer 42 questions correctly to pass the exam.
4. Mark your answers on the answer sheet provided. Use a pencil (NOT pen).
5. You have 2 hours and 30 minutes to complete this exam.
6. This is an 'open book' exam. You can use the PRINCE2® 7 Managing Successful Projects
Official Book.
Projects Official Book, and the Scenario Booklet.
9. Do not use information from one question to answer another.
Which principle is being applied, and why?
A. 'Focus on products', because the Contracted Project Manager should identify the
products needed to deliver the campaign successfully
B. 'Focus on products', because the Contracted Project Manager should estimate the work
to deliver the non-digital communications
C. 'Manage by exception', because the project should use a range of different
communication channels to deliver the campaign
D. 'Manage by exception', because the Contracted Project Manager should be empowered
to make decisions about the detailed work
2. The project executive asked the Contracted Project Manager to implement the chosen option
during stage 3 using an iterative-incremental delivery approach. This approach will allow
feedback to be gathered as the campaign is expanded and rolled out. This will be a new way
of working for NowByou. As a result, the Contracted Project Manager will undertake the role
of agile coach during the stage to assist in the use of trials and focus groups.
How well does this apply the 'tailor to suit the project' principle, and why?
A. It applies it well, because an additional role of agile coach should be appointed to advise
on how to use PRINCE2 alongside agile techniques
B. It applies it well, because the project management method used on the project should be
aligned with NowByou’s business processes
C. It applies it poorly, because the Contracted Project Manager should coach the project
team members within a separate project
D. It applies it poorly, because the role of coach is not one of the three primary stakeholders
whose interests should be represented
3. The project management maturity of NowByou is very low, with no standardized processes
or templates. Previous projects have relied heavily on the expertise of CharityM that delivers
advertising campaigns on behalf of NowByou. But CharityM do not follow a recognized
project management method. As a result, the Contracted Project Manager has been asked to
perform the role of coach to the newly appointed project manager from the beginning of
stage 2 and throughout the project.
Is this an appropriate application of the 'tailor to suit the project' principle, and why?
A. Yes, because the Contracted Project Manager should be given a role to pass on their skills
to the project team, for the benefit of this, and future, projects
B. Yes, because CharityM uses different processes and terminology when delivering the
advertising campaigns on behalf of NowByou
C. No, because the Contracted Project Manager is unlikely to be available full-time
throughout the delivery of the advertising campaign
D. No, because the project manager should manage the relationship with CharityM to
deliver the advertising campaign
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8. No materials are allowed other than the exam paper, the PRINCE2® 7 Managing Successful
1. The project is in the 'starting up a project' process. The Chair of the User Group has advised
that not everyone in the groups affected by discrimination will have access to digital media.
So that all homeless people know how to report discriminatory incidents, the Contracted
Project Manager has recommended that non-digital methods of communication also be
included as part of the project.
Appendix 2
Resources
Appendix 2
7. Use the Scenario Booklet (Scenario 4: NowBYou and Additional information).
PRINCIPLES
4. The Chief Finance Officer is hosting a pre-project workshop with a range of people from the
project ecosystem, including the Chair of the User Group, Director of Campaigns and the
Police Liaison Officer, as well as the Marketing Agency Director. The purpose of this workshop
is to understand how the project is likely to contribute towards achieving the objectives of all
those involved in analysing options and delivering the chosen option for the campaign.
Why is this a good application of the 'ensure continued business justification' principle?
A. Because the parties involved in delivering the campaign should balance the project’s
contribution to objectives, against the costs and risks at the start of the project
B. Because the Chief Finance Officer should engage the primary stakeholders of business,
users and suppliers in the workshop to gain their commitment to their roles
C. Because the Chief Finance Officer should lead across organizational boundaries to
engage with people who are affected by the project, but are not within the defined
project team
D. Because the parties involved in delivering the campaign should ensure that their business
justification remains valid as the project delivers the chosen option
5. The project is in the 'starting up a project' process. The Contracted Project Manager has
recognized that the Campaign against Discrimination Project has a short timescale and is
being delivered in three stages. Based on their work on their last project for another NGO,
they have recommended that work to analyse options should start during the initiation stage,
rather than stage 2. They believe this will save time for the project.
6. The project is approaching the end of the 'initiating a project' process and the Chief Finance
Officer has secured funding for the project from a few major donors. The Chief Finance
Officer will continue to have one-to-one contact with these major donors throughout the
project to inform them of progress and how the chosen campaign option will support
NowByou’s objectives.
Which principle is being applied by the Chief Finance Officer when meeting regularly with the
donors, and why?
A. Yes, because the Chief Finance Officer should delegate authority to the project manager
for managing each stage, based on the defined stage ends
B. Yes, because the project manager should plan the stage ends to take into account the
influence that the fund-raising campaigns will have on the project finances
C. No, because the Chief Finance Officer should review the viability of the project more
frequently to retain control over the project
D. No, because the project manager should divide the project into shorter stages because
the project management maturity of NowByou is low
PEOPLE
8. The project is in the 'starting up a project' process and the new project manager has now
been appointed. They have asked a trainee to gather the high-level requirements because
the trainee has just become a PRINCE2 Practitioner. The project manager wants them to gain
some practical experience and they are the only member of the project team available for
this task. However, no progress has been made on this task due to the trainee's inexperience.
The project manager has asked the Contracted Project Manager to perform this task instead,
with the trainee shadowing them to gain experience.
Is this solution an appropriate way of 'leading successful teams' according to the 'people'
element, and why?
A. Yes, because requirements gathering should be completed by the Contracted Project
Manager who has no conflict of interest in the outcome
B. Yes, because the trainee’s competency gap should be addressed by shifting responsibility
to the Contracted Project Manager, while upskilling the trainee
C. No, because the new project manager should have chosen a team member with
appropriate competency and capability from the start
D. No, because the trainee is a PRINCE2 Practitioner and therefore should be capable of
completing this task without assistance
A. 'Define roles, responsibilities and relationships', because the Chief Finance Officer should
build relationships with these major donors throughout the project
B. 'Define roles, responsibilities and relationships', because the major donors are business
stakeholders whose interests should be represented on the project team
C. 'Ensure continued business justification', because the Chief Finance Officer should justify
the project to the major donors to secure the funding
D. 'Ensure continued business justification', because the chosen campaign option should
support the business objectives of NowByou
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A. No, because the project should have two stages including an initiation stage
B. No, because the project should be properly initiated before work starts on options
analysis
C. Yes, because experiences from previous projects should be reviewed when starting up a
project
D. Yes, because projects are unique and the project team should continue to learn during
each of the three stages
Is this an appropriate application of the 'manage by stages' principle, and why?
Appendix 2
Resources
Appendix 2
Is this an appropriate application of the 'learn from experience' principle, and why?
7. NowByou runs consecutive fund-raising campaigns lasting approximately eight weeks each.
The success of these campaigns determines the funds available to the organization for the
coming months. During the 'initiating a project' process, the project manager is preparing the
project plan for the Campaign against Discrimination Project. The project manager has
consulted the Chief Finance Officer, who has recommended that the stage ends should
coincide with the end of these NowByou fund-raising campaigns. This is to allow the funding
of the project to be reviewed based on donations made to NowByou during the previous
campaign period.
9. Some of the project team members are based at the head office, but most of them work from
home at least a few days a week, in line with NowByou's working practices. The project
manager has organized a dedicated project meeting room and has asked team members to
attend the office every day to promote social cohesion and information sharing. This has
been met with resistance. One project team member has even complained to the CEO of
NowByou.
Is this an appropriate way of 'leading successful teams' according to the 'people' element,
and why?
A. Yes, because co-locating the team should promote the sharing of information organically
through informal networks
B. Yes, because the project manager should decide how the team should work together to
promote team-working
C. No, because the project manager should organize specific co-location days for the remote
team members to build relationships
D. No, because the project manager should have consulted the project executive before
implementing a change to NowByou's working practices
A. Yes, because the project manager should repeat stakeholder identification and analysis
throughout the project lifecycle to identify additional stakeholders
B. Yes, because the project team should use different communication frequency and
channels for new stakeholders identified as the project progresses
C. No, because the project manager should have consulted with project assurance when
deciding who to invite to the stakeholder analysis workshop
D. No, because the project manager should have identified additional stakeholders,
including support groups, who influence the campaign requirements and options
A. Yes, because the project manager should realign ways of working to the emerging project
culture based on feedback from the project team
B. Yes, because the project team should not waste time completing unnecessary
administrative tasks when project support should help
C. No, because the issue management approach should be protected from uncontrolled
change once it has been baselined at the end of the 'initiating a project' process
D. No, because communication with the project team should be improved to ensure future
compliance with the approved issue management approach
12. One of the graduate trainees was appointed as project manager during the initiation stage. At
the beginning of the project, the new project manager was reporting on progress every week
to the project board. However, the project is now in stage 2, the requirements gathering has
been completed on time and to budget, and the option analysis is progressing well. As a
result, the project board has agreed that highlight reports should be produced every two
weeks, and the cost and time tolerances for the stage have been relaxed. This should
empower the project manager to make more decisions.
Which principle is being applied by this example of 'people and relationships central to the
PRINCE2 method'?
A.
B.
C.
D.
Learn from experience
Manage by exception
Manage by stages
Focus on products
13. Discrimination against marginalized groups, in particular the homeless and refugees, is
growing at a concerning rate.
Under which heading of the change management approach should this information be
recorded?
A.
B.
C.
D.
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Characteristics of the current state
Characteristics of the target state
Enabling activities before transition
Enabling activities during transition
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Is this an appropriate application of 'leading successful change' according to the 'people'
element, and why?
Is this an appropriate application of 'leading successful change' according to the 'people'
element, and why?
Appendix 2
Resources
Appendix 2
10. The project is in the 'initiating a project' process. The project manager has held a stakeholder
analysis workshop with the project team to produce the communication management
approach. At the workshop, all the project team members were identified as stakeholders
and their communication needs were discussed. No other stakeholders were identified, but
the project manager expects them to make themselves known as the project continues. The
project manager drafted the communication management approach, ready for submission to
the project board.
11. The project is in stage 3. The issue management approach requires a 'new issue form' to be
completed in order to raise an issue to the project manager. On many occasions, team
members have not used the 'new issue form' and have emailed the project manager instead
as it is easier. Feedback from the project team has revealed that they find the form difficult to
complete, with too much detail being required. The project manager has simplified the form
and has also agreed that project support will complete the form based on an email, if
required.
BUSINESS CASE
ORGANIZING
Under which heading of the business case (A-E) should the statements be recorded?
Choose only ONE heading for each statement. Each heading can be used once, more than once,
or not at all.
Which individual (A-F) would be most appropriate for each role according to the 'organizing'
practice?
Choose only ONE individual for each role. Each individual can be used once, more than once, or
not at all.
Here are three statements relating to the business case for the project.
14. The project is at the end of stage 2 and, after a review, it
is now anticipated there will be a one month delay. The
project will now take 7 months to complete
15. There has been an increase in reported incidents relating
to discrimination against the homeless and refugees
16. Funding will be a mix of both public sector and private
sector donations
Reasons
Business options
Time
Costs
Major risks
17. The project executive has decided to treat stage 2 as a separate feasibility project with its
own business case. The output from this project will be high-level requirements and a
recommended option. The project manager has documented the following benefit in the
business case for the Feasibility Study Project.
"A 10% increase in the donations received from existing individual donors and donor
organizations."
18. During the 'starting up a project' process, the project executive decided that it would waste
time and effort to produce a business case during stage 1. This is because the project team
will not have enough information to determine whether the multi-channel campaign is
desirable, viable and achievable until the options analysis has been completed during stage 2.
Is this an appropriate application of the ‘business case’ practice, and why?
A. Yes, because the project team should know the costs and timescales for the campaign
once the option(s) to be implemented have been chosen
B. Yes, because the project team should know the links between the chosen option,
outcomes and benefits resulting from that option once the option is chosen
C. No, because the project executive should establish the business justification for the
Campaign against Discrimination Project in the initiation stage
D. No, because NowByou should review the increased awareness of discrimination
described in the business case after the project has closed
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Chief Executive Officer
Graduate Trainees
Chief Finance Officer
Marketing Agency Director
Head of Publicity and Social
Media
Head of IT
22. NowByou has just made the decision to run the 6-month campaign as a project. As a result,
the Director of Campaigns has appointed the Chief Finance Officer (CFO) as the project
executive so that the 'starting up a project' process can commence.
Is this appointment an appropriate application of the ‘organizing’ practice, and why?
A. Yes, because the CFO should be in a position to ensure that the project contributes to the
financial standing of the organization
B. Yes, because the project executive should be the single point of accountability for the
Campaign against Discrimination Project
C. No, because the Director of Campaigns is sponsoring the project and is advised and
mentored by the Contracted Project Manager to oversee the project
D. No, because the Head of Publicity and Social Media should be responsible for the
outcome ‘increased awareness of discrimination’ from the delivered multi-channel
campaign
23. NowByou has just made the decision to run the 6-month campaign as a project. As a result,
the Chief Executive Officer (CEO) has appointed the Director of Campaigns as the project
executive so that the 'starting up a project' process can commence. One of the graduate
trainees is likely to be appointed as the project manager.
Is the appointment of the Director of Campaigns appropriate according to the ‘organizing’
practice, and why?
A. Yes, because the project executive role should be separate to the project manager role
being fulfilled by the graduate trainee
B. Yes, because the Director of Campaigns should be well suitable to represent the interests
of the CEO on the project
C. No, because the CEO is more experienced in the not-for-profit-sector and should be more
suitable to fulfill the role of project executive
D. No, because the project executive should ensure that improved capacity planning leads
to increased staff morale
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A. Yes, because a benefit is the measurable improvement resulting from an outcome
perceived as an advantage by the investing organization
B. Yes, because the benefits should be identified in the business case to support the
business justification at the beginning of the project
C. No, because business justification for the Feasibility Study Project should consider the
value of a project, not just the benefits
D. No, because the output of the Feasibility Study Project will be a recommended option
that will not result in the required outcomes to realize the stated benefit
19. Project manager
20. Project executive
21. Senior supplier
Appendix 2
Resources
Appendix 2
Is documenting this as a benefit of the Feasibility Study Project an appropriate application of
the ‘business case’ practice, and why?
Here are three roles relating to the NowByou Project.
PLANS
Here are three actions related to developing the stage 2 plan.
Which role (A-F) should be responsible for each action?
Choose only ONE role for each action. Each role can be used once, more than once, or not at all.
24. Check the stage 2 plan to ensure that enough time
has been allowed to obtain input and feedback from
the User Group on the high-level requirements
gathering and options analysis
25. Provide any NowByou standards that exist, based
on what was used on previous projects, that could
be used when preparing the stage 2 plan
26. Prepare the schedule for the requirements
gathering work package for input to the stage 2 plan
Business layer
Project executive
Senior user
Senior supplier
Project manager
Team manager
27. The project is in stage 1 and the Head of Publicity and Social Media has asked that the project
complies with NowByou's procedures for data privacy and confidentiality. This requirement
has been documented in the project initiation documentation. The multi-channel campaign is
being implemented by an external marketing agency during stage 3. The team managers
implementing the campaign will need to understand this requirement.
Commercial management approach
Project product description
Stage plan
Work package description
28. The project is at the end of stage 2. The project executive has suggested that stage 3 should
be divided into two separate stages. The first stage (stage 3a) would implement the chosen
campaign option, and the second one (stage 3b) would close the project. The project
executive has instructed the project manager to plan both stage 3a and stage 3b at the end
of stage 2 to save time at the end of the next stage.
A. Yes, because the project manager should ensure that there is no overlap in the scope of
any of the work packages
B. Yes, because the project manager should prepare a stage plan for the next stage, at the
end of the preceding stage
C. No, because the project manager should include a schedule of activities to close the
project in the stage 3 plan
D. No, because the project manager should have produced the initiation stage plan during
the 'starting up a project' process
QUALITY
Here are three items of information relating to the 'quality' practice.
Under which heading of the quality management approach (A-E) should they be recorded?
Choose only ONE option. Each option can be used once, more than once, or not at all.
30. The marketing campaign will need to conform to
NowByou’s advertising standards
31. The Head of Publicity and Social Media will approve all
materials to be included in the multi-channel campaign
during stage 3, prior to running the campaign
32. The marketing campaign will be trialled across all
channels using focus groups to ensure that the
campaign will be well received by all members of the
community
Scope
Supporting tools and
techniques
Resources
References
Responsibilities
Resources
A.
B.
C.
D.
Is this proposal an appropriate application of the ‘plans’ practice, and why?
Appendix 2
Resources
Appendix 2
According to the 'plans' practice, where should the team managers find this information?
29. The project is in stage 1 and the Contracted Project Manager is preparing the project plan.
The Contracted Project Manager has proposed that two stage plans should be produced for
the rest of the project one at the end of stage 1 and the other at the end of stage 2.
33. The Contracted Project Manager is drafting the quality management approach during stage 1.
The Director of Campaigns has suggested that the objective of project quality management
should be to ensure that the project team is familiar with, and able to use, a variety of media
(tv, press, and social networks) by the end of the project.
Is this decision by the project executive an appropriate application of the ‘plans’ practice, and
why?
Is this an appropriate application of the ‘quality’ practice, and why?
A. Yes, because the ‘closing a project’ process should provide a fixed point at which
acceptance of the delivered multi-channel campaign should be confirmed
B. Yes, because the work package to implement the chosen campaign option should be in
the stage 3a plan, and the work to close the project should be in the new stage 3b plan
C. No, because the activities to complete the 'closing a project' process should be planned at
the end of stage 2, not at the end of stage 3a
D. No, because the activities to complete the 'closing a project' process should be planned
towards the end of the final stage
A. Yes, because the use of media by the project team is a user quality expectation to be
achieved by the delivered multi-channel campaign
B. Yes, because the use of media by the project team is an acceptance criterion to be
achieved by the delivered multi-channel campaign
C. No, because the use of media by the project team is an outcome to be achieved, rather
than a purpose of project quality management
D. No, because the use of media by the project team is an output to be produced as part of
the delivered multi-channel campaign
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34. The project is in stage 1 and the project manager is preparing the quality management
approach. The Human Resources (HR) Director has stated that all partner organizations
(contributors and suppliers) must have an appropriate equality and diversity policy in place.
In addition, they must be able to provide evidence that they comply with this policy. The
project manager has documented this requirement in the quality management approach,
which will be baselined at the end of the initiation stage.
39. The project is in the 'initiating a project' process. The Contracted Project Manager has
recommended that the project board should define the risk appetite to be used when setting
the risk tolerance. This will enable the project manager to recommend which risks to respond
to actively, based on the risk tolerance.
Is the project manager's action an appropriate application of the ‘quality’ practice, and why?
A. Yes, because the project management maturity of the organization is very low, and the
risk appetite has not yet been defined
B. Yes, because risk tolerance should be based on the combined effect of the individual risks
to the project's objectives
C. No, because the Chief Executive Officer should define project-level risk tolerances in
consultation with the board of trustees
D. No, because the Chief Executive Officer should agree the NowByou's risk appetite in
consultation with the board of trustees
A. Yes, because the quality management approach should define the quality standards for
the project
B. Yes, because the quality management approach should be baselined at the end of the
initiation stage
C. No, because this requirement should be documented in the quality register as part of the
project's quality controls
D. No, because quality tolerances should be defined to allow for deviation from the defined
standard
RISK
35. The Contracted Project Manager has been asked to
find an experienced project support person to
provide administrative support
36. The Contracted Project Manager has advised that
they will be available at least until the end of stage 2
37. If an experienced project support person is not
found, the project could be delayed beyond project
time, and, possibly, cost tolerances, putting the
business justification of the project at risk
Proximity
Impact
Probability
Risk action owner
Risk owner
38. The following entry has been recorded in the risk register:
Risk description: "The project management maturity of the organization is very low."
Is this an appropriate risk register entry, and why?
A.
B.
C.
D.
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Yes, because the low maturity is likely to have a negative impact on objectives
Yes, because the low maturity could influence the achievement of objectives
No, because the low maturity is an issue and should be entered in the issue register
No, because the description does not include the source of the risk
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The project team has received some great news. They have received a large anonymous
donation. As a result, they have decided to extend the scope of the project. It has been agreed
that they should now hold some workshops and actively visit large corporate organizations to do
presentations and distribute merchandise to enable publicity. The project team believes that this
will increase awareness of discrimination significantly.
Here are three actions. Which role (A - E) should be responsible for each action?
Choose only ONE role for each action. Each role can be used once, more than once, or not at all.
40. Decide if adding the workshops, presentations and
merchandise will increase awareness of
discrimination
41. Create product descriptions and additional work
packages for the workshops, presentations and
merchandise
42. Update the project log to confirm the decision to
add the workshops, presentations and merchandise
to the project scope
Senior user
Senior supplier
Project assurance
Project manager
Team manager
43. The newly appointed project manager recorded the following entry in the issue register and
then immediately created an exception report to assess its impact:
“The project management maturity of the organization is very low, with no standardized
processes or templates in place.”
Is this an appropriate application of the ‘issues’ practice, and why?
A. Yes, because an exception report should be created for every issue recorded on the issue
register
B. Yes, because an exception report should offer options and recommendations for how to
proceed
C. No, because the issue should be recorded in an issue report to describe its impact on the
project baseline
D. No, because the issue owner should create the exception report, not the project manager
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Here are three items of information.
Under which heading of the risk register (A-E) should the information be recorded?
Choose only ONE heading for each item of information. Each heading can be used once, more
than once, or not at all.
ISSUES
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Appendix 2
The following risk has been recorded in the risk register:
"As the project management maturity of NowByou is low, there is a risk that if the Contracted
Project Manager is not available to work, the project will be delayed."
In response to this risk, an experienced project support person needs to be found to work
alongside the Contracted Project Manager.
Is this an appropriate application of the ‘risk’ practice, and why?
44. The following entry has been made in the issue register for the Campaign against
Discrimination Project by the Portfolio Office Manager:
“The project management maturity of the organization is very low, with no standardized
processes or templates in place. Without a corrective action, the Campaign against
Discrimination Project will fail to achieve its objectives.”
As a result, the Contracted Project Manager, who has a track record of successful delivery in
the not-for-profit sector, was appointed. The Contracted Project Manager then marked the
entry as ‘closed’.
Is this an appropriate application of the ‘issues’ practice, and why?
A. Yes, because the Contracted Project Manager should be responsible for managing the
issue procedure
B. Yes, because the impact of the issue was assessed, an appropriate response was chosen
and implemented effectively
C. No, because an issue report should be created for issues on the issue register, if required
D. No, because the Portfolio Office Manager, as issue owner, should close the entry on the
issue register
PROGRESS
45. During stage 2, the time tolerance is +1 week. The
project manager forecasts that a delay to the media
training will result in a 2-week delay to the stage
46. The project had repeated issues with more staff
leaving NowByou during the project than originally
expected. This resulted in extra training of new staff
members in media usage and caused delays
throughout the project
47. The research team manager delivering the options
analysis work package has collected data to inform
the project manager about how the options analysis
is progressing
Exception report
Daily log
Highlight report
Checkpoint report
End project report
A. Yes, because the project management maturity of the organization is very low, and
reporting should be more frequent when teams are inexperienced
B. Yes, because the project manager should negotiate the effort, cost and time to deliver
each of the work packages with the team managers
C. No, because the team managers should be allowed to control the work of the work
packages within the tolerances agreed with the project manager
D. No, because the project manager should have agreed tolerances for each of the seven
types of tolerance with the team managers to enable control
49. The project is in stage 1 and tolerances need to be defined. The Contracted Project Manager
is holding a workshop with the Director of Campaigns and other project board members.
They need to decide whether delivering a high-quality campaign that will generate more
donations and awareness is more important than on time delivery.
Is making this decision an appropriate application of the ‘progress’ practice, and why?
A. Yes, because the project board should 'manage by exception' by monitoring progress
against the project plan
B. Yes, because the project board should prioritize the constraints in order to allocate
tolerances for the project and each stage
C. No, because the project manager should work with the team managers to prioritize the
constraints and set work package tolerances
D. No, because the project manager should include the required level of detail in the project
plan to enable control by the project board
PROCESSES
50. The project is in stage 3. The project manager has recorded a request for change to
implement the campaign using an additional social media channel. This request for change
will cause a stage-level exception. As a result, the project manager has issued an exception
report to the project board. The project executive, in the 'directing a project' process, needs
to ensure that the impact has been adequately assessed before responding to the exception
report.
Which role should the project executive consult?
A.
B.
C.
D.
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Senior user
Project assurance
Team manager
Project support
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Here are three items of information.
Under which heading of the risk register (A-E) should the information be recorded?
Choose only ONE product for each piece of information. Each product can be used once, more
than once, or not at all.
Is this an appropriate application of the ‘progress’ practice, and why?
Appendix 2
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Appendix 2
Here are three items of information about the 'progress' of the project.
Which management product (A-E) should they be recorded in?
48. The project is in stage 1 and the Contracted Project Manager is drafting the controls to be
included in the project initiation documentation. The Contracted Project Manager has
identified that the project management maturity of NowByou is low. As a result, they
suggested that the stage 2 plan should include details of what is to be achieved week by
week. This will enable more frequent reporting against the stage plan by the team managers
gathering the high-level requirements and completing the options analysis.
51. The project manager is preparing the plan for the high-level requirements gathering and
options analysis. The project board has approved this plan as part of the 'directing a project'
process.
54. The project is in the 'initiating a project' process. The Contracted Project Manager has
requested a meeting with the project board. At the meeting, they will explain how the
campaign will raise awareness of discrimination against marginalized groups, reinforce
NowByou's brand recognition and explain what happened during project initiation.
Which role should be informed about this decision?
During which activity of the 'initiating a project' process should this meeting occur?
A.
B.
C.
D.
Senior supplier
Project executive
Project manager
Project assurance
52. The project is in the 'starting up a project' process. The newly appointed project manager is
struggling to define the major products of the Campaign against Discrimination Project and
who will use them. As a result, the Chief Finance Officer has advised the project manager to
organize a lunch meeting with themselves, the Chair of Trustees, the Portfolio Office
Manager, Head of Publicity and Social Media and Marketing Agency Director.
Is the lunch meeting an appropriate application of the ‘prepare the outline business case’
activity, and why?
55. As part of the ‘directing a project’ process, the project executive met with the newly
appointed internal project manager and agreed the role of the Contracted Project Manager in
supporting the internal project manager. At this meeting, they were informed verbally that
the project board had authorized initiation after a quick discussion at the end of a board of
trustees meeting on a different topic. As a result, the internal project manager proceeded to
implement the initiation stage plan.
Is this verbal authorization by the project executive an appropriate application of the
‘authorize initiation' activity, and why?
A. Yes, because the project executive should approve the roles of the internal project
manager and Contracted Project Manager when authorizing initiation
B. Yes, because the project executive should provide the resources and support required by
the internal project manager for the initiation stage
C. No, because the project executive should document the instruction to proceed to the
initiation stage for the internal project manager
D. No, because the project board should hold a separate, formal meeting to authorize the
initiation stage
56. The project is in the 'starting up a project' process. The Head of Publicity and Social Media will
be responsible for brand management, press releases and social media for the Campaign
against Discrimination Project. Therefore, it has been decided that they should be appointed
as senior supplier.
Which role should approve this updated information?
Which role should be accountable for this decision?
A.
B.
C.
D.
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Project executive
Project manager
Project assurance
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A.
B.
C.
D.
Business layer
Project executive
Project manager
Project support
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53. The project is in the 'initiating a project' process. The Contracted Project Manager has worked
with the project team, including the Marketing Agency Director, to estimate the time and cost
to define and implement the marketing campaign. The Contracted Project Manager has
updated the business justification with these updated timescales and costs and the
aggregated risks from the project log.
Agree tailoring requirements
Agree the management approaches
Establish project controls
Request project authorization
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A. Yes, because the project board should provide a connection to the Chair of Trustees, as
the business layer
B. Yes, because the project manager should consult with the project executive, senior user
and senior supplier when creating the project product description
C. No, because the project manager should consult with the project executive, senior user
and senior supplier when creating the project product description
D. No, because the project manager should not develop the project product description in
the ‘prepare outline business case' activity
A.
B.
C.
D.
57. The project is in the 'starting up a project' process and a decision has been taken to offer a
role in the Campaign against Discrimination Project to one of the graduate trainees. The
Contracted Project Manager will now act as a mentor to the graduate trainee in their new role
in delivering this three-stage project.
Which role should be accountable for this appointment?
A.
B.
C.
D.
Business layer
Project executive
Project assurance
Project support
58. NowByou is aware that the project is very sensitive and risky. The project executive wants to
keep the project confidential to avoid any bad publicity. During the 'initiating a project'
process, the Contracted Project Manager discusses the project with internal staff who have
experience of keeping projects confidential and are aware of other risks related to working
with marginalized groups. Their experiences relating to how to keep the project confidential
are included in the full business case.
Is this approach an appropriate application of the ‘prepare the full business case’ activity, and
why?
During which activity of the 'controlling a stage' process should the project manager agree
the increased time and cost tolerances with the tv campaign team manager?
A.
B.
C.
D.
Authorize a work package
Evaluate work package status
Capture issues and risks
Take corrective action
A.
B.
C.
D.
61. During stage 2, there is a work package to evaluate the options for providing training to
media professionals on discrimination awareness. The project manager has received a
checkpoint report from the team manager, as part of the ‘controlling a stage’ process, which
states that the training options product has been quality reviewed and approved. However,
project assurance has noted that the Head of Publicity and Social Media, who is listed as the
acceptance authority in the product description, has not yet approved the product. The
project manager has told the team manager that the product has not been approved and
asked the team manager to resolve this situation.
Is this request by the project manager an appropriate application of the ‘receive completed
work package’ activity, and why?
A. Yes, because the project manager should ensure that the training options product has
been approved by the right people
B. Yes, because the project manager should approve the products in each work package,
including the training options product
C. No, because the project manager should raise a change request for the additional work
required, and record it in the issue register
D. No, because the project manager should consider the quality reviews sufficient to
confirm that the product has been approved
62. The project is in the 'managing product delivery' process towards the end of stage 2. The
options analysis team manager has checked that the options analysis has been approved by
the Director of Campaigns, as specified in the product description. They have called the
project manager to tell them that the options analysis work is finished and that there were
two main options from which the project board will need to choose at the end of the stage. A
copy of the final report has also been sent to the project manager.
Which role should the team manager also notify?
A.
B.
C.
D.
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Progress
Issue
Quality
Project executive
Project support
Senior user
Senior supplier
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59. The project is in the 'controlling a stage' process in stage 3. The team manager for the TV
campaign has notified the project manager that the campaign is behind the schedule agreed
in the work package description. As a result, having considered appropriate actions, the
project manager has agreed to increase the cost and time tolerances to enable the work to
be completed within stage tolerances.
Which practice is being applied in the 'controlling a stage' process by the project manager
carrying out these actions?
Appendix 2
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Appendix 2
A. Yes, because the combined risk profile should be considered alongside the time and costs
in the full business case
B. Yes, because lessons should be sought from similar previous projects when preparing the
full business case
C. No, because responses to risks related to bad publicity should be considered when
developing the risk management approach
D. No, because lessons relating to confidentiality should be considered when producing the
digital and data management approach
60. The project is in the 'controlling a stage' process in stage 2. The project manager needs to
inform the project board about the progress made with the requirements gathering work
package in the last two weeks. As a result, the project manager collected information on the
status of the requirements gathering and options analysis work packages. In addition, the
project manager identified from the project log the corrective actions that had been taken in
the last two weeks.
63. The project is in the 'managing product delivery' process in stage 3 and there has been a
delay in delivering the TV campaign. The team manager needs some extra funding to employ
an additional camera operator to complete the work on time. The team manager calls the
project manager to discuss this.
Which role should be consulted about how best to deal with this situation?
A.
B.
C.
D.
Business layer
Project executive
Project assurance
Project manager
64. The project is in stage 2. As part of this stage, it is important to lobby the government to
strengthen the political desire to introduce legislative and policy changes. These changes
should help NowByou to achieve its project objectives. A team manager has accepted the
work package and has been advised that they should report progress every two weeks.
However, on reflection, the team manager is now concerned that it may take years to change
legislation and policy, so the team manager may not be able to deliver the work package in
the timescales expected. The team manager has reported this to the project manager.
Which statement explains why this is an appropriate action for the ‘execute a work package’
activity?
66. The project is in the 'managing a stage boundary' process during stage 3 and there has been
a significant delay in the implementation of the social media campaign. As a result, the time
and cost tolerances for the stage are forecast to be exceeded. The project manager has
reported the situation to the project board and they have requested that the project manager
replan the stage, allowing extra time and cost. In addition, the project board wants to know
how the TV and press campaigns are progressing and what is left to do on the social media
campaign.
In the 'managing a stage boundary' process, which role should be responsible for providing
this information about the campaigns to the project board?
A.
B.
C.
D.
Project manager
Project support
Project assurance
Team manager
67. The project is in the 'managing a stage boundary' process at the end of stage 2. It is
important that the project board understands the various options that were considered
during the stage, and why it is valuable to continue as planned in the next stage. As a result,
the project manager issued the end stage report and next stage plan to the project board. He
also organized a short online meeting with the project board to discuss the key points.
Is this an appropriate application of the ‘request next stage' activity, and why?
In which activity of the 'managing a stage boundary' process should the project manager
perform these actions?
A.
B.
C.
D.
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Update the project plan
Prepare the next stage plan
Evaluate the stage
Request next stage
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68. When closing the project, the project manager decided that the marketing agency team had
done an excellent job in implementing the marketing campaign. As a result, the project
manager explained to the project board the contribution made by the team manager and
recommended that NowByou should recognize their contribution and try to work with agency
on future campaigns.
During which activity of the 'closing a project' process should the project manager make this
recommendation to the project board?
A.
B.
C.
D.
Prepare planned closure
Confirm project acceptance
Evaluate the project
Request project closure
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65. The project is in the 'managing a stage boundary' process at the end of stage 2. The project
manager needs to identify and resource the activities to assess whether the 'delivered multichannel campaign' has been delivered on time and cost and when the increased awareness
of this type of discrimination can be assessed as a result of this campaign.
A. Yes, because the project manager should ensure that the project board is aware that the
project is progressing according to plan and continues to be justified
B. Yes, because the project manager should have informal discussions with the project
board when applying the 'manage by exception' principle
C. No, because the project manager should provide the project board with the project
initiation documentation to support their decision-making
D. No, because the project board should use the ‘directing a project’ process to review the
end stage report and authorize the next stage
Appendix 2
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Appendix 2
A. Because the team manager should review the risks to the team plan when delivering the
work package
B. Because the team manager should clarify with the project manager the required outputs
from the work package
C. Because the team manager should report on work package progress to the project
manager
D. Because the team manager should escalate issues to the project board via the project
manager
69. During stages 2 and 3, the marketing agency appointed a team to work with the Head of
Publicity and Social Media on the TV and radio advertising. When closing the project, the
project manager checked that these products had been completed.
Which practice is being applied by the 'closing a project' process?
A.
B.
C.
D.
Business case
Organizing
Plans
Quality
70. The project is in stage 3 and the multi-channel campaign has been delivered on time and to
budget, and the project is ready to close. When closing the project, the project manager
identified from several entries in the lessons register, that they could not have completed the
project without the ongoing advice of the Contracted Project Manager. As a result, the project
manager recorded a recommendation that the support of a project manager with experience
in the not-for-profit sector should be used on future projects to increase the likelihood of
success.
In which activity of the 'closing a project' process should this recommendation be recorded,
and why?
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A. 'Prepare planned closure', because the project manager should confirm the project can
be closed and close the project log
B. 'Prepare planned closure', because the project manager should secure and archive
project information
C. 'Evaluate the project', because the project manager should create the lessons report by
reviewing the project log
D. 'Evaluate the project', because the project manager should compare actual progress
metrics against the original estimates
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Sample Paper 1: Answers and Rationales
Q
A
Syllabus Ref
1
A
P2-7_PRCT_1.1.f
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Syllabus Ref
A
P2-7_PRCT_1.1.g
3
A
P2-7_PRCT_1.1.g
Rationale
A. Correct. As part of the 'tailor to suit the project' roles can
be tailored. "For example, a supplier may wish to use their inhouse product development framework based on an
iterative-incremental delivery method using agile
management approaches. To avoid potential confusion, the
project manager might propose to: add a coach to guide the
teams in working effectively in the combination of PRINCE2
and the supplier’s in-house agile method." Here it is
NowByou that is seeking to use these agile techniques as part
of implementing the campaign. Ref 2.7
B. Incorrect. It is true that, according to the 'tailor to suit the
project' principle, "the project management method used is
appropriate to the project (for example, aligning the method
with the business processes that may govern and support the
project." However, the tailoring is being applied to align with
the delivery approach, not the business processes. Ref 2.7
C. Incorrect. According to the scenario, part of the role for the
Contracted Project Manager "advising and coaching the
NowByou Director of Campaigns" and to "mentor the staff
member who will be appointed as the project manager." This
should not be a separate project. Ref scenario
D. Incorrect. According to the 'define roles, responsibilities
and relationships' principle, "All projects have the following
primary stakeholders: the business, users and suppliers (see
section 1.5.1). All three stakeholder interests need to be
represented effectively in the project management team."
However, that does not mean that other roles should not be
appointed, if required. Ref 2.3
A. Correct. As part of the 'tailor to suit the project' principle,
"The purpose of tailoring is to ensure that: the project
management method used is appropriate to the project ... ;
project controls are appropriate to the project’s scale,
complexity, importance, team capability and risk." This can
include changing the terminology or appointing additional
roles, for example. Ref 2.7
B. Incorrect. It is true that CharityM uses different processes
and terminology and when applying the 'tailor to suit the
project' principle there are many influences which give cause
to tailor the method, such as "where the project has a
commercial customer-supplier relationship." However, this
does not explain why the additional role of coach should be
appointed. Ref 2.7
C. Incorrect. According to the additional information, the
contract with the Contracted Project Manager "is initially for
50% of her time but this is expected to decrease to 25% after
the first three months." The role of project manager cannot
be shared as "a single focus means the role should not be
shared." However, this does not mean that they cannot act as
a coach to the newly appointed project manager. Ref 6.2.4.5
D. Incorrect. It is true that, according to the 'organizing'
practice, the project manager should be responsible for
"managing relationships within the project ecosystem,
including project assurance roles and the project board." And
that this should include managing the relationship with
CharityM. However, this does not explain why the additional
role of coach should be appointed. Ref 6.2.4.5
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A. Correct. As part of the 'focus on products' principle,
"Projects that focus on what the project needs to produce are
more likely to be efficient and avoid waste than projects that
focus primarily on the work activity" under the principle of
'focus on products',"PRINCE2 requires projects to be output oriented rather than work-oriented. PRINCE2 calls these
outputs ‘products’." Understanding the need for non-digital
communications is part of understanding the scope of the
project. Ref 2.6
B. Incorrect. Under the principle of 'focus on products',
"PRINCE2 requires projects to be output-oriented rather than
work-oriented. PRINCE2 calls these outputs ‘products’." While
it is true that the work to deliver the non-digital
communications should be estimated, this does not explain
why the scope of the project needs to be identified. Ref 2.6
C. Incorrect. As part of the 'manage by exception' principle,
"The seven aspects of a plan’s performance requiring
tolerances to be defined are: Scope - Permissible variation of
the plan’s products." Defining a range of different
communication channels would be scope tolerance if the
range was clearly defined. However, this does not explain
why the scope of the project needs to be identified. Ref 2.5
D. Incorrect. As part of the 'manage by exception' principle,
"The implementation of ‘manage by exception’ provides for
efficient use of senior management time as it reduces senior
managers’ time burden without removing their control. This
ensures that decisions are made at the right level in the
organization." Therefore, it is true that the Contracted Project
Manager should be empowered to make decisions. However,
this does not explain why the scope of the project needs to
be identified. Ref 2.5
A
2
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Rationale
Q
Q
A
Syllabus Ref
4
A
P2-7_PRCT_1.1.a
P2-7_PRCT_1.1.b
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Q
A
Syllabus Ref
6
A
P2-7_PRCT_1.1.c
7
B
P2-7_PRCT_1.1.e
Rationale
A. Correct. According to the 'define roles, responsibilities and
relationships' principle, "a PRINCE2 project management
team initiates and builds relationships with and between
internal and external stakeholders." This should include
building effective relationships with the major donors. Ref 2.3
B. Incorrect. According to the ‘define roles, responsibilities
and relationships’ principle, "All projects have the following
primary stakeholders: the business, users and suppliers. All
three stakeholder interests need to be represented
effectively in the project management team and this is
reflected in the design of a PRINCE2 project board." However,
the major donors are stakeholders, and do not the business.
Ref 2.3
C. Incorrect. According to the 'ensure continued business
justification' principle, it is true that PRINCE2 requires "There
must be a justifiable reason for starting a project and the
justification must remain valid and be revalidated throughout
the life of the project." However, this is not the reason why
the Chief Finance Officer should meet with the donors
throughout the project. Ref 2.1
D. Incorrect. According to the 'ensure continued business
justification' principle, it is true that "the business justification
drives decision-making to ensure the project remains aligned
with the benefits sought and contributes to business
objectives. Organizations that lack rigour in business
justification may find that projects proceed even when there
are few real benefits or when a project has only tentative
associations with the business strategy." However, this is not
the reason why the Chief Finance Officer should meet with
the donors throughout the project. Ref 2.1
A. Incorrect. It is true that the 'manage by stages' principle
"facilitates the principle ‘manage by exception’ by delegating
authority to the project manager at each stage." However,
this does not explain why the stage ends should coincide with
the end of the fund-raising campaigns. Ref 2.4
B. Correct. The 'manage by stages' principle "allows
clarification of what the impact will be of an identified
external influence, such as the organizational budget setting
process." The end of a fund-raising campaign determines
NowByou's budget for the coming months. Ref 2.4
C. Incorrect. It is true that the 'manage by stages' principle
"provides review and decision points, giving the project board
the opportunity to assess the project’s viability at defined
intervals rather than let it continue in an uncontrolled
manner." However, eight-week stages are quite short and
more frequent, shorter stages would mean that the 'manage
by exception' principle does not operate effectively. Ref 2.4
D. Incorrect. It is true that the 'manage by stages' principle
should consider "the size and complexity of the project
(shorter stages offer more control, whereas longer stages
reduce the effort for senior management)." However, this
project is small and reasonably simple so there is no need for
shorter stages (shorter than eight weeks). The project board
may request more frequent highlight reports or more project
assurance in order to take into account the low maturity, but
shorter stages are unlikely to help. Ref 2.4
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C
A. Correct. According to the 'ensure continued business
justification' principle, PRINCE2 requires there to be a
"justifiable reason for starting a project." In addition, when
applying the principle of ‘ensure continued business
justification’ it is important that "All parties involved in the
project will need a balance between expected benefits, costs,
and risks for them to have business justification for their
involvement." This should include those from the project
ecosystem involved in analysing options and delivering
requirements before the project starts. Ref 2.1
B. Incorrect. This is the 'defined roles, responsibilities and
relationships' principle, not the ‘ensure continued business
justification’ principle. "All projects have the following primary
stakeholders: the business, users and suppliers. All three
stakeholder interests need to be represented effectively in
the project management team; this is reflected in the design
of a PRINCE2 project board." Ref 2.3
C. Incorrect. As part of the 'people' element, the project
leaders should be 'leading across organizational boundaries’:
"In addition to those formally assigned to a project, there are
people within the business who are affected by the project
but do not work within the defined project team." This does
not relate to the 'ensure continued business justification'
principle. Ref 3.3.1
D. Incorrect. According to the 'ensure continued business
justification' principle, when applying the principle of ‘ensure
continued business justification’ it is important that "All
parties involved in the project will need a balance between
expected benefits, costs, and risks for them to have business
justification for their involvement." "However, the pre-project
workshop relates to the initial justification of the project
during the 'starting up a project' process, not the ongoing
justification. Ref 2.1
A. Incorrect. According to the 'manage by stages' principle,
"every PRINCE2 project should have at least two stages" the
first stage is always initiation. However, this does not mean
that there cannot be more stages. It also does not explain
why the project should learn from previous experiences. Ref
2.4
B. Incorrect. It is true that "The focus on managing by stages
ensures that the project is properly initiated before work
starts on delivery of the project’s outputs." However, this
does not explain why the project should learn from previous
experiences. Ref 2.4
C. Correct. According to the 'learn from experience' principle,
"when starting a project - previous or similar projects should
be reviewed to see if lessons could be applied. If the project
is a ‘first’ for the people within the business or if there is any
content which is new or novel, then it is even more important
to learn from others. This could include projects delivered by
people or organizations external to the business to identify
relevant lessons.” Ref 2.2
D. Incorrect. According to the 'learn from experience'
principle, "as the project progresses - The project team
should share the insights gained during the project."
However, this does not explain why the project should learn
from previous experiences gained by the Contracted Project
Manager. Ref 2.2
Appendix 2
Resources
Appendix 2
5
Rationale
Q
A
Syllabus Ref
8
B
P2-7_PRCT_2.1
PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd.
Q
A
Syllabus Ref
9
C
P2-7_PRCT_2.1
Rationale
A. Incorrect. Although it is true that in a co-located team
"information tends to be shared organically through both
formal and informal networks", this is not currently a colocated team. "When teams are virtual, located at a distance
from each other, or hybrid, building social cohesion needs to
be more deliberately considered through methods such as:
syncing co-location days for key people/ teams with a focus
on building key relationships." Ref 3.4, 3.3.3
B. Incorrect. This action is likely to have a negative effect on
morale and motivation. "Co-creating ways of working with
project team members (and stakeholders) significantly
improves people’s willingness to be managed in line with
them." Also, this is not a co-located team. "When teams are
virtual, located at a distance from each other, or hybrid,
building social cohesion needs to be more deliberately
considered through methods such as: syncing co-location
days for key people/ teams with a focus on building key
relationships." Ref 3.3, 3.3.3
C. Correct. Although it is true that in a co-located team
"information tends to be shared organically through both
formal and informal networks", this is not currently a co located team. "When teams are virtual, located at a distance
from each other, or hybrid, building social cohesion ne eds to
be more deliberately considered through methods such as:
syncing co-location days for key people/ teams with a focus
on building key relationships." Ref 3.4, 3.3.3
D. Incorrect. It may be true that any change to organizationwide practices should be approved by the project executive
and/or CEO. In a co-located team "information tends to be
shared organically through both formal and informal
networks", this is not currently a co-located team. However,
"When teams are virtual, located at a distance from each
other, or hybrid, building social cohesion needs to be more
deliberately considered through methods such as: syncing
co-location days for key people/ teams with a focus on
building key relationships." Ref 3.4, 3.3.3
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A. Incorrect. According to the 'organizing' practice, "project
assurance roles cannot be assigned to the project manager,
project team members, nor the project support", all of whom
should have a role in delivering the outcome. This question is
addressing the competency and capability gap, not the need
for requirements gathering to be completed by someone
with no conflict of interest. According to the ‘people’ element,
“It is important to understand the competencies and
capabilities of the people recruited or assigned to a project
and ensure any gaps are identified and mitigations
established to cover them, such as upskilling or shifting
responsibilities for certain tasks to more appropriate people.”
Ref 6.2.4.7, 3.3.2
B. Correct. “It is important to understand the competencies
and capabilities of the people recruited or assigned to a
project and ensure any gaps are identified and mitigations
established to cover them, such as upskilling or shifting
responsibilities for certain tasks to more appropriate people."
Ref 3.3.2
C. Incorrect. Although the statement may be true, if more
skilled resources were available (which they are not!), it
doesn't address the competency and capability gap that has
now appeared. "It is important to understand the
competencies and capabilities of the people recruited or
assigned to a project and ensure any gaps are identified and
mitigations established to cover them, such as upskilling or
shifting responsibilities for certain tasks to more appropriate
people." Ref 3.3.2
D. Incorrect. Being PRINCE2® qualified does not guarantee
competency and capability in requirements gathering, which
is often gained through experience. "It is important to
understand the competencies and capabilities of the people
recruited or assigned to a project and ensure any gaps are
identified and mitigations established to cover them, such as
upskilling or shifting responsibilities for certain tasks to more
appropriate people." Ref 3.3.2
Appendix 2
Resources
Appendix 2
172
Rationale
Q
A
Syllabus Ref
10
D
P2-7_PRCT_2.2
11
A
P2-7_PRCT_2.2
PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd.
Q
A
Syllabus Ref
12
B
P2-7_PRCT_2.3
Rationale
A. Incorrect. The 'people' element should apply the 'learn
from experience' principle by understanding that "there is
significant value in learning from visible knowledge, such as
business books and captured learning, there is valuable
knowledge hidden within a project ecosystem. This requires a
collaborative environment that encourages knowledge
sharing throughout the lifetime of a project." The project
manager may have learnt many personal lessons, but these
have not been shared with or gained from others. Ref 3.5.1
B. Correct. The 'people' element should apply the 'manage by
exception' principle by allowing that "decisions should be
made at the most local level to where the knowledge needed
to make and own those decisions resides. Decisions should
be progressed through the levels mainly when a decision has
the potential to impact other areas of the project. Therefore,
it requires different perspectives to be considered... the
extent of delegation is often dependent on the level of
confidence and trust that exists in the key relationships and
will adapt over the life of a project in response to the skills
and capabilities of individuals." Ref 3.5.1
C. Incorrect. The 'people' element should apply the 'manage
by stages' principle by dividing the project into stages. "The
stages of a project often mark a change in the influencers
and any key relationships. They are good points to review
how the project is planned to deliver, ensuring it remains
aligned with how people interact with each other and the
wider organizational ecosystem." However, no stages have
been discussed. Ref 3.5.1
D. Incorrect. The 'people' element applies the 'focus on
products' principle by "co-creating products, with agreed
product descriptions, with the business, user, and supplier
communities unites their different perspectives. This
improves the development and adoption of the products into
the business, reducing handover risks and ensuring that
operational and maintenance issues are fully considered."
However, there is no mention of products here. Ref 3.5.1
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A. Incorrect. Although it is true that stakeholders should be
identified or "...may change over time as the project
evolves…", the project manager should have made more
effort to identify "...key people either impacted or critical to
the success of the project (who may not hold a formal role)."
Ref 3.2.2
B. Incorrect. Although it is true that some stakeholders
should be communicated with in a different way, this was not
the focus of the question. The project manager should have
made more effort to identify "... key people either impacted
or critical to the success of the project (who may not hold a
formal role)." Ref 3.2.2
C. Incorrect. Although it is true that the project manager can
consult with project assurance when completing the
stakeholder analysis, this is not the focus of the question. The
project manager should have made more effort to identify "...
key people impacted by the project, who may not hold a
formal role within the project team, but are nonetheless
critical to the success of the project." Ref 3.2.2
D. Correct. The project manager should have made more
effort to identify "... key people either impacted or critical to
the success of the project (who may not hold a formal role)."
Ref 3.2.2
A. Correct. Feedback should be acted upon to ensure that "...
defined ways of working remain aligned with how people are
actually working. Persistent non-compliance with project
processes is often a leading indicator that the agreed ways of
working have become unaligned with the emerging project
culture." Ref 3.2.3
B. Incorrect. Although it is true according to the 'organizing'
practice that "project support is responsible for providing
services such as, administrative support," this does not
explain why, according to the 'people' element, feedback
should be acted upon to ensure that "... defined ways of
working remain aligned with how people are actually
working. Persistent non-compliance with project processes is
often a leading indicator that the agreed ways of working
have become unaligned with the emerging project culture."
Ref 6.2.4.8, 3.2.3
C. Incorrect. Although it is true that according to the 'issues'
practice, the baseline is "the current approved versions of the
management products and project products that are subject
to change control." It is only the detailed content of the 'new
issue form' (and who completes it) that is changing.
Therefore, the issue management approach is unlikely to
need to be changed. Even if it does need to be changed, this
does not explain why according to the 'people' element,
feedback should be acted upon. Ref 10.1
D. Incorrect. The fact that team members have said that the
form is hard to complete suggests that they were aware of
the process. The focus of this question is on why the change
was made. Feedback should be acted upon to ensure that "...
defined ways of working remain aligned with how people are
actually working. Persistent non-compliance with project
processes is often a leading indicator that the agreed ways of
working have become unaligned with the emerging project
culture." Ref 3.2.3
Appendix 2
Resources
Appendix 2
174
Rationale
Syllabus Ref
A
P2-7_PRCT_2.4
14
C
P2-7_PRCT_3.1.1.a
15
Α
P2-7_PRCT_3.1.1.a
16
D
P2-7_PRCT_3.1.1.a
176
Rationale
A. Correct. The change management approach should
include: "Characteristics for each state, highlighting those
that are changing: for example, routines, practices, process,
culture, responsibilities, structure, capabilities." This is a
description of the current state capability and culture as it is
part of the reason why the Campaign against Discrimination
Project is needed. Ref 3.2.1
B. Incorrect. The change management approach should
include: "Characteristics for each state, highlighting those
that are changing: for example, routines, practices, process,
culture, responsibilities, structure, capabilities." This is a
description of the current state capability and culture as it is
part of the reason why the Campaign against Discrimination
Project is needed. Any target state should describe what the
capability and culture is expected to be like after the
campaign has been implemented. Ref 3.2.1
C. Incorrect. The change management approach should
include: "Enabling activities: before transition; during
transition; after transition: for example, consultation, trials,
training and help line." This does not describe the activities to
enable a change in the capabilities or culture before
transition takes place. Ref 3.2.1
D. Incorrect. The change management approach should
include: "Enabling activities: before transition; during
transition; after transition: for example, consultation, trials,
training and help line." This does not describe the activities to
enable a change in the capabilities or culture during
transition. Ref 3.2.1
C. Correct. The business case should include "Time : the
period over which the project will run and the period over
which the benefits will be realized." The project will now take
7 months to complete which indicates the period over which
the project will run. Ref 5.5
A, B, D, E, F Incorrect. Ref 5.5
A. Correct. The business case should include "Reasons :
defines the reasons for undertaking the project and explains
how the project will enable the achievement of business
objectives." The increase in the number of incidents being
reported is the reason why the project is needed. Ref 5.5
Q
A
Syllabus Ref
17
D
P2-7_PRCT_3.1.2
Rationale
A. Incorrect. A benefit is “The measurable improvement
resulting from an outcome perceived as an advantage by the
investing organization and which contributes towards one or
more business objectives.” However, the stated benefit will
not be realized as a result of an outcome derived from the
output of the Feasibility Study Project. Ref. 5.1
B. Incorrect. “It is a PRINCE2 principle that a project must
ensure continued business justification. This requires that the
business justification is established at the beginning of the
project …” However, the stated benefit will not be realized as
a result of an outcome derived from the output (a
recommended option) of the Feasibility Study Project. Ref. 5.1
C. Incorrect. It is true that business justification should
consider both benefits and costs to understand the value.
"Business justification is not just about costs but also about
understanding the value of a project. It is the perceived
benefits or importance of the outcomes, in proportion to the
resources deployed to achieve them. Moreover, business
justification is about selecting an approach that offers the
best overall value." However, the stated benefit will not be
realized as a result of an outcome derived from the output of
the Feasibility Study Project. Ref. 5.1
D. Correct. It is true that “PRINCE2 projects deliver outputs in
the form of products which are used to facilitate changes in
an organization or for organizations. These changes create
capabilities that lead to outcomes. The outcomes allow the
organization(s) to realize the benefits that are explained in
the business case for the project.” However, the stated
benefit will not be realized as a result of an outcome derived
from the output (a recommended option) of the Feasibility
Study Project. Ref. 5.1
B, C, D, E, F Incorrect. Ref 5.5
D. Correct. The business case should include "Costs: A
summary of the project costs, the ongoing operations and
maintenance costs and their funding arrangements."
Therefore, the fact that funding will come from different
sources should be recorded under costs. Ref 5.5
A, B, C, E, F Incorrect. Ref 5.5
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Appendix 2
Resources
Appendix 2
Q
13
Q
A
Syllabus Ref
18
C
P2-7_PRCT_3.1.2
P2-7_PRCT_3.2.1.c
20
C
P2-7_PRCT_3.2.1.c
178
PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd.
Q
A
Syllabus Ref
21
D
P2-7_PRCT_3.2.1.c
22
A
P2-7_PRCT_3.2.2
Rationale
D. Correct. According to the additional information, the
"Marketing Agency Director NowByou have a relationship
with a commercial marketing agency, CharityM, who works
with the Head of Publicity and Social Media in developing and
placing advertising on TV and radio stations." According to
the 'organizing' practice, "the senior supplier represents the
supplier community that is involved in all aspects of
delivering the project products." Ref 6.2.4.3
A, B, C, E, F Incorrect. Ref 6.2.4.3
A. Correct. According to the additional information the CFO
"has been very active with donors and partners to increase
the financial standing of the organization. Was previously a
senior executive with a major bank and is keen to bring good
portfolio and project management practices to NowByou."
And “the project executive secures funding for the project
and is responsible for the business case and the continued
business justification of the project.” Ref 6.2.4.1
B. Incorrect. It is true that "the project executive is appointed
by the business as the single point of accountability for the
project and is ultimately accountable for the success of the
project." And “there cannot be more than one project
executive role." However, this does not explain why the CFO
is a suitable candidate to be project executive. Ref 6.2.4.1
C. Incorrect. It is true that, according to the scenario, the
Contracted Project Manager is responsible for "advising and
coaching the NowByou Director of Campaigns, who is
sponsoring the project." However, PRINCE2 does not define
the role of "sponsor", it defines the role of project executive.
The project executive could report to the sponsor. The CFO
may be a more suitable candidate, than the Director of
Campaigns, to be "responsible for effectively governing the
project in a way that is aligned to the business strategy,
including ensuring longer-term thinking on topics such as
environmental, social, and economic impacts." And this does
not explain why the CFO should not be appointed as project
executive. Ref 6.2.4.1
D. Incorrect. It is true that, according to the scenario, "the
Head of Publicity and Social Media reports to the Director of
Campaigns and is responsible for Brand management, press
releases and social media." Therefore, they are likely to be
responsible for achieving the benefits from the campaign.
However, this is the responsibility of the senior user, not the
project executive. The senior user should be responsible for
"demonstrating to the business that the forecasted benefits
in the business case are on track to being realized." Ref
6.2.4.2
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B
A. Incorrect. Although the ‘manage by stages’ principle does
support “Ensuring decisions made at stage boundaries are
checked for business justification”, a business case remains
necessary, i.e. In PRINCE2, "all projects must have a business
justification, usually documented in a business case.” Ref 5.1
tab 5.2
B. Incorrect. Although the ‘focus on products’ principle does
support “Ensuring that products produced can lead to
required outcomes and benefits”, a business case remains
necessary, i.e. In PRINCE2, "all projects must have a business
justification, usually documented in a business case.” Ref. 5.1
tab 5.2
C. Correct. In PRINCE2, "all projects must have a business
justification, usually documented in a business case.” In
addition, as part of the ‘develop’ step of the busin ess case
management procedure “The outline business case is refined
into a full business case during the process of initiating a
project. The project board approves this when authorizing
the project.” Ref 5.1, 5.3.1.1
D. Incorrect. It is true that benefits should be confirmed postproject: "confirm means to assess whether the intended
benefits have been (or will be) realized. Confirming benefits
will mostly take place after the project has been closed,
although benefits may be realized during the project when
products are delivered and released iteratively." However,
this does not explain why a business case is necessary, i.e. in
PRINCE2, "all projects must have a business justification,
usually documented in a business case.” Ref 5.3.1
B. Correct. According to the additional information relating to
the Graduate Trainees, "The first four trainees will reach the
end of their two year training programme in two months’
time and a decision needs to be taken as to whether they will
be offered ongoing roles with NowByou. All have received
PRINCE2 training." According to the 'organizing' practice ’,
project managers "are responsible for day-to-day
management of a project.” This includes the need to “Ensure
that project risks are being identified, assessed, and
controlled throughout the project. Ensure that team
managers implement the management approaches agreed in
their team plans.” Ref 6.2.4.5
A, C, D, E, F Incorrect. Ref 6.2.4.5
C. Correct. According to the additional information, "the Chief
Finance Officer (CFO) of NowByou was appointed 6 months
ago and has been very active with donors and partners to
increase the financial standing of the organization. Was
previously a senior executive with a major bank and is keen
to bring good portfolio and project management practices to
NowByou." According to the 'organizing' practice, "the project
executive is appointed by the business as the single point of
accountability for the project and is ultimately accountable
for the success of the project." Ref 6.2.4.1
A, B, D, E, F Incorrect. Ref 6.2.4.1
Appendix 2
Resources
Appendix 2
19
Rationale
Syllabus Ref
B
P2-7_PRCT_3.2.2
24
C
P2-7_PRCT_3.3.1.b
25
A
P2-7_PRCT_3.3.1.b
26
F
P2-7_PRCT_3.3.1.b
180
Rationale
A. Incorrect. The project executive role “… cannot be
combined with the project manager role.” However, this does
not explain why the Director of Campaigns is suited to the
role of project executive. Ref. 6.2.4.1
B. Correct. The CEO is a member of the NowByou senior
management team that is likely to be the commissioning
party responsible for “… commissioning the project …[and] …
identifying the executive …” as the Director of Campaigns is
the project sponsor and is well situated to represent the
NowByou senior management team. "The project executive is
appointed by the business as the single point of
accountability for the project and is ultimately accountable
for the success of the project. This accountability cannot be
delegated." Ref 6.2.4.1, Ref tab 6.2
C. Incorrect. It is true that, according to the additional
information, the CEO "is very experienced in the not-for-profit
sector." However, the CEO is a member of the NowByou
senior management team and, hence, is more likely for the
commissioning party to be responsible for “commissioning
the project …[and] … identifying the executive.” In addition,
this does not explain why the Director of Campaigns should
not be a suitable candidate to be project executive. Ref tab
6.2
D. Incorrect. The Director of Campaigns may indeed be able
to do this. However, it is the senior user that is responsible
for “… continued realization of benefits after the project has
closed,” NOT the project executive. Ref 6.2.4.2
C. Correct. The senior user should "ensure that project plans
and stage plans remain consistent with the user perspective."
This should include checking that there is enough time
allowed in the plan for User Group input. Ref tab 7.1
A, B, D, E, F Incorrect. Ref tab 7.1
A. Correct. The business layer should "provide the planning
standards required by the business." This should include
providing any existing planning standards based on previous
projects as the project management maturity of the
organization is very low. Ref tab 7.1
B, C, D, E, F Incorrect. Ref tab 7.1
F. Correct. The team manager should "prepare schedules for
each work package." Ref tab 7.1
A, B, C, D, E Incorrect. Ref tab 7.1
PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd.
Q
A
Syllabus Ref
27
D
P2-7_PRCT_3.3.1.a
Rationale
A. Incorrect. The purpose of the commercial management
approach is "to describe the procedures, techniques and
standards to be applied and the responsibilities for effective
commercial management. This covers the approach to
secure, service and maintain all commercial agreements
required for the project to be a success. This may include
activities such as market engagement, procurement and
contract management." However, this does not explain why
the team managers should refer to the work package for
instructions on how to complete the work package. Ref 6.5
B. Incorrect. It is true that the project product description
should include "User’s quality expectations: Description of
the quality expected of the project products and the
standards and processes that will need to be applied to
achieve them." However, this information is held at project
level and it is the work package that contains everything a
team manager needs to know to complete the work. Ref 7.5
C. Incorrect. A stage plan should follow the format of 'plan'
and should include "Work to be performed: The work in the
scope of the plan shown by way of a work breakdown
structure and the associated work package description(s)."
The detailed techniques and constraints will be in the work
package. Ref 7.5
D. Correct. A work package description contains everything a
team manager needs to know to complete the work,
including "Techniques and procedures: Requirements for
how the work is to be done; Constraints: restrictions or limits
on the work, such as authorized work hours, safety, and
security measures; References: Applicable references from
higher level plans." Ref 7.5
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Appendix 2
Resources
Appendix 2
Q
23
Q
A
Syllabus Ref
28
C
P2-7_PRCT_3.3.2
P2-7_PRCT_3.3.2
PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd.
Q
A
Syllabus Ref
30
D
P2-7_PRCT_3.4.1a
31
E
P2-7_PRCT_3.4.1a
32
B
P2-7_PRCT_3.4.1a
33
C
P2-7_PRCT_3.4.2
Rationale
D. Correct. The quality management approach should include
"References for any associated documents or products, for
example the business’ or supplier’s quality management
systems." Advertising standards are an example of a
business’ quality management system. Ref 8.5
A, B, C, E Incorrect. Ref 8.5
E. Correct. The quality management approach should include
"Responsibilities: defines responsibilities for quality planning
and control activities. (This should include responsibilities
between the user, business, and support organizations for
project assurance.)." The Head of Publicity and Social Media is
the acceptance authority for the campaign materials. Ref 8.5
A, B, C, D Incorrect. Ref 8.5
B. Correct. The quality management approach should include
"supporting tools and techniques: for the quality planning
and control activities, including any systems to be used and
how, and any specific techniques such as testing, inspection,
prototyping." Trialling the campaign materials with a variety
of users is an example of a quality control technique. Ref 8.5
A, C, D, E Incorrect. Ref 8.5
A. Incorrect. User’s quality expectations are a statement
“about the quality expected from the project product,
captured in the project product description”, whereas this is
an outcome, i.e. “The result of change, normally affecting
real-world behaviour.” Ref 8.1.1, 5.1
B. Incorrect. Acceptance criteria are “measurable definitions
of the attributes required for the set of products to be
acceptable to key stakeholders”, whereas this is an outcome,
i.e. “the result of change, normally affecting real-world
behaviour.” Ref 8.1.1, 5.1
C. Correct. The use of media by the project team is an
outcome. An outcome is the “result of change, normally
affecting real-world behaviour.” From this outcome - the use
of media, it should be possible to derive benefits in the
longer term. Ref 5.1
D. Incorrect. An output is “the tangible or intangible
deliverable of an activity”, whereas this is an outcome, i.e.
“the result of change, normally affecting real-world
behaviour.” Ref 5.1
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182
B
A. Incorrect. The ‘closing a project’ process should never be
planned as a separate stage, the activity occurs as part of the
final stage of the project. As part of the 'prepare next stage
plan' activity "The stage plan for the next stage is produced
near the end of the current stage. Closure activities should be
planned as part of the stage plan for the final stage." Ref
18.4.1 fig 12.1
B. Incorrect. The ‘closing a project’ process should never be
planned as a separate stage, the activity occurs as part of the
final stage of the project. As part of the 'prepare next stage
plan' activity "The stage plan for the next stage is produced
near the end of the current stage. Closure activities should be
planned as part of the stage plan for the final stage." Ref
18.4.1 fig 12.1
C. Correct. "The stage plan for initiating a project is created
during the process of starting up a project. Subsequent stage
plans are prepared near the end of the current stage. This
approach allows a stage plan to: be produced close to the
time when the planned activities will occur." Therefore, the
activities of the 'closing a project' process should be planned
at the end of stage 2, not as a separate stage. In addition, the
‘closing a project’ process is not a separate stage, it is part of
the final stage. Ref 7.2.2.2 fig 12.1
D. Incorrect. "The stage plan for initiating a project is created
during the process of starting up a project. Subsequent stage
plans are prepared near the end of the current stage. This
approach allows a stage plan to: be produced close to the
time when the planned activities will occur." Therefore, the
activities of the 'closing a project' process should be planned
at the end of stage 2 (which is the penultimate stage, not the
final stage). Ref 7.2.2.2
A. Incorrect. It is true that “the project manager should
ensure there is no overlap in the scope of any two work
packages …” However, this does not explain why two further
stage plans are required. Ref 7.3.1.2
B. Correct. “A stage plan is prepared for each stage.” There
are three stages in this project. The first stage is the initiation
stage and the stage plan for this stage should have been
produced during the 'starting up a project' process. "Initiating
a project takes time and consumes resources. The work
should be planned and approved to ensure that initiation is
not aimless and unstructured." Therefore, there are 2
remaining stages (stages 2 and 3) for which stage plans
should be prepared at the end of the preceding stage. Ref
7.2.2.2, 13.4.7
C. Incorrect. It is true that “Closure activities should be
planned as part of the stage plan for the final stage.”
However, 'closing a project’ is a PRINCE2 process and NOT a
stage; the final stage is stage 3 which includes the ‘closing a
project’ process. Ref 19.1, 19.3
D. Incorrect. It is true that 'plan the initiation stage' is an
activity within the ‘starting up a project’ process. Therefore,
this explains why only two further stage plans are required
for the remainder of the project. Ref 13.4.7
Appendix 2
Resources
Appendix 2
29
Rationale
Q
A
Syllabus Ref
34
A
P2-7_PRCT_3.4.2
35
D
P2-7_PRCT_3.5.1.a
P2-7_PRCT_3.5.1.a
37
B
P2-7_PRCT_3.5.1.a
38
C
P2-7_PRCT_3.5.2
184
PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd.
Q
A
Syllabus Ref
39
D
P2-7_PRCT_3.5.2
40
A
P2-7_PRCT_3.6.1.b
41
D
P2-7_PRCT_3.6.1.b
42
D
P2-7_PRCT_3.6.1.b
Rationale
A. Incorrect. It is true that, according to the scenario, “the
project management maturity of the organization is very
low”. However, "the risk tolerance will be set by the project
board based on the business’ overall risk appetite.” Ref 9.2.1
B. Incorrect. It is true that “the combined effect of the
individual risks needs to be understood.” However, "the risk
tolerance will be set by the project board based on the
business’ overall risk appetite.” Risk tolerance is not based on
risk exposure but on the business’ risk appetite. Ref 9.2.1,
9.3.1.2
C. Incorrect. "The risk tolerance will be set by the project
board based on the business’ overall risk appetite.”
Therefore, the project board should base the project's risk
tolerance on the business' risk appetite. Ref 9.2.1
D. Correct. "The risk tolerance will be set by the project board
based on the business’ overall risk appetite.” And "the risk
appetite determined by the business and applied by the
project board." Therefore, it is the Chief Executive Officer,
along with the board of trustees that should set the risk
appetite, not the project board. Ref 9. 2.1, 9.3.1.2.2
A. Correct. The senior user should "make decisions on
escalated issues, with particular focus on safeguarding the
expected benefits." Here the focus is on extending the scope
to increase awareness of discrimination (a benefit). Ref 10.6
B,C, D, E Incorrect. Ref 10.6
D. Correct. The project manager should "implement
corrective actions" by creating the product descriptions and
work packages for the agreed additional scope. According to
the 'quality' practice, the project manager should "prepare
product descriptions for key products." According to the
‘plans’ practice, the project manager should “prepare the
project plan, stage plans, and work package descriptions and
update as necessary.” Ref 10.6, tab 8.6
A, B, C, E Incorrect. Ref 10.6
D. Correct. The project manager should "maintain the issue
register, assisted by project support where possible." As
there is no mention of there being project support in the
question, this must fall to the project manager. In addition,
there may be other elements of the project log that need
updating e.g. the product register to add the additional
products. Ref 10.6
A, B, C, E Incorrect. Ref 10.6
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A
A. Correct. “The quality management approach describes the
quality standards and procedures that will be followed.”
Therefore, it is appropriate to document the need for
suppliers to have such a policy in the quality management
approach. Ref 8.3.1.1.3
B. Incorrect. It is true that the quality management approach
should be baselined at the end of the initiation stage. The
project baseline is defined as “The current approved versions
of the management products and project products that are
subject to change control.” However, this does not explain
why this requirement should be documented in the quality
management approach. Ref 10.1
C. Incorrect. The quality register is used to "summarize all
quality management activities that are planned or have
occurred.” This is a quality standard and is correctly
described in the quality management approach. Ref 8.5
D. Incorrect. It is true that “prioritized acceptance and quality
specifications can then be used to set quality tolerances."
However, this does not explain why the quality standard
should be defined in the quality management approach in
the first instance. Ref 8.2.1.2
D. Correct. This information should therefore be recorded
under the risk action owner heading. The Contracted Project
Manager is the risk action owner, "Risk action owner the
person who is the nominated owner of agreed actions to
respond to a risk." They have been asked (by the risk owner)
to implement the risk response. Ref 9.5, 9.2
A, B, C,E Incorrect Ref 9.5
A. Correct. "Proximity: How near in time a risk might occur."
The risk is likely to occur during implementation in stage 3.
Ref 9.5
B, C, D, E Incorrect. Ref 9.5
B. Correct. "Impact: An estimate of the risk effect." Here the
impact is to exceed project time and possibly cost tolerances.
Ref 9.5
A, C, D, E Incorrect. Ref 9.5
A. Incorrect. While a ‘threat’ "would have a negative impact on
objectives.” The entry is inappropriate because it is “an event
relevant to the project that requires project management
consideration”, i.e. an issue, NOT a risk. Such description may
point at the risk cause, but it is not the full description of the
risk. Ref 9.1, 10.1, 9.2
B. Incorrect. Although a ‘risk’ “should it occur, "will have an
effect on the achievement of objectives.” this has already
occurred (scenario). Such description may point at the risk
cause, but it is not the full description of the risk. Ref 9.1, 9.2
C. Correct. A risk is "an uncertain event or set of events that,
should they occur, will have an effect on the achievement of
objectives." However, the maturity is very low and this is
therefore “an event relevant to the project that requires
project management consideration.”, i.e. an issue, NOT a risk.
Such description may point at the risk cause, but it is not the
full description of the risk. Ref 9.2, 9.1, 10.1
D. Incorrect. The risk cause is the source of a risk: “the event
or situation that causes it”. Low management maturity could
be the source of multiple risks to the project. This is an issue,
NOT a risk. Ref. 9.2.1, 10.1
Appendix 2
Resources
Appendix 2
36
Rationale
Q
A
Syllabus Ref
43
C
P2-7_PRCT_3.6.2
PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd.
Q
A
Syllabus Ref
44
B
P2-7_PRCT_3.6.2
45
A
P2-7_PRCT_3.7.1.a
46
E
P2-7_PRCT_3.7.1.a
47
D
P2-7_PRCT_3.7.1.a
Rationale
A. Incorrect. "It is true that the project manager should
"manage the issue and change control procedures, assisted
by project support where possible." However, this does not
explain why the issue should be marked as ‘closed’ once it
has been resolved. Ref 10.6
B. Correct. An issue is “An event relevant to the project that
requires project management consideration.” In addition, the
steps in the PRINCE2 issue management technique are
'capturing issues', 'assessing issues', 'recommending
resolution', 'deciding on changes' and 'implementing
changes'. This issue has received management consideration
and a change has been implemented by the appointment of
the Contracted Project Manager, so it should have been
‘closed’. Ref 10.1
C. Incorrect. It is true that issues that are recorded on the
issue register should have an issue report created, if
required. An issue report is used "to describe and the issue’s
impacts on the project baseline and to identify ways to
resolve the issue or address an off-specification and
recommend a decision." However, this does not explain why
the issue should be closed on this issue register. Ref 10.5
D. Incorrect. The Portfolio Office Manager is the issue owner,
who should be responsible for ensuring this issue is managed
and resolved appropriately. However, it is project manager,
not the issue owner who should “manage the issue and
change control procedures, assisted by project support
where possible.” Ref 10.6
A. Correct. This is an issue that exceeds stage tolerance by 1
week. Therefore, an exception report will need to be sent to
the project board "to inform the project board when a stage
plan or project plan is forecast to exceed tolerance levels set,
and to offer options and recommendations for the way to
proceed." Ref 11.5
B, C, D, E Incorrect. Ref 11.5
E. Correct. This is reflecting back on the project and
summarizing the issue of high staff turnover. This should be
reported as part of the end project report and will lead into
the lessons report also. The purpose of the end project
report is “to review how the project performed against the
version of the project initiation documentation used to
authorize it.” Ref 11.5
A, B, C, D Incorrect. Ref 11.5
D. Correct. The purpose of a checkpoint report is “to report to
the project manager the status of the work package at a
frequency defined in the work package.” A checkpoint report
is issued by a team manager to the project manager. Ref 11.5
A, B, C, E Incorrect. Ref 11.5
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A. Incorrect. There is no description of an exception here, so
no exception report is required. An exception report is used
"to inform the project board when a stage plan or project
plan is forecast to exceed tolerance levels set, and to offer
options and recommendations for the way to proceed." Ref
11.5, 10.3.1.2
B. Incorrect. There is no description of an exception here, so
no exception report is required. An exception report is used
"to inform the project board when a stage plan or project
plan is forecast to exceed tolerance levels set, and to offer
options and recommendations for the way to proceed." Ref
11.5, 10.3.1.2
C. Correct. There is no description of an exception here, so no
exception report is required. Project manager should assess
the impact of the issue first and check if the issue has impact
on project or stage tolerances. “… the assessment should
consider the impact of an issue or change on: the approved
targets and tolerances, the project business case, other
products or work packages.” An issue report is used "to
describe the issue's impacts on the project baseline and to
identify ways to resolve the issue or address an offspecification and recommend a decision." An exception
report is used "to inform the project board when a stage plan
or project plan is forecast to exceed tolerance levels set, and
to offer options and recommendations for the way to
proceed." Ref 10.3.1.2, 10.5, 11.5
D. Incorrect. An issue owner is allocated to each issue on the
issue register: “Issue owner for the issue.“ It may be true,
therefore, that the issue owner would be best placed to
create either the issue report or an exception report.
However, this does not explain why an issue report should be
created, rather than an exception report. Ref 10.5, 10.6,
10.3.1.2
Appendix 2
Resources
Appendix 2
186
Rationale
Q
A
Syllabus Ref
48
A
P2-7_PRCT_3.7.2
P2-7_PRCT_3.7.2
PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd.
Q
A
Syllabus Ref
50
B
P2-7_PRCT_4.2.1.b
51
C
P2-7_PRCT_4.2.1.b
52
B
P2-7_PRCT_4.1.2
Rationale
A. Incorrect. As part of the ‘give ongoing direction’ activity, "If
an exception has occurred during the stage, the project
board may request that the project manager produces an
exception plan for project board approval." Project assurance
should be "consulted" as part of 'give ongoing direction'
activity. Ref 14.6 tab 14.2, 14.4.3
B. Correct. The senior user should be "responsible for user
related (R2)" direction in the 'give ongoing direction' activity.
They are not "consulted". Ref 14.6, tab 14.2
C. Incorrect. The team manager should be "informed" in the
'give ongoing direction' activity. They are not "consulted". Ref
14.6 tab 14.2
D. Incorrect. Project support should be "informed" in the 'give
ongoing direction' activity. They are not "consulted". Ref 14.6
tab 14.2
A. Incorrect. The senior user should be “consulted” as part of
the ‘authorize a stage or exception plan’ activity. Ref 14.6, tab
14.2
B. Incorrect. The project executive should be
"accountable/responsible" for the 'authorize a stage or
exception plan' activity. Ref 14.6 tab 14.2
C. Correct. The project manager should be "informed" by the
project board as part of the 'authorize a stage or exception
plan' activity. Ref 14.6, tab 14.2
D. Incorrect. Project assurance should be ”consulted” by the
project board as part of the 'authorize a stage or exception
plan' activity. Ref 14.6 tab 14.2
A. Incorrect. An objective of the 'directing a project' process,
not the 'starting up a project' process is to ensure that "the
business layer has a connection to the project." Ref 14.2
B. Correct. As part of the 'prepare the outline business case'
activity, the project manager “consults with the senior user,
senior supplier, and project executive to define what the
project is to deliver, and create the project product
description.” Ref 13.4.3
C. Incorrect. It is true that the project manager “consults with
the senior user, senior supplier, and project executive” to
define the project product description. However, this explains
why the lunch meeting is an appropriate application of the
activity. Ref 13.4.3
D. Incorrect. The project manager “consults with the senior
user, senior supplier, and project executive to define what
the project is to deliver, and create the project product
description” in the ‘prepare the outline business case’ activity.
Ref 13.4.3
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B
A. Correct. “… for an inexperienced team the project manager
or project board may wish to increase the frequency of
reporting until sufficient confidence has been gained in the
capability of the team.” Therefore, “… the stage plan will have
to include what needs to be achieved week by week.” Ref
11.2.4, 11.2.3
B. Incorrect. It is true that the work package description
should include “Targets and tolerances: The permissible
deviations for scope, cost and time for the work package.” It
should also include “agreement: A record of the initial
authorization and final completion of the work package
between the project manager and the team manager.”
However, this does not explain why reporting should be more
frequent when a team is inexperienced. Ref 7.5
C. Incorrect. A team manager has “… control for a work
package, but only within the work package tolerances agreed
with the project manager.” However, this does not explain
why reporting should be more frequent when a team is
inexperienced. Ref 11.2.1
D. Incorrect. It is true that in PRINCE2, “the project is
managed by exception between four management levels
against tolerances for seven performance targets.” This
means that the project manager should negotiate tolerances
for the work package with the team manager, although
benefits and quality tolerances are not agreed within a work
package description. Ref 11.2.1 tab 11.1
A. Incorrect. It is true that in PRINCE2, “the project is
managed by exception between four management levels
against tolerances for seven performance targets.” However,
this does not explain why a workshop should be used to help
prioritize project constraints. Ref 11.2.1
B. Correct. “The project board has overall control at a project
level… and will allocate tolerances for each stage to the
project manager.” To do so, they need “A crucial element of
effective planning is understanding which constraints take
precedence, to select which approaches to use, and the
appropriate tolerances for control.” Ref 11.2.1, 7.2. 4
C. Incorrect. “The project board has overall control at a
project level… and will allocate tolerances for each stage to
the project manager.” To do so, they need “A crucial element
of effective planning is understanding which constraints take
precedence …” The project manager should work within the
stage tolerances set by the project board when authorizing
work packages. Ref 11.2.1, 7.2.3.3
D. Incorrect. It is true that it is "only possible to control
progress at the level of detail in the plans …”, and that the
project board has overall control at a project level “… and will
allocate tolerances for each stage to the project manager.”
However, this does not explain why a workshop should be
used to help prioritize project constraints. Ref 11.2.3, 11.2
Appendix 2
Resources
Appendix 2
49
Rationale
Q
A
Syllabus Ref
53
B
P2-7_PRCT_4.3.1.b
54
D
P2-7_PRCT_4.3.1.a
PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd.
Q
A
Syllabus Ref
55
C
P2-7_PRCT_4.2.2
56
A
P2-7_PRCT_4.1.1
A
P2-7_PRCT_4.1.1
57
Rationale
A. Incorrect. It is true that, as part of the ‘authorize initiation’
activity, the project board should “review and approve the
project brief” which includes confirming the project
management team appointments and roles. However, the
approval was not documented. Ref 14.4.1
B. Incorrect. It is true that, as part of the ‘authorize initiation’
activity, the project board should “review and approve the
stage plan for the initiation stage” which includes obtaining
resources needed for the initiation stage. However, the
approval was not documented. Ref 14.4.4
C. Correct. The decision to proceed to the initiation stage may
be done “without a formal meeting, as long as all members
are in agreement, and the project manager is given
documented instruction from the project executive to
proceed with initiation.” Ref 14.4.1
D. Incorrect. The decision to proceed to the initiation stage
“may be done either with or without a formal project board
meeting or without a
formal meeting.” However, the approval was not
documented. Ref 14.4.1
A. Correct. The business layer should be "accountable" for
the 'appoint the project management team' activity. In this
activity, "the project management team needs to reflect the
interests of all parties who will be involved, including
business, user, and supplier interests .... It is important that
in addition to the authority, responsibility, and knowledge
mentioned above, those involved can work together to form
a high performing team." Ref 13.6 tab 13.2, 13.4.4
B. Incorrect. The project executive should be "responsible"
for the 'appoint the project management team' activity. Ref
13.6 tab 13.2
C. Incorrect. The project manager is not involved in the
'appoint the project management team' activity. Ref 13.6 tab
13.2
D. Incorrect. Project support is not involved in the 'appoint
the project management team' activity. Ref 13.6 tab 13.2
A. Correct. The business should be "accountable" for the
'appoint the project executive and project manager' activity.
In this activity, "the appointment of a project manager allows
for the project to be managed on a day-to-day basis on
behalf of the project executive." Ref 13.6 tab 13.2, 13.4.1
B. Incorrect. The project executive should be "responsible"
for the 'appoint the project executive and project manager'
activity. Ref 13.6 tab 13.2
C. Incorrect. Project assurance is not involved in the 'appoint
the project executive and project manager' activity. Ref 13.6
tab 13.2
D. Incorrect. Project support is not involved in the 'appoint
the project executive and project manager' activity. Ref 13.6
tab 13.2
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A. Incorrect. The project executive should be "accountable"
for the 'prepare the full business case' activity. The business
layer has no involvement in this activity. Ref 15.6 tab 15.2
B. Correct. The project executive should be "accountable" for
the 'prepare the full business case' activity. This means that
the project executive should approve the full business case
which has been updated with revised time and cost after
producing the project plan. Ref 15.6 tab 15.2
C. Incorrect. The project manager should be "responsible" for
the 'prepare the full business case' activity. This means that
the project manager should prepare the full business case for
approval by the project executive. Ref 15.6 tab 15.2
D. Incorrect. Project assurance should be "consulted" in the
'prepare the full business case' activity. This means that the
project manager should prepare the full business case in
consultation with project assurance, for approval by the
project executive. Ref 15.6 tab 15.2
A. Incorrect. The 'agree the tailoring requirements' activity is
where "The project manager may need to tailor PRINCE2 to
recognize the internal and external factors that affect the way
in which the project is delivered… How
PRINCE2 or the business’ standard project management
framework will be applied and/or tailored must be
documented and agreed.” Ref 15.4.1
B. Incorrect. The 'agree the management approaches' activity
is where "The management approaches are derived from
business strategies, standards or practices that the project
needs to comply with, and the users’ quality and
sustainability expectations captured in the project product
description. When the approaches have been defined, it is
possible to set up the project controls and create the project
plan." Ref 15.4.2
C. Incorrect. The 'establish project controls' activity is where
"The level of control required by the project board after
initiation needs to be agreed, and the mechanism for such
controls needs to be established, as does the level of control
required by the project manager of the work to be
undertaken by team managers." Ref 15.4.3
D. Correct. As part of the 'request project authorization'
activity, "To finish the process of initiating a project, hence
the initiation stage, the project manager contacts the project
board to request project authorization." Ref 15.4.7
Appendix 2
Resources
Appendix 2
190
Rationale
Q
A
Syllabus Ref
58
D
P2-7_PRCT_4.3.2
PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd.
Q
A
Syllabus Ref
59
A
P2-7_PRCT_4.4.1.a
60
B
P2-7_PRCT_4.4.1.c
Rationale
A. Correct. "The triggers for the project manager to authorize
a work package include the following actions: Corrective
action It is taken in response to an issue or risk. This activity
is used to authorize new work packages or to authorize
amendments to existing ones." Ref 16.4.1
B. Incorrect. The 'evaluate work package status' is the activity
where the project manager should "Have informal
conversations with the team manager to maintain the
relationship and understand any issues or risks they may
have with their work package; Collect and review progress
information from the checkpoint report for the work package
being executed." Ref 16.4.2
C. Incorrect. The 'capture the issues and risks' is the activity is
where "before making a decision on a course of action, each
issue or risk should be registered and then assessed for its
impact." Here, it is not about capturing the issue, it is about
agreeing increased cost and time tolerances with the team
manager. Ref 16.4.5
D. Incorrect. The 'take corrective action' is the activity in
which the project manager should "Collect any relevant
information about the deviation; Identify potential solutions
for the deviation, and select the most appropriate option;
Trigger corrective action via authorizing a work package (see
section 16.4.1)". Here this activity has already taken place and
the 'authorize a work package' activity has been triggered. Ref
16.4.6
A. Incorrect. The 'controlling a stage' process applies the
'plans' practice by "Work package descriptions for the stage
are developed or updated. The product register is updated
with the status of products for the stage. The stage plan and
project plan are updated." Ref tab 16.3
B. Correct. The 'controlling a stage process applies the
'progress' practice by "Highlight reports are produced and
issued at the frequency required for the project controls. "
The 'report highlights' is the activity in which the project
manager should "Assemble the information from the
checkpoint reports, project log and any significant revisions
to the stage plan for the current reporting period (the
information is gained from the review of the stage s tatus;
Assemble a list of corrective actions (as noted or recorded in
the project log) undertaken during the reporting period;
Produce the highlight report for the current reporting
period." Ref tab 16.3, 16.4.8
C. Incorrect. The 'controlling a stage' process applies the
'issues' practice by "The issue management approach is
applied, and its requirements are included in work package
descriptions for the stage; The issue register is updated with
details of new issues and any actions required or completed."
Ref tab 16.3
D. Incorrect. The 'controlling a stage' process applies the
'quality' practice by "The quality management approach is
applied, and its requirements are included in work package
descriptions for the stage. Product descriptions for the stage
are developed or updated." Ref tab 16.3
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A. Incorrect. It is true that, as part of the ‘prepare the full
business case’ activity, “The outline business case produced
during starting up a project needs to be updated to reflect
the estimated time and costs, as determined by the project
plan, and the aggregated risks from the updated project log.”
However, here the Contracted Project Manager is seeking
lessons that relate to confidentiality, that should be
considered when preparing the digital and data management
approach, not the business case. Ref 15.4.5
B. Incorrect. It is true that, as part of the ‘prepare the full
business case’ activity, “The outline business case produced
during starting up a project needs to be updated to reflect
the estimated time and costs, as determined by the project
plan, and the aggregated risks from the updated project log.”
This should include seeking “lessons related to business case
development from similar previous projects, business, and
external organizations.” However, the lessons here relate to
confidentiality, not how to develop the business case. Ref
15.4.5
C. Incorrect. As part of the ‘agree the management
approaches’ activity, “The management approaches are
derived from business strategies, standards, or practices that
the project needs to comply with, and the users’ quality and
sustainability expectations captured in the project product
description. When the approaches have been defined, it is
possible to establish the project controls and create the
project plan.” The risk management approach describes the
goals of applying risk management and the procedure that
will be adopted. It does not include specific risks. Ref 15.4.2
D. Correct. As part of the ‘agree the management
approaches’ activity, the project manager should “Seek
lessons related to the management approaches from similar
previous projects, business, and external organizations.”
Here the lesson specifically relates to data confidentiality
during the project. The digital and data management
approach should consider “how will data be kept se cure” and
“what level of privacy is required” as part of this activity. Ref
15.4.2, 11.5
Appendix 2
Resources
Appendix 2
192
Rationale
Q
A
Syllabus Ref
61
A
P2-7_PRCT_4.4.2
P2-7_PRCT_4.5.1.b
63
C
P2-7_PRCT_4.5.1.b
194
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Q
A
Syllabus Ref
64
A
P2-7_PRCT_4.5.2
65
B
P2-7_PRCT_4.6.1.a
66
A
P2-7_PRCT_4.6.1.b
Rationale
A. Correct. It is true that, as part of the ‘execute a work
package’ activity, the team manager should "Notify the
project manager of any new issues, risks, or lessons, and take
any action required by the project manager". This is a newly
identified risk by the team manager. Ref 17.4.2
B. Incorrect. As part of the ‘accept a work package’ activity,
“There should be an agreement between the project manager
and the team manager as to what is to be delivered before a
work package is allocated to a team.” Ref 17.4.1
C. Incorrect. It is true that as part of the ‘execute a work
package’ activity, the team manager should “Notify the
project manager of the completed quality activities, and
update the quality register.” However, this does not explain
why the team manager should notify the project manager of
a new risk. Ref 17.4.2
D. Incorrect. It is true that the team manager should escalate
issues and risks to the project manager: “Notify the project
manager of any new issues, risks, or lessons, and take any
action required by the project manager.” But the project
manager should only escalate to the project board it if
exceeds tolerance and this is a risk to delivery rather than an
issue. Ref 17.4.2
A. Incorrect. The 'update the project plan' is the activity in
which "the project plan is updated to include progress from
the stage that is finishing, forecast the duration and costs
from the exception plan, or stage plan for the stage about to
begin. Details of any revised costs or end dates are used
when updating the business case." Ref 18.4.3
B. Correct. The 'prepare the next stage plan' is the activity in
which "the stage plan for the next stage is produced near the
end of the current stage. Closure activities should be planned
as part of the stage plan for the final stage." Ref 18.4.1
C. Incorrect. The 'evaluate a stage' is the activity in which the
project manager reviews "Based on the performance of the
stage using the updated business case, updated project plan,
project logs, and any updated management approaches,
prepare an end stage report for the current stage.” Ref 18.4.5
D. Incorrect. The 'request next stage' is the activity in which
"the project manager contacts the project board to request to
finish the current stage and to proceed to the next stage." Ref
18.4.6
A. Correct. In the activity 'evaluate the stage' the project
manager should be “responsible.” In this activity, the project
manager should “Based on the performance of the stage
using the updated business case, updated project plan,
project logs, and any updated management approaches,
prepare an end stage report for the current stage.” Ref tab
18.2, 18.4.5
B. Incorrect. Project support should be “consulted” in the
‘evaluate the stage’ activity. Ref tab 18.2
C. Incorrect. Project assurance should be “consulted” in the
‘evaluate the stage’ activity. Ref tab 18.2
D. Incorrect. The team manager should be “consulted” in the
‘evaluate the stage’ activity. Ref tab 18.2
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B
A. Correct. In the ‘receive completed work package’ activity
the project manager should "ensure that each product in the
work package has gained its requisite approval (as defined in
the quality and sustainability responsibilities in their product
description)." Ref 16.4.3
B. Incorrect. In the ‘receive completed work package’ activity
the project manager should "ensure that each product in the
work package has gained its requisite approval (as defined in
the quality and sustainability responsibilities in their product
description)." The project manager is unlikely to be the
acceptance authority for this product. Ref 16.4.3
C. Incorrect. In the ‘receive completed work package’ activity
the project manager should "ensure that each product in the
work package has gained its requisite approval (as defined in
the quality and sustainability responsibilities in their product
description)." This should not be additional work as the
requirement to obtain approval from the acceptance
authority should have been part of the work package
description. Ref 16.4.3
D. Incorrect. In the ‘receive completed work package’ activity
the project manager should "ensure that each product in the
work package has gained its requisite approval (as defined in
the quality and sustainability responsibilities in their product
description)." Therefore, without approval from the
acceptance authority the quality reviews are not sufficient.
Ref 16.4.3
A. Incorrect. The business is not "informed" about the
completion of a work package. Ref tab 17.2
B. Correct. Project support in the activity 'notify work package
completion' will be "informed" about the completion of the
work package. Ref tab 17.2, 17.4.4
C. Incorrect. Senior user is not "informed" about the
completion of the work package. Ref tab 17.2
D. Incorrect. The senior supplier is not "informed" about the
completion of a work package. Ref tab 17.2
A. Incorrect. The business layer is not involved in the 'execute
a work package' activity. Ref tab 17.2
B. Incorrect. The project executive is not involved in the
'execute a work package' activity. Ref tab 17.2
C. Correct. In the 'execute a work package' activity, project
assurance should be "consulted". In this activity, the team
manager should "notify the project manager of any new
issues, risks or lessons and take any action required by the
project manager." Ref tab 17.2, 17.4.2
D. Incorrect. The project manager is "accountable" in the
'execute a work package' activity. This means that they would
approve the extra funding if it is possible to do so within
stage tolerances. Ref tab 17.2
Appendix 2
Resources
Appendix 2
62
Rationale
Q
A
Syllabus Ref
61
A
P2-7_PRCT_4.4.2
P2-7_PRCT_4.5.1.b
63
C
P2-7_PRCT_4.5.1.b
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A
Syllabus Ref
64
A
P2-7_PRCT_4.5.2
65
B
P2-7_PRCT_4.6.1.a
66
A
P2-7_PRCT_4.6.1.b
Rationale
A. Correct. It is true that, as part of the ‘execute a work
package’ activity, the team manager should "Notify the
project manager of any new issues, risks, or lessons, and take
any action required by the project manager". This is a newly
identified risk by the team manager. Ref 17.4.2
B. Incorrect. As part of the ‘accept a work package’ activity,
“There should be an agreement between the project manager
and the team manager as to what is to be delivered before a
work package is allocated to a team.” Ref 17.4.1
C. Incorrect. It is true that as part of the ‘execute a work
package’ activity, the team manager should “Notify the
project manager of the completed quality activities, and
update the quality register.” However, this does not explain
why the team manager should notify the project manager of
a new risk. Ref 17.4.2
D. Incorrect. It is true that the team manager should escalate
issues and risks to the project manager: “Notify the project
manager of any new issues, risks, or lessons, and take any
action required by the project manager.” But the project
manager should only escalate to the project board it if
exceeds tolerance and this is a risk to delivery rather than an
issue. Ref 17.4.2
A. Incorrect. The 'update the project plan' is the activity in
which "the project plan is updated to include progress from
the stage that is finishing, forecast the duration and costs
from the exception plan, or stage plan for the stage about to
begin. Details of any revised costs or end dates are used
when updating the business case." Ref 18.4.3
B. Correct. The 'prepare the next stage plan' is the activity in
which "the stage plan for the next stage is produced near the
end of the current stage. Closure activities should be planned
as part of the stage plan for the final stage." Ref 18.4.1
C. Incorrect. The 'evaluate a stage' is the activity in which the
project manager reviews "Based on the performance of the
stage using the updated business case, updated project plan,
project logs, and any updated management approaches,
prepare an end stage report for the current stage.” Ref 18.4.5
D. Incorrect. The 'request next stage' is the activity in which
"the project manager contacts the project board to request to
finish the current stage and to proceed to the next stage." Ref
18.4.6
A. Correct. In the activity 'evaluate the stage' the project
manager should be “responsible.” In this activity, the project
manager should “Based on the performance of the stage
using the updated business case, updated project plan,
project logs, and any updated management approaches,
prepare an end stage report for the current stage.” Ref tab
18.2, 18.4.5
B. Incorrect. Project support should be “consulted” in the
‘evaluate the stage’ activity. Ref tab 18.2
C. Incorrect. Project assurance should be “consulted” in the
‘evaluate the stage’ activity. Ref tab 18.2
D. Incorrect. The team manager should be “consulted” in the
‘evaluate the stage’ activity. Ref tab 18.2
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B
A. Correct. In the ‘receive completed work package’ activity
the project manager should "ensure that each product in the
work package has gained its requisite approval (as defined in
the quality and sustainability responsibilities in their product
description)." Ref 16.4.3
B. Incorrect. In the ‘receive completed work package’ activity
the project manager should "ensure that each product in the
work package has gained its requisite approval (as defined in
the quality and sustainability responsibilities in their product
description)." The project manager is unlikely to be the
acceptance authority for this product. Ref 16.4.3
C. Incorrect. In the ‘receive completed work package’ activity
the project manager should "ensure that each product in the
work package has gained its requisite approval (as defined in
the quality and sustainability responsibilities in their product
description)." This should not be additional work as the
requirement to obtain approval from the acceptance
authority should have been part of the work package
description. Ref 16.4.3
D. Incorrect. In the ‘receive completed work package’ activity
the project manager should "ensure that each product in the
work package has gained its requisite approval (as defined in
the quality and sustainability responsibilities in their product
description)." Therefore, without approval from the
acceptance authority the quality reviews are not sufficient.
Ref 16.4.3
A. Incorrect. The business is not "informed" about the
completion of a work package. Ref tab 17.2
B. Correct. Project support in the activity 'notify work package
completion' will be "informed" about the completion of the
work package. Ref tab 17.2, 17.4.4
C. Incorrect. Senior user is not "informed" about the
completion of the work package. Ref tab 17.2
D. Incorrect. The senior supplier is not "informed" about the
completion of a work package. Ref tab 17.2
A. Incorrect. The business layer is not involved in the 'execute
a work package' activity. Ref tab 17.2
B. Incorrect. The project executive is not involved in the
'execute a work package' activity. Ref tab 17.2
C. Correct. In the 'execute a work package' activity, project
assurance should be "consulted". In this activity, the team
manager should "notify the project manager of any new
issues, risks or lessons and take any action required by the
project manager." Ref tab 17.2, 17.4.2
D. Incorrect. The project manager is "accountable" in the
'execute a work package' activity. This means that they would
approve the extra funding if it is possible to do so within
stage tolerances. Ref tab 17.2
Appendix 2
Resources
Appendix 2
62
Rationale
Syllabus Ref
A
P2-7_PRCT_4.6.2
68
D
P2-7_PRCT_4.7.1.a
198
Rationale
A. Correct. As part of the 'request next stage' activity, the
project manager should "Brief the project board about the
performance of the current stage, an overview of the next
stage, and the people and resources required, and confirm
readiness to proceed. The project manager should also
confirm where there have been concessions for any off specifications during the stage." Ref 18.4.6
B. Incorrect. As part of the 'give ongoing direction' activity in
the 'directing a project' process, "project board members
must offer informal guidance or respond to requests for
advice at any time during a project." In addition, "effective
project controls are a prerequisite for managing by
exception" and the ‘request next stage’ activity is an example
of a control. It is not related to allowing informal discussions
with the project board. Ref 14.4.3, 15.4.3
C. Incorrect. It is true that an objective of the ‘managing a
stage boundary’ is to "review and if necessary, update the
project initiation documentation." However, in the ‘request
next stage’ activity, the project manager should "Brief the
project board about the performance of the current stage, an
overview of the next stage. Ref 18.2, 18.4.6
D. Incorrect. It is true that in the ‘directing a project’ process,
"the project board authorizes a stage by reviewing the
performance of the current stage and approving the stage
plan for the next stage." However, this is triggered by the
‘request next stage’ activity and this has been appropriately
carried out. Ref 14.4.4, 18.4.6
A. Incorrect. The 'prepare planned closure' activity is where "a
closure recommendation can be raised to the project board
after the project manager has confirmed that the project can
be closed." In addition, the project manager should " Ensure
that all project information is secured and archived..." Ref
19.4.1
B. Incorrect. The 'confirm project acceptance' activity is where
"The project’s products must be passed to an operational and
maintenance environment prior to the project closure." Ref
19.4.3
C. Incorrect. The 'evaluate the project' activity is where
"Successful organizations learn from experience with
projects. When evaluating the project, the objective is to
assess how successful the project has been... It may also be
possible to improve the estimation for future projects by
analysing the estimates and actual progress metrics for this
project." Here the lesson relating to the excellent work
performed by the marketing agency is identified, but not yet
notified to the project board. Ref 19.4.4
D. Correct. During the 'request project closure' activity, “To
finish the current stage and close the project, the project
manager contacts the project board to request project
closure. The project manager will emphasize the importance
of celebrating the project success and suggest some form of
appreciation by the project board to all involved.” In addition,
the project manager should “Brief the project board with a
summary of the performance of the project.” It is in this
activity, that the project manager should make the
recommendation to the project board about using the team
manager on future projects. Ref 19.4.5
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A
Syllabus Ref
69
C
P2-7_PRCT_4.7.1.c
70
C
P2-7_PRCT_4.7.2
Rationale
A. Incorrect. The business case practice is applied by the
'closing a project' process by "The performance of the project
at the end of the project is assessed and the business case is
updated to reflect the actual costs and benefits as well as a
forecast of benefits yet to be realized." Ref tab 19.3
B. Incorrect. The organizing practice is applied by the 'closing
a project' process by "Project team performance and health
and wellbeing are reviewed for input to lessons learned and
the end project report. The communication management
approach, change management approach and commercial
management approach are reviewed for any requirements
relating to project closure, for example who to notify." Ref tab
19. 3
C. Correct. The plans practice is applied by the 'closing a
project' process by "The product register is checked to
confirm the required products for the final stage have been
delivered and to provide input to lessons learned and the
end project report. The product register is closed." The
purpose of the product register "is to list of all products
required of a plan and the status of those products." Ref tab
19.3, 8.5
D. Incorrect. The quality practice is applied by the 'closing a
project' process by "The quality register is checked to confirm
the required quality activities for the final stage have been
performed and to provide input to the end report. The
quality management approach is reviewed for any
requirements relating to project closure. The quality register
is closed." Ref tab 19.3
A. Incorrect. "A closure recommendation can be raised to the
project board after the project manager has confirmed that
the project can be closed." The ‘prepare planned closure’
activity should "close the project’s project log". However, the
‘evaluate the project’ activity should be used because this
activity should "review the project log to identify lessons that
could be applied to future projects and include them in the
lessons report." Ref 19.4.1, 19.4.4
B. Incorrect. The ‘prepare planned closure’ activity should
"ensure all project information is secured and archived ..."
However, the ‘evaluate the project’ activity should be used
because this activity should "review the project log to identify
lessons that could be applied to future projects and include
them in the lessons report." Ref 19.4.1, 19.4.4
C. Correct. The ‘evaluate the project’ activity should "review
the project log to identify lessons that could be applied to
future projects and include them in the lessons report in
consultation with the project management team." Ref 19.4.4
D. Incorrect. The ‘evaluate the project’ activity will identify if it
is "possible to improve the estimation for future projects by
analysing the estimates and actual progress metrics for this
project." However, this does not explain why the project
manager has reviewed the issues register and identified a
lesson. Ref 19.4.4
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A
Appendix 2
Resources
Appendix 2
Q
67
Sample Paper 2:
PRINCIPLES
1.
Question Booklet
Multiple Choice
The campaign project will be delivered across the country and options to deliver the
campaign are being considered in stage 2. Discrimination against marginalized groups varies
by region, and is higher in dense urban areas. For this reason, the expected increase in the
number of incidents reported to authorities has been set with a range of between 5 and 15
per month, depending on the region.
Which principle is being applied, and why?
Examination Duration: 2 hours and 30 minutes
A. 'Manage by exception', because some areas might under-deliver and some might overdeliver on the benefit
B. 'Manage by exception', because scope tolerance should be set to allow flexibility in
relation to what is delivered
C. 'Ensure continued business justification', because the option chosen in stage 2 should
represent value for money
D. 'Ensure continued business justification', because the business justification may change
during the project, but should always remain valid
Instructions
1. You should attempt all 70 questions. Each question is worth one mark.
2. There is only one correct answer per question.
3. You need to answer 42 questions correctly to pass the exam.
4. Mark your answers on the answer sheet provided. Use a pencil (NOT pen).
5. You have 2 hours and 30 minutes to complete this exam.
6. This is an 'open book' exam. You can use the PRINCE2® 7 Managing Successful Projects
Official Book.
Projects Official Book, and the Scenario Booklet
9. Do not use information from one question to answer another.
How well does this apply the 'ensure continued business justification' principle, and why?
A. It applies it well, because the benefits from the application need to be balanced against
the cost and risk for the additional investment to be justified
B. It applies it well, because in projects driven by new legal obligations, the chosen option
needs to represent best value for money
C. It applies it poorly, because by using the change budget, the project budget should be
enough to fund the additional cost of the application
D. It applies it poorly, because the benefits that were used to justify funding the application
will be measured after the project has been completed
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8. No materials are allowed other than the exam paper, the PRINCE2® 7 Managing Successful
The requirements have been finalized during stage 2. During the options analysis, the Police
Liaison Officer raised a request for change to include an online training application on how
police officers should respond to incidents. They believe this will lead to better handling and
increased reporting of incidents. The project manager consulted the Head of Publicity and
Social Media who agrees with this assessment. The project manager also obtained cost
estimates to deliver this application from several IT suppliers. As a result, the project
executive considered the risks and decided to approve the use of the change budget to fund
this change.
Appendix 2
Resources
Appendix 2
7. Use the Scenario Booklet (Scenario 4: NowBYou and Additional information).
2.
3.
The Head of Publicity and Social Media has been appointed as a senior user on the project.
They have appointed an external media consultant to provide user project assurance on
their behalf. The media consultant will also advise on the timing and content of the various
advertisements. The project manager has prepared a role description for the media
consultant.
6.
Stage 1 has been approved. The Head of Fundraising has suggested that representatives
from networking support groups participate in quality reviews of all media messages. These
quality reviews have been specified in the product descriptions to ensure that the messages
are checked adequately.
Which principle is being applied, and why?
Is this an appropriate application of the 'define roles, responsibilities and relationships'
principle, and why?
A. 'Focus on products', because the project team should understand how the quality will be
checked to ensure it meets the campaign objectives
B. 'Focus on products', because the project team should agree what is to be delivered in
product descriptions to prevent unnecessary work
C. 'Manage by exception', because delegating authority to the quality reviewers should help
establish accountability
D. 'Manage by exception', because the quality reviewers should be able to make decisions
about the products at the right level
A. No, because the media consultant should not represent the interests of the Head of
Publicity and Social Media
B. No, because the media consultant should represent the interests of the board of trustees
C. Yes, because the responsibilities of the media consultant should be clearly defined
D. Yes, because the user interest should be represented as a primary stakeholder on the
project board
4.
The project is in the 'starting up a project' process. The Director of Campaigns is keen to
understand more about the project. As a result, they have arranged a series of workshops
with appropriate networking and support groups to review the experiences of previous
campaigns.
Which principle is being applied, and why?
The project is at the end of stage 1. The project executive has asked for a formal
presentation of the project initiation documentation by the project manager. After that, they
will review the stage 2 plan before authorizing work to start on the requirements gathering
and options analysis.
Which principle is being applied, and why?
A. 'Tailor to suit the project', because the project controls should be adapted to suit the
project's size, complexity and team capability
B. 'Tailor to suit the project', because the project should be tailored to suit the standards
used by the marketing agency
C. 'Defined roles, responsibilities and relationships', because the project manager's role
should be influenced by the scale and complexity of the project
D. 'Defined roles, responsibilities and relationships', because the project manager should
manage the relationship with the marketing agency effectively
Which principle is being applied, and why?
A. 'Manage by exception', because authorizing the stage 2 plan should reduce the burden
on the project executive's time without removing their control
B. 'Manage by exception', because the project manager should notify the project board
quickly if the options analysis is outside agreed tolerances
C. 'Manage by stages', because the project executive should ensure that the project has
been properly initiated before stage 2 should start
D. 'Manage by stages', because the project manager should be authorized to make
necessary adjustments if the stage remains within tolerances
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5.
The Campaign Against Discrimination Project is a short, simple project using an external
marketing agency. The project board and newly appointed project manager are both
inexperienced at running projects. As a result, the project board asked for weekly virtual
briefings from the project manager for the stage 2, which is seen as the most critical stage.
This will replace more formal highlight reports and will be reviewed again before stage 3
starts.
Appendix 2
Resources
Appendix 2
A. 'Define roles, responsibilities and relationships', because the Director of Campaigns
should understand their responsibility for approving the scope of the project
B. 'Define roles, responsibilities and relationships', because the interests of key stakeholders
should be represented on the project board
C. 'Learn from experience', because the project team should learn from mistakes on
previous projects to improve the management of this project
D. 'Learn from experience', because the project manager should take into account that
workshop attendees are likely to have different learning needs and preferences
7.
PEOPLE
8.
The project is in the 'initiating a project' process and the project team has just been
appointed. The team members have not worked together on a project before, and most
people work from home at least two days a week. To help everyone to get to know each
other, the project manager has organized a weekly lunch event for people to interact and
communicate informally. These lunch events will be held in the head office building on a day
when most people are in the office anyway.
Is this an appropriate application of 'leading successful teams' according to the 'people'
element, and why?
A. Yes, because the project manager should use the lunch event to obtain information on
the status of work packages and resolve any issues
B. Yes, because the lunch event should help to build social cohesion, making the most of the
team members' time, so they can work effectively on the campaign
C. No, because it should be possible for project team members to attend every lunch event
so that they feel part of the project team
D. No, because the project manager should arrange team building events at the start of the
project to build social cohesion
9.
A. Yes, because the project executive should give ongoing direction to the project manager
and Head of Publicity and Social Media by attending the meeting
B. Yes, because the project executive should use their authority to authorize the work
package to Head of Publicity and Social Media, if required
C. No, because the project manager should cocreate the work package with the Head of
Publicity and Social Media to build a relationship, despite the differences in seniority
D. No, because the project should 'manage by exception' to reduce the time burden on the
project executive by removing unnecessary meetings
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A. Yes, because the project manager should assess the impact of the project executive's
concerns now that it has been added to the issue register
B. Yes, because regular meetings with the project executive should allow the project
manager to receive and act on feedback about legal commitments
C. No, because the project manager should focus on ensuring that legal concerns are
communicated by the project executive sooner
D. No, because the project manager should record the project executive's concerns about
compliance with the legislation in the risk register
11. The project is at the end of the 'initiating a project' process and the project manager is trying
to arrange regular team meetings at the head office throughout stage 2. The purpose of the
meetings is to involve staff from across the project ecosystem and build relationships
between them. Some staff members have never met in person, although they will need to
work closely with each other across the project ecosystem when gathering requirements and
analysing options. The project manager is finding it difficult to agree a day and has decided
to rely on team members to plan meetings with each other as required.
Is this an appropriate way of 'leading successful change' according to the 'people' element,
and why?
A. Yes, because the project manager should trust team members to know who they need to
communicate with, and when
B. Yes, because the project manager should focus on more important meetings so that time
can be better spent delivering the campaign instead
C. No, because the project manager should ensure that the team members have time to
build supportive relationships across the project ecosystem
D. No, because the project manager should hold the regular meetings to ensure that the
team members clearly understand their roles and responsibilities
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Is this an appropriate application of 'leading successful teams' according to the 'people'
element, and why?
Is this an appropriate way of 'leading successful change' according to the 'people' element,
and why?
Appendix 2
Resources
Appendix 2
One of the graduate trainees was appointed as project manager at the end of stage 1. At the
beginning of stage 3, the project manager invited the Head of Publicity and Social Media to a
meeting to agree a work package to implement the chosen campaign option. The Head of
Publicity and Social Media is more senior than the project manager. As a result, the project
manager asked the project executive to attend the meeting to use their authority to
authorize the work package to the Head of Publicity and Social Media.
10. The Charities Act provides legislation that NowByou has to comply with. At a regular meeting
with the project executive, the project manager is advised that the project executive is
unhappy with the way that the Campaign against Discrimination Project is complying with
this legislation. The project executive believes that the project should be more ethical and
transparent in the way it declares to donors how their donated money is being spent. The
project manager has added this to the issue register.
12. The project is reaching the end of stage 2. There has been significant debate during the
options analysis. It has been difficult to get agreement on which options to recommend for
implementation in stage 3. The Police Liaison Officer was particularly unhappy with some of
the suggested messaging to police forces.
How should the project manager BEST undertake 'communication' to deal with the concerns
of the Police Liaison Officer?
A. Minimize communications with the Police Liaison Officer as his ongoing resistance to the
suggested options is likely to reduce team morale
B. Run a focus group with key stakeholders across the organizational ecosystem to review
the messaging and advise the Police Liaison Officer of the changes identified
C. Focus on communications with the Police Liaison Officer to find out if there are any
misconceptions or other reasons for his resistance
D. Ask the project executive to review the options and make the final decision about the
messaging, and advise the Police Liaison Officer of the decision
13. The project management maturity of the organization is low, and the Contracted Project
Manager is working on improving how NowByou manages its projects. As all work laptops
are installed with virtual meeting technology, it was agreed that this should be used for the
regular progress update meetings. This information has been communicated to the other
people involved in projects across the business.
Stakeholder analysis
Communications schedule and procedure(s)
Supporting tools and techniques
Resources
BUSINESS CASE
Here are three items of information that should be recorded in the business case for the
Campaign against Discrimination Project.
A. Yes, because the business case should be used to judge whether the project is desirable,
viable and achievable to support decision-making
B. Yes, because the business case should calculate the benefit as the difference between
the 'do nothing differently' and the 'do something' options
C. No, because the business case should analyse three basic options when considering the
desirability of any investment
D. No, because the business case should provide the data required to prepare an
investment appraisal comparing the costs, risks and benefits
18. The project is a simple project that should be completed within six months. The Contracted
Project Manager has worked with many NGOs successfully delivering similar projects. As a
result of this experience, they have suggested that the project brief and business case
should be combined into one simple business case document.
Is this an appropriate application of the ‘business case’ practice, and why?
A. Yes, because the format and content of the business case should suit the size and
complexity of the project
B. Yes, because the business case should demonstrate whether the project is desirable,
viable and achievable
C. No, because the business case should be reviewed and updated as it develops and
evolves during the project
D. No, because the business case should be developed in outline and then in detail at the
beginning of the project
Under which heading (A-E) should they be recorded?
Choose only ONE heading. Each heading can be used once, more than once, or not at all.
14. NowByou works with several networking and support
groups that support anyone who has experienced
discrimination. These groups have expressed concerns
about the increase in the number of reports of
discrimination against marginalized groups
15. There will be a 20% increase in the number of incidents
of discrimination being prosecuted due to the police
force's increased awareness of the nature of
discrimination against marginalized groups
16. The project needs to engage effectively with its existing
donors and financial aid partners in order to secure the
budget for this project
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A.
B.
C.
D.
E.
Reasons
Business options
Expected benefits
Sustainability targets
Costs
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A.
B.
C.
D.
Is this an appropriate application of the ‘business case’ practice, and why?
Appendix 2
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Appendix 2
Under which heading of the communication management approach should this information
be recorded?
17. The project is in the initiation stage and the Contracted Project Manager is discussing the
benefits with the Director of Campaigns. From their experience, the Director has advised
that the benefits of increased awareness of discrimination against marginalized groups will
be difficult to measure. As a result, the Contracted Project Manager has suggested that the
business case should compare the expected improvements from conducting the campaign
against how much such discrimination would have increased, without the campaign to raise
awareness.
ORGANIZING
The high-level requirements gathering and implementation of the chosen options will be carried
out by an external marketing agency, CharityM. Here are three items of information to be
included in the commercial management approach.
Under which heading of the commercial management approach (A-E) should the information be
recorded?
Choose only ONE heading. Each heading can be used once, more than once or not at all.
19. The Head of Publicity and Social Media will work with
the procurement team to agree the scope of work and
terms with CharityM
20. The procurement team will provide two experts to work
alongside the Head of Publicity and Social Media during
stage 1 to agree the scope of work and terms with
CharityM
21. The high-level requirements gathering and
implementation of the chosen options will be carried
out by an external marketing agency, CharityM.
A.
B.
C.
D.
E.
Scope
Delivery model
Resources
Responsibilities
Standards
A. Yes, because the project executive should be appointed by the Chief Executive Officer
B. Yes, because the CEO should appoint a single project executive to be accountable for the
project
C. No, because the Contracted Project Manager cannot perform any other role on the
project
D. No, because the Contracted Project Manager cannot also perform the role of project
executive
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A. Yes, because the project management maturity of NowByou is very low and the
Contracted Project Manager should advise the project team on the use of media
B. Yes, because the project manager has the necessary knowledge of media channels and
the time to devote to the role of team manager
C. No, because the project manager's sole focus should be on the day-to-day management
of stage 2, which is critical for the success of the project
D. No, because the project manager role should not be shared between the Contracted
Project Manager and team managers
PLANS
Here are three actions related to developing the stage 2 plan.
Which role (A-F) should be responsible for each action?
Choose only ONE role for each action. Each role can be used once, more than once, or not at all.
24. Check the stage 2 plan to ensure enough time has
been allowed to obtain input and feedback from the
User Group on the high-level requirements
gathering and options analysis
25. Advise the project manager on how to prepare the
stage plan to comply with the NowByou
requirements
26. Prepare the schedule for the requirements
gathering work package for input to the stage 2 plan
A.
B.
C.
D.
E.
F.
Resources
Is this an appropriate application of the ‘organizing’ practice, and why?
Is this an appropriate application of the ‘organizing’ practice, and why?
Business layer
Project executive
Senior user
Senior supplier
Project manager
Team manager
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Appendix 2
22. The Chief Executive Officer has informed the Contracted Project Manager that they will be
the single point of accountability for the project when developing the initial project
management documentation. This is because of their track record of successful delivery in
the not-for profit sector.
23. The Director of Campaigns has decided that the Contracted Project Manager should
continue as project manager during stage 2. In addition, the Director of Campaigns has
asked the Contracted Project Manager to perform the team manager role for the
requirements gathering work package in stage 2. This is because the Contracted Project
Manager understands the not-for-profit sector in general, and how to make best use of a
variety of media on this project. The Director of Campaigns has agreed to employ them on a
full-time basis during stage 2.
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27. The Campaign against Discrimination is a critical project for NowByou. As a result, it is
important that the project delivers within the agreed project time tolerances. The Contracted
Project Manager has a track record of successful delivery of this type of project. Therefore, it
has been decided that the entire project time tolerance should be allocated to stage 3, when
the new project manager will be working mostly on their own. There was an issue with the
TV campaign work package during the stage and some extra time is needed to complete the
work package. The work will be completed within stage time tolerance.
According to the 'plans' practice, which role should authorize the extra time to complete the
TV campaign during stage 3?
A.
B.
C.
D.
Business
Project executive
Project manager
Project assurance
28. The Contracted Project Manager is creating the project plan in stage 1 based on a better
understanding of the requirements gathering and options analysis work in stage 2. They
have also obtained more detailed estimates of time and cost from the external marketing
agency implementing the campaign in stage 3.
Is this an appropriate application of the ‘plans’ practice, and why?
Is this an appropriate application of the ‘plans’ practice, and why?
A. Yes, because the project manager should produce the product description for the
‘options analysis’ to be able to estimate realistic time and cost in the project plan
B. Yes, because the project manager should define the ‘options analysis’ product as a major
product to be delivered by the project
C. No, because the project manager should describe the ‘options analysis’ as a major
product in the project product description
D. No, because the project manager should create the ‘options analysis’ product description
when planning stage 2 in detail
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Which management product (A-E) should they be recorded in?
Choose only ONE option. Each option can be used once, more than once or not at all.
30. The leaflets were reviewed by the Director of
Campaigns on the planned date and were approved for
use at the workshops
31. NowByou's contact details, and those of other
supporting organization, must be included in the leaflet.
The details must be 100% accurate for email address,
postal address, social media platforms and phone
number
32. All published materials, including leaflets, must conform
to copyright and data protection legislation
A.
B.
C.
D.
E.
Product description
Product register
Project product description
Quality register
Quality management
approach
33. The following entry has been recorded as one of the user quality expectations documented
in the project product description for the Campaign against Discrimination Project:
"The delivered multi-channel campaign will lead to improved brand recognition resulting in
increased donations and financial aid from partners."
Is recording this statement as a user quality expectation an appropriate application of the
‘quality’ practice, and why?
A. Yes, because specifying improved brand recognition as a quality expectation of the
delivered multi-channel campaign should avoid conflicts over unmet expectations
B. Yes, because improved brand recognition states a user requirement from the campaign
so that the project team can plan how to meet it
C. No, because improved brand recognition is an output delivered by the campaign, not a
user quality expectation
D. No, because increased donations and financial aid are benefits resulting from an
outcome, not a user quality expectation
34. The Director of Campaigns is concerned whether the trials will give the required confidence
that the campaigns would meet their quality specifications. As a result, the project’s quality
control measures need to be assessed. This assessment will review whether, when the
campaigns are trialled with representatives from support groups, they will meet their quality
specifications. The project board has decided that it will manage this assessment.
Is this an appropriate application of the ‘quality’ practice, and why?
A. Yes, because quality assurance should be performed by the project board or delegated
to someone to perform on their behalf
B. Yes, because project assurance should be a project board responsibility or delegated to
someone to perform on their behalf
C. No, because project assurance should be a responsibility of the project management
team as a whole
D. No, because quality assurance should be managed independently from the project team
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29. During stage 1, the Contracted Project Manager is preparing the project plan. In order to do
this, the Contracted Project Manager is working with the Director of Campaigns and the
Head of Publicity and Social Media to understand more about the ‘options analysis’ product,
what needs to be produced, who will approve it and the associated quality specifications.
Here are three items of information relating to leaflets that will be issued to police officers
attending awareness workshops.
Appendix 2
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Appendix 2
A. Yes, because the project manager should identify the work packages that the external
marketing agency will be delivering in stage 3 to implement the campaign
B. Yes, because the project manager should create the project plan to include more detailed
cost and time estimates to ensure continued business justification
C. No, because the project manager should create the project plan during the 'initiating a
project' process, rather than during stage 1
D. No, because the project manager should include the updated cost and time estimates in
the business case to support continued business justification
QUALITY
RISK
The following risk has been recorded in the risk register:
"As NowByou is a new NGO there is a risk that they may not be fully aware of the way social
media can be used effectively, resulting in poor publicity and reduced coverage nationally and
worldwide."
Initially, in response to this risk, a social media specialist has been hired at a significant cost to
the project. Further responses will be identified once the social media specialist completes a
review of social media usage.
Here are three items of information to be included in the risk register.
Under which heading of the risk register (A-E) should the information be recorded?
Choose only ONE heading for each item of information. Each heading can be used once, more
than once, or not at all.
35. The social media specialist is preparing new
standard processes relating to social media usage
36. A decision has been made to introduce a new
standard process relating to social media usage
37. Without the introduction of any standards relating
to social media usage, NowByou is likely to incur
significant legal costs
A.
B.
C.
D.
E.
Likelihood
Impact
Proximity
Risk response
Risk action owner
A. Yes, because the risk register should describe the risk cause, the opportunity that may
arise, and the effect it will have on achievement of objectives
B. Yes, because the risk register should describe the positive exposure of the project to
achieving its objective of increasing donations
C. No, because by potentially increasing awareness of NowByou's work, the number and
amount of donations could be increased
D. No, because any increase in donations should happen after the multi-channel campaign
has been delivered and the project has been closed
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A. Yes, because this response should make the uncertain situation certain by removing the
risk
B. Yes, because the response should reduce the risk's remaining realistic likelihood and
size of impact to zero
C. No, because this response should be recorded as ‘enhance’, rather than ‘exploit’
D. No, because the increase in donations should happen after the project has closed
ISSUES
In one local area, where a large number of refugees are living, there has been a significant
increase in the number of reports to police about discrimination against refugees. However, the
Police Liaison Officer believes that even more incidents are happening, but are not reported. As a
result, the Police Liaison Officer has asked whether the project team could add a number of
workshops with local residents to stage 3. The purpose of the workshops would be to increase
understanding of this type of discrimination and how to identify it.
Here are three actions being taken in response to this request to add workshops to the project
scope.
Which role (A-E) should be responsible for carrying them out?
Choose only ONE role for each action. Each role can be used once, more than once, or not at all.
40. If approved, identify the agenda, timetable and
venue for the workshops
41. Record the request for workshops from the Police
Liaison Officer
42. Discuss with the Chair of the User Group and the
Head of Publicity and Social Media how these
workshops might help local residents become more
aware of the type of discrimination against refugees
and how to identify it
A.
B.
C.
D.
E.
Project manager
Project executive
Senior user
Project support
Team manager
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Is this an appropriate application of the ‘risk’ practice, and why?
Is this an appropriate application of the ‘risk’ practice, and why?
Appendix 2
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Appendix 2
38. The following entry has been recorded in the risk register:
“Risk description: Due to the low level of recognition of the NowByou brand, increasing the
brand recognition could help potential donors to recognize the work that NowByou does,
increasing the number and amount of donations.”
39. The following entry has been recorded in the risk register:
“Risk description: Due to the low level of recognition of the NowByou brand, increasing the
brand recognition could help potential donors to recognize the work that NowByou does,
increasing the number and amount of donations.”
“Response: Exploit the opportunity: Employ an external brand specialist to maximize brand
recognition during the campaign.”
43. The following entry has been recorded as a request for change in the issue register of the
Campaign against Discrimination Project:
“Discrimination against marginalized groups, in particular, the homeless and refugees, is
growing at a concerning rate.”
Is this an appropriate application of the ‘issues’ practice, and why?
A. Yes, because this is an issue that should be considered by the project management team
B. Yes, because the Campaign against Discrimination Project is NowByou's response to this
concern
C. No, because this is a concern for the whole of NowByou, not a request to change the
baseline of the Campaign against Discrimination Project
D. No, because the impact this could have on the achievement of project objectives is
uncertain
44. The following entry has been recorded in the issue register of the Campaign against
Discrimination Project:
"A political lobby group dedicated to reducing police funding has offered to provide a
significant proportion of the money required for the Campaign against Discrimination
Project. However, the Police Liaison Officer has advised that all police forces will withdraw
their support from this and all future NowByou projects, if the funding is accepted. This is
because accepting the funding would send a negative message about how NowByou
perceives the police forces."
Which management product (A-E) should they be recorded in?
Choose only ONE option. Each option can be used once, more than once or not at all.
45. At the end of stage 3, the Director of Campaigns
stated that the implementation of the chosen
option had gone well. But the Marketing Agency
advised that that the TV campaign would have been
more successful if it had been run at the same time
as the social media campaign.
46. The time tolerance for stage 2 is +1 week. The
options analysis has been delayed and the end of
the stage will be delayed by two weeks. The project
manager has suggested that the stage end should
be delayed by two weeks to ensure the options are
fully considered before implementing the chosen
option in stage 3
47. During stage 2, the team manager for the options
analysis confirmed that TV advertising would be
affordable after all, despite having been worried,
earlier in the stage, that it might be too expensive
A.
B.
C.
D.
E.
Exception report
Daily log
Highlight report
Checkpoint report
End project report
48. A graduate trainee has just been appointed as project manager from stage 3 onwards. They
have suggested that time-driven controls are not needed, because the project is moving into
the final stage where the chosen option is implemented.
Is this an appropriate application of the ‘issues’ practice, and why?
Is this an appropriate application of the ‘progress’ practice, and why?
A. Yes, because the project manager should consult with others when identifying the best
ways to resolve an issue
B. Yes, because the project board should escalate to the NowByou Chief Executive Officer
as this issue has wider implications for the organization
C. No, because the reaction of the police forces is not certain, particularly whether they will
withdraw their support for this, and future, projects
D. No, because the NowByou Chief Executive Officer has insufficient experience in project
management to make the decision about this issue
A. Yes, because event-driven controls should be used once the implementation of the
chosen option is underway in the final stage
B. Yes, because the project board should make the decision about how to control the work
of stage 3, at the end of stage 2
C. No, because the project manager should update the project board on the stage's
progress and status at agreed intervals during stage 3
D. No, because the project manager should report to the project board if the stage 3
tolerances are forecast to be exceeded
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Here are three items of information relating to the 'progress' practice.
Appendix 2
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Appendix 2
The project manager has assessed the issue in consultation with the Director of Campaigns.
The project manager has recommended that the project board should escalate the matter
to the Chief Executive Officer and board of trustees to consider the wider implications of this
proposed funding.
PROGRESS
49. The project is in stage 1 and the project manager has recorded the following entry in the
daily log:
“The Police Liaison Officer has been busy every time I have requested a meeting with them. I
need to discuss with the Director of Campaigns why the Police Liaison Officer may be
reluctant to engage with me about this project.”
52. The Contracted Project Manager has produced the project brief, including the outline
business case, project product description, project approach, and role descriptions. The
project board has received these along with a request to authorize initiation. The Contracted
Project Manager is now waiting for the appointment of the internal project manager before
planning the initiation stage.
Is this an appropriate application of the ‘starting up a project' process, and why?
Is this an appropriate application of the ‘progress’ practice, and why?
A. Yes, because this matter should be recorded in the daily log so it can be handled in a
discrete manner
B. Yes, because the project manager should actively record and implement lessons
throughout the project
C. No, because this is an important issue that should be captured in the issue register for
resolution
D. No, because the project manager should produce an issue report to capture and analyse
the matter
PROCESSES
50. The project is in the 'starting up a project' process. The Contracted Project Manager has
suggested the use of focus groups in stage 2 to get early feedback on potential options. The
Contracted Project Manager met with the Fund-Raising Administrator, who has used focus
groups before on a campaign, to discuss how they were used in NowByou.
53. The project is intended to increase awareness of discrimination against marginalized groups.
The project is now at the end of stage 3 and the project board is about to 'authorize project
closure'. In order to do this, the project assurance needs to check how this increase in
awareness of discrimination will be measured after the multi-channel campaign has been
delivered.
A.
B.
C.
D.
A.
B.
C.
D.
Assess previous lessons
Prepare the outline business case
Select the project approach
Plan the initiation stage
Which practice is being applied by the 'starting up a project' process?
A.
B.
C.
D.
Plans
Progress
Risk
Quality
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Risk
Progress
Business case
Quality
54. The chosen campaign option has been implemented. One of its objectives was to increase
awareness among police officers of discrimination against marginalized groups. The Police
Liaison Officer is going to work with local police forces to measure whether the delivered
campaign has successfully increased awareness and whether there have been any
unplanned consequences, such as a reduction in arrests of individuals in these groups.
During which activity of the 'directing a project' process should these measurements be
approved?
A.
B.
C.
D.
Authorize initiation
Authorize the project
Authorize a stage or exception plan
Authorize project closure
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Which practice is being applied by the 'directing a project' process when project assurance
performs this check?
Appendix 2
Resources
Appendix 2
During which activity should this discussion take place?
51. The project is in the 'starting up a project' process. The Contracted Project Manager has
suggested that members of the networking and support groups should be invited to
participate in focus groups to test which media will work best in increasing awareness of
discrimination. The Head of Fund-Raising has advised that focus groups have been used
before by NowByou and that the Fund-Raising Administrator was heavily involved in their
use. As a result, the Contracted Project Manager organizes a meeting with them to discuss
how they were used before.
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A. Yes, because the project board should authorize initiation, based on the formal
justification in the outline business case and project brief
B. Yes, because the internal project manager should be involved in planning the initiation
stage
C. No, because the internal project manager should be responsible for issuing the project
initiation request
D. No, because the project board should review the initiation stage plan to understand the
time and resources required to initiate the project
55. The project is in stage 2 and the team manager has forecast that the requirements gathering
work package will exceed its time and cost tolerances. However, stage 2 will still be within
cost and time tolerances. The project manager has issued an exception report to request
direction from the project executive because the requirements are critical to carrying out the
options analysis later in the stage.
57. The project is in the initiation stage. The project manager organized a workshop with the
Head of Publicity and Social Media, the Police Liaison Officer, the Director of Campaigns and
other key stakeholders. The purpose of the workshop was to understand more about the
'delivered multi-media campaign' and in particular what will make the campaign acceptable
to the attendees and how this will be achieved.
Is this an appropriate application of the ‘give ongoing direction' activity, and why?
Which practice is being applied by the 'initiating a project' process?
A. Yes, because the project executive should provide direction if an exception occurs
during the stage
B. Yes, because the project executive should respond to requests for advice from the
project manager during a stage
C. No, because the project manager should also consult with the senior user and senior
supplier when asking for advice
D. No, because the project manager should request informal advice without the need to
use an exception report
A.
B.
C.
D.
56. The project is in the 'initiating a project' process. The Contracted Project Manager has
requested a meeting with the project board. At the meeting, they will explain how the
campaign will raise awareness of discrimination against marginalized groups and reinforce
NowByou's brand recognition and explain what happened during project initiation.
During which activity of the 'initiating a project' process should this meeting occur?
In which activity of the ‘initiating a project’ process should the project manager ensure that
these requirements are addressed, and why?
A. Request project authorization, because the project manager should explain to the
project board why the project is important and will be effective
B. Request project authorization, because the project manager should request people and
resources to deliver the multi-channel campaign and measure its effectiveness
C. Assemble the project initiation documentation, because the requirements recorded in
the project initiation documentation should be baselined and placed under change
control
D. Assemble the project initiation documentation, because the project manager should
carry out a cross-check of the messages, channels and benefit reviews to ensure they
work together
59. In the communication management approach the project board requested a written
summary to be available every Monday morning, of progress made with the requirements
gathering and options analysis. The project is in the 'controlling a stage' process in stage 2.
In the 'controlling a stage' process, which role should be responsible for providing this
written summary?
A.
B.
C.
D.
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Project manager
Team manager
Project support
Project assurance
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Agree tailoring requirements
Agree the management approaches
Establish project controls
Request project authorization
58. The project is in the 'initiating a project' process. It will be important for the Campaign
against Discrimination Project to align communication messages delivered by the different
channels of TV, press, and social networks to achieve maximum impact. The effectiveness of
each message and how it differs by channel will also need to be measured.
Appendix 2
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A.
B.
C.
D.
Plans
Issues
Organizing
Business case
60. The project is in stage 3. The marketing agency team manager has advised that they will not
be able to deliver the agreed number of TV advertising campaigns within the agreed
timescale and budget. As a result, the project board has been consulted and agreed that the
marketing agency should deliver fewer advertisements. The team manager has been advised
of this decision.
63. The project is the 'managing product delivery' process in stage 2. Work on the high-level
requirements gathering is underway. The team manager has advised the project manager
that the work is progressing to plan and should be completed on time and to quality for TV,
press and social networks.
Which practice is being applied by the 'managing product delivery' process?
In the 'controlling a stage' process, which role should be informed about this decision?
A.
B.
C.
D.
Business
Project executive
Project assurance
Project support
61. During the 'controlling a stage' process in stage 3, the project manager visited the team
working on the TV campaign work package to informally review progress. They are currently
filming the campaign and the work is going well but it is very busy and the deadline is very
tight. As a result, the project manager agreed with the team manager that the checkpoint
report could be issued after filming finishes to formally report progress a couple of days
later than scheduled. The project manager then made a note of the discussions in the
project log.
Is this an appropriate application of the ‘evaluate work package status’ activity, and why?
During which activity of the 'managing product delivery' process should this be agreed?
A.
B.
C.
D.
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Accept a work package
Execute a work package
Evaluate a work package
Notify work package completion
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64. The project is in stage 2 and the options analysis work package is underway. As work
progresses, a wide range of options have been identified to deliver the campaign. The newly
appointed project manager is unable to give guidance on which options to explore, as advice
from the wider business is needed, including from the Director of Campaigns. The team
manager for the options analysis work package has therefore asked the project board for
regular advice to ensure the options analysed will meet the project objectives.
Is this action appropriate for the ‘execute a work package’ activity, and why?
A. Yes, because the options analysis should be developed in accordance with the
requirements defined in the work package
B. Yes, because the project board should be responsible for ensuring that the options
analysis will achieve the project objectives
C. No, because the options analysis team manager should report regularly on work
package progress to the project manager
D. No, because the project manager should advise the options analysis team manager on
how to proceed, after consulting with the project board
65. The multi-channel campaign has been delivered and the project is in the 'closing a project'
process. The project budget had been increased twice during the course of the project, after
approval by the board of trustees. The project manager is now analysing spend against the
budget to identify how much of this overspend was a result of mis-estimation, approved
changes and management of risk. This information will be used when estimating the budget
for future campaigns.
In the 'closing a project' process which role should be accountable for this action?
A.
B.
C.
D.
Business
Project executive
Project manager
Senior supplier
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62. The project is at the beginning of stage 2. The project manager has agreed with the team
manager, for the high-level requirements gathering, that the campaign must include TV and
social media networks. However, press campaigns are not as critical and are a should-have
requirement.
Quality
Plans
Issues
Progress
Appendix 2
Resources
Appendix 2
A. Yes, because the project manager should evaluate progress and forecast the
performance for the remainder of the stage
B. Yes, because the project manager should have informal conversations with the team
manager to review progress and understand issues they are facing
C. No, because the team manager should issue the checkpoint report as scheduled so that
the project manager can review progress
D. No, because the project manager should request that project support produce the
checkpoint report on time instead of the team manager
A.
B.
C.
D.
66. The Campaign against Discrimination Project has delivered the 'multi-channel campaign'.
The project is in the 'closing a project' process in the final stage. The project team needs to
review whether the campaign has delivered against expected the time, cost, scope and
quality as defined by the project initiation documentation at the end of stage 1.
In the 'closing a project' process which role should be accountable for this action?
A.
B.
C.
D.
Business
Project executive
Project manager
Project assurance
67. During stage 2, a national TV channel ran a series of programmes on the increasing
discrimination against the homeless and refugees. This TV series was unconnected to the
work being carried out by NowByou. As a result of this TV series, the project manager
reviewed the impact that the Campaign against Discrimination was forecast to have. It was
identified that there would be a smaller increase in awareness of discrimination, but the
increase in NowByou brand recognition was forecast to be greater than originally expected.
In which activity should this be recorded during the ‘managing a stage boundary’ process,
and why?
A.
B.
C.
D.
Prepare exception plan
Evaluate the stage
Request next stage
Update the project plan
70. During the final stage, a consumer research company has been contracted to assess
whether the public has a higher awareness of discrimination against marginalized groups
and of the work carried out by NowByou as a result of the campaign. The multi-channel
campaign has now been delivered and the project is in the 'closing a project' process. The
senior user has been given responsibility for ensuring that these assessments are planned
appropriately by the research company.
Is this an appropriate application of the 'confirm project acceptance' activity, and why?
A. Yes, because the senior user, as the customer, should take ownership of the delivered
multi-channel campaign after the project has closed
B. Yes, because the project manager should involve the senior user in checking the planned
post- project benefit reviews, if required
C. No, because the project manager should be responsible for updating the benefits
management approach during the ‘closing a project’ process
D. No, because the project manager should have updated the benefits management
approach during the ‘managing a stage boundary’ process
Which practice is being applied by the 'managing a stage boundary' process when the
project manager produces this summary?
A.
B.
C.
D.
222
Organizing
Progress
Issues
Quality
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68. The project is in stage 3. The implementation of the chosen option is going to take longer
than planned, meaning that the stage will exceed its time tolerance. The project board has
asked the project manager to provide a summary of what work has been completed to
implement the chosen option, and what remains to be done, before approving the exception
plan already submitted.
During which activity of the 'managing a stage boundary' process should the project
manager produce this summary?
Appendix 2
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Appendix 2
A. Prepare exception plan, because the project board should request a replacement plan
to manage a change to project viability
B. Prepare exception plan, because the project log and project initiation documentation
should be updated to reflect the revised benefits forecasts
C. Update the business case, because the benefits management approach should reflect
the revised benefits forecasts
D. Update the business case, because the project board should understand the risks to
achieving the forecast benefits
69. The project is in the final stage. The project manager has reported to the project board that
the 'implementation of chosen option' is going to take longer than planned, and the stage
will exceed its time tolerance. The project board has asked the project manager to replan the
remainder of the stage. In addition, the project board would like a summary of what how
much of the multi-channel campaign has been implemented and what is left to be
completed.
Sample Paper 2: Answers and Rationales
Q
A
Syllabus Ref
1
A
P2-7_PRCT_1.1.e
PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd.
Syllabus Ref
A
P2-7_PRCT_1.1.a
Rationale
A. Correct. As part of the 'ensure continued business
justification' principle, "There must be a justifiable reason
for starting a project, and that the justification remains
valid, and be revalidated, throughout the life of the
project. "The business justification for a project may
change; therefore, it is important that what the project is
delivering remains consistent with the evolving
justification" Therefore, when considering a request for
change, the additional benefit from that change needs to
be weighed against the additional cost and risk. Ref 2.1
B. Incorrect. It is true that "compulsory projects, such as those
driven by legislation or regulation, still require justification for
the chosen approach, ensuring it represents the best value for
money" according to the 'ensure continued business
justification' principle. However, this project is not
implementing new legislation. In addition, this does not
explain why the request for change needs to be justified. Ref
2.1
C. Incorrect. According to the 'issues' practice, "if there is a cost
associated with the change, the source of its funding must be
identified as either the approved change budget or additional
funding from the customer." Here the change is being funded
from the change budget so the project budget should not need
to be increased. Ref 10.2.3
D. Incorrect. As part of the 'ensure continued business
justification' principle, "after the project is completed, the
project should be reviewed to evaluate if the benefits have
materialized sufficiently to warrant the final investment and
what lessons can be learned from the project." However, it is
the forecast benefits that should be used to justify funding the
application. Ref 2.1
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A. Correct. According to the 'manage by exception'
principle, "The seven aspects of a plan’s performance
requiring tolerances to be defined are: Benefits - The
degree to which it is permissible to under-deliver or overdeliver benefits; For example, the business case for a sales
improvement project modelled with a plus or minus two
percent range of increased income generation." Ref 2.5
B. Incorrect. According to the 'manage by exception' principle,
"The seven aspects of a plan’s performance requiring
tolerances to be defined are: Scope - Permissible variation of
the plan’s products." However, this is not scope tolerance, this
is benefit tolerance. Ref 2.45
C. Incorrect. As part of the 'ensure continued business
justification' principle, "the business justification drives
decision-making to ensure the project remains aligned with the
benefits sought and contributes to business objectives…
Compulsory projects, such as those driven by legislation or
regulation, still require justification for the chosen approach to
ensure it represents the best value for money." The chosen
option is the one that is being implemented by NowByou in
stage 3 and this needs to provide value for money. However,
this does not explain why benefit tolerance has been set. Ref
2.1
D. Incorrect. As part of the 'ensure continued business
justification' principle, "the business justification for a project
may change; therefore, it is important that what the project is
delivering remains consistent with the evolving justification."
However, this describes a benefit tolerance, not a change to
the benefit forecast. Ref 2.1
A
2
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224
Rationale
Q
Q
A
Syllabus Ref
3
C
P2-7_PRCT_1.1.c
PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd.
Q
A
Syllabus Ref
4
C
P2-7_PRCT_1.1.b
5
C
P2-7_PRCT_1.1.d
Rationale
A. Incorrect. As part of the 'define roles, responsibilities and
relationships' principle, "to be successful, projects must have
an explicit project management team structure consisting of
defined and agreed roles and responsibilities for the people
involved in the project." In addition, according to the 'plans'
practice, the project executive should "approve the project
product description." However, this does not explain why a
workshop should be held to gather lessons from previous
projects. Ref 2.3
B. Incorrect. It is true that as part of the 'define roles,
responsibilities and relationships' principle, the primary
stakeholders should be represented on the project board. "All
projects have the following primary stakeholders: business,
users and suppliers. All three stakeholder interests need to be
represented effectively in the project management team; this
is reflected in the design of a PRINCE2 project board."
However, this does not explain why a workshop should be held
to gather lessons from previous projects. Ref 2.3
C. Correct. According to the 'learn from experience'
principle, in many organizations the same mistakes are
being repeated. When it comes to the principle of ‘learn
from experience’ "it is important to learn from both
mistakes and successes to continuously improve and to
innovate." Ref 2.2
D. Incorrect. When applying the 'learn from experience'
principle, "project teams need to consider how to effectively
share lessons with all those involved in the project, as people
may have different learning needs and preferences." However,
this does not explain why a workshop should be held to gather
lessons from previous projects. Ref 2.2
A. Incorrect. It is true that "the implementation of ‘manage by
exception’ provides for efficient use of senior management
time as it reduces senior managers’ time burden without
removing their control!." However, this is achieved by the
delegation of tolerances, not just of the work. "Delegating
authority from one management level to the next by setting
tolerances against the seven aspects of performance for the
respective level of the plan." Ref 2.5
B. Incorrect. It is true that the main point of the principle of
‘manage by exception’ is "to alert the next management level
in the project as early as possible that the work will move
outside of agreed tolerances." However, this does not explain
why it is important to ensure the project is properly initiated
before work starts on delivering the project's outputs. Ref 2.5
C. Correct. "The focus on managing by stages ensures that
the project is properly initiated before work starts on
delivery of the project’s outputs." This is why the project
executive has requested a formal presentation of the
project initiation documentation before authorizing work
of stage 2. Ref 2.4
D. Incorrect. According to the 'manage by stages' principle, it is
true that "as long as the stage is forecast to remain within
tolerance, the project manager is authorized to make
adjustments as required." However, this does not explain why
it is important to ensure the project is properly initiated before
work starts on delivering the project's outputs. Ref 2.4
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A. Incorrect. According to the 'organizing' practice, "subject to
who has the knowledge, skills, and capacity to support the
project team, the assurance tasks can be undertaken by the
board member themselves, appointed from the wider
business or selected from an external party." in addition,
"where the project assurance roles are delegated, the
appropriate project board member remains accountable." It is
acceptable, therefore, for the Head of Publicity and Social
Media to delegate user project assurance to an external media
consultant. Ref 6.2.4.7
B. Incorrect. The board of trustees are appointed to "oversee
the organization" and are the business layer. It is the role of
the project executive, not user project assurance to represent
the business interest on the project. According to the
'organizing' practice "Projects are create to meet a business
need, which needs to be continuously justified as value for
money throughout the lifetime of the project. PRINCE2 defines
an executive role to represent this viewpoint on the project."
Ref tab 6.1
C. Correct. According to the 'organizing' practice, "subject
to who has the knowledge, skills, and capacity to support
the project team, the assurance tasks can be undertaken
by the board member themselves, appointed from the
wider business or selected from an external party." in
addition, "where the project assurance roles are
delegated, the appropriate project board member remains
accountable." It is acceptable, therefore, for the Head of
Publicity and Social Media to delegate user project
assurance to an external media consultant. A role
description has been prepared. According to the 'define
roles, responsibilities and relationships' principle, "it is
important that the right people are involved and that they
know what is expected of them." Ref 2.3
D. Incorrect. It is true that according to the 'define roles,
responsibilities and relationships' principle, "all three
stakeholder interests need to be represented effectively in the
project management team; this is reflected in the design of a
PRINCE2 project board." However, this does not explain why it
is appropriate to clearly define the role of the media
consultant. Ref 2.3
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Rationale
Q
A
Syllabus Ref
6
A
P2-7_PRCT_1.1.f
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Q
A
Syllabus Ref
7
A
P2-7_PRCT_1.1.g
Rationale
A. Correct. “One purpose of tailoring is to ensure that
project controls are appropriate to the project’s scale,
complexity, importance, team capability and risk (e.g. the
frequency and formality of reports and reviews).” Ref 2.2.7
B. Incorrect. It is true that according to the 'tailor to suit the
project' principle, "there are many influences which give cause
to tailor the method, such as whether the project has a
commercial customer-supplier relationship. In such case, the
project may need to align the project management processes,
practices and documentation to two or more quality systems."
However, this does not explain why virtual highlight reports
will be given to the project board during stage 2. Ref 2.2.7
C. Incorrect. It is true that the project manager's role needs to
be designed specifically to suit the project's scale and
complexity and other roles in the project management team.
According to the 'define roles, responsibilities and
relationships' principle, "defining roles and responsibilities in
the right way is particularly challenging as projects are crossfunctional, may involve more than one organization, often
have a mix of full-time and part-time resources and may be
spread across multiple locations. The management structures
of the parties involved in the project are likely to be different
with different priorities, objectives and interests to protect."
However, this does not explain why virtual highlight reports
will be given to the project board during stage 2. Ref 2.2.3
D. Incorrect. It is true that the project manager should manage
the relationship with the external marketing agency. According
to the 'define roles, responsibilities and relationships' principle,
"Successful projects require an understanding of the
relationship with and between stakeholders and ongoing
activities to strengthen them, which is why people is one of the
five integrated elements of PRINCE2." However, this does not
explain why virtual highlight reports will be given to the project
board during stage 2. Ref 2.2.3
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A. Correct. According to the 'focus on products' principle,
“the purpose of a project is to fulfil stakeholder
expectations in accordance with the business justification.
Therefore, there must be a common understanding of the
products required and the quality expectations for them.”
In addition, “a PRINCE2 project uses product descriptions
to provide such clarity by defining each product’s purpose,
composition, derivation, format, quality criteria and
quality method.” Ref 2.6
B. Incorrect. It is true that this “focus on products: ensures that
the project only performs work that directly contributes to the
delivery of a product (that is, the project does no more work
than it needs to deliver its agreed products).“ However, this
does not explain why the quality reviewers should be
documented in product descriptions. Ref 2.6
C. Incorrect. According to the 'manage by exception' principle,
“accountability is established by: delegating authority from one
management level to the next by setting tolerances.”
Delegating responsibility to quality reviewers of a product is
not the same as setting tolerances in order to delegate
accountability to a level of management in the project
management team. Ref 2.5
D. Incorrect. According to the 'manage by exception' principle,
“accountability is established by: delegating authority from one
management level to the next by setting tolerances.” In
addition, this principle ensures that "decisions are made at the
right level in the organization." However, delegating
responsibility to quality reviewers of a product is not the same
as setting tolerances in order to delegate accountability to a
level of management in the project management team. Ref 2.5
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Appendix 2
228
Rationale
Q
A
Syllabus Ref
8
B
P2-7_PRCT_2.1
Rationale
A. Incorrect. Although it is true that the lunch event may be
used by the project manager to get progress updates, this
relates to the 'progress' practice and is not the intended
purpose of the event. According to the 'people' element, the
lunch event should "... optimize the use of people’s time and...
build social cohesion. Social cohesion is developed by: People
meeting in a purposeful way on a regular basis building trust
across project silos." Ref 3.3.3
B. Correct. To 'bring the team together', the lunch event
should "... optimize the use of people’s time and... build
social cohesion. Social cohesion is developed by: People
meeting in a purposeful way on a regular basis building
trust across project silos." Ref 3.3.3
C. Incorrect. Although it is likely that not all team members are
likely to be able to attend every event, the lunch event should
"... optimize the use of people’s time and... build social
cohesion. Social cohesion is developed by: People meeting in a
purposeful way on a regular basis building trust across project
silos." Ref 3.3.3
D. Incorrect. While it is true that the team-building events
could be run at the start of the project to "...help to accelerate
team-building by using structured exercises...", the lunch event
should still help to "... build social cohesion. Social cohesion is
developed by: People meeting in a purposeful way on a regular
basis building trust across project silos". Ref 3.3.2, 3.3.3
Syllabus Ref
C
P2-7_PRCT_2.1
Rationale
A. Incorrect. While it is true that as part of the 'give ongoing
direction' activity, "project board members may offer informal
guidance or respond to requests for advice at any time during
a project", the work package should be cocreated between the
project manager and the team manager. According to the
'people' practice "to successfully lead a project team, it is
important to be aware that...; it is not unusual for members of
the project team to be more senior than the project manager."
Ref 14.4.3, 3.3
B. Incorrect. As part of leading successful teams, "project
teams require a different style of management and leadership
than for established organization teams, as it can be more
challenging for a project leader to exercise their authority." In
addition, "leading people beyond a project’s direct authority
(often across organizational boundaries) requires a degree of
cultural intelligence. Cultural intelligence is the capability to
relate and work across cultures within the organizational
ecosystem." Therefore, inviting the project executive so they
can exercise their authority is likely to be ineffective as the
Head of Publicity and Social Media reports to the Director of
Campaigns and not the project executive. Ref 3.3, 3.3.1
C. Correct. As part of the 'controlling a stage' process, the
project manager should "define each work package to be
authorized (or amended); build a working relationship
with the team manager; cocreate and review the work
package with the team manager, confirm that they have
accepted it, and authorize the team manager to begin
work." According to the 'people' practice "to successfully
lead a project team, it is important to be aware that...; it is
not unusual for members of the project team to be more
senior than the project manager." Ref tab 16.4.1, 3.3
D. Incorrect. It is true that the project should apply the
'manage by exception' principle which "provides for efficient
use of senior management time as it reduces senior managers’
time burden without removing their control. This ensures
decisions are made at the right level in the organization."
However, the project executive should not be "responsible" for
authorizing a work package. This is the role of the project
manager. According to the 'people' practice "to successfully
lead a project team, it is important to be aware that...; it is not
unusual for members of the project team to be more senior
than the project manager." Ref tab 2.4, 3.3
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230
Q
Q
A
Syllabus Ref
10
B
P2-7_PRCT_2.2
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Q
A
Syllabus Ref
11
C
P2-7_PRCT_2.2
Rationale
A. Incorrect. Trust is clearly important to a project, but this
decision makes it more difficult for team members to get to
know each other. "The way in which a project is established
should support relationship building across interfaces. This
can be established through regular meetings and working
groups that build a shared understanding of different
perspectives, the project data, and knowledge agreed on by
stakeholders." Ref 3.2.2
B. Incorrect. Optimizing "the use of people’s time" is something
that the project manager has to think about, but this decision
makes it more difficult for team members to get to know each
other. "The way in which a project is established should
support relationship building across interfaces. This can be
established through regular meetings and working groups that
build a shared understanding of different perspectives, the
project data, and knowledge agreed on by stakeholders." Ref
3.3.3, 3.2.2
C. Correct. When 'bringing a team together', the way in
which a project is set up should support building
relationships across key interfaces. The current set up is
not doing this. "The way in which a project is established
should support relationship building across interfaces.
This can be established through regular meetings and
working groups that build a shared understanding of
different perspectives, the project data, and knowledge
agreed on by stakeholders." Ref 3.2.2
D. Incorrect. While, according to the 'define roles,
responsibilities and relationships' principle, "... it is important
that the right people are involved, and they know what is
expected of them and what they may expect from others in
the project," this is not the focus of the question. The project
manager's decision makes it more difficult for team members
to get to know each other. "The way in which a project is
established should support relationship building across
interfaces. This can be established through regular meetings
and working groups that build a shared understanding of
different perspectives, the project data, and knowledge agreed
on by stakeholders." Ref 2.3, 3.2.3
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A. Incorrect. This would be application of the 'issues' practice,
not the 'people' element. The meeting allowed the project
manager to receive and act on feedback. According to 'leading
successful change', "Based on the shared understanding
developed with the key influencers, it is possible to establish
ways of working to ensure all impacted areas of the
organizational ecosystem are appropriately involved in the
project as it progresses.” Ref 3.2.3
B. Correct. According to 'leading successful change', “The
way in which a project is established should support
relationship building across interfaces. This can be
established through regular meetings and working groups
that build a shared understanding of different
perspectives, the project data, and knowledge agreed on
by stakeholders.” Also "Based on the shared
understanding developed with the key influencers, it is
possible to establish ways of working to ensure all
impacted areas of the organizational ecosystem are
appropriately involved in the project as it progresses.” Ref
3.2.2, 3.2.3
C. Incorrect. The project executive may have only just become
aware of these concerns about compliance with the legislation.
The meeting allowed the project manager to receive and act
on feedback. Ref 3.2.3
D. Incorrect. This should be logged as a problem or concern in
the issue register, but this was not the focus of the question.
The meeting allowed the project manager to receive and act
on feedback. “Based on the shared understanding developed
with the key influencers, it is possible to establish ways of
working to ensure all impacted areas of the organizational
ecosystem are appropriately involved in the project as it
progresses.” Ref 3.2.3
Appendix 2
Resources
Appendix 2
232
Rationale
Q
A
Syllabus Ref
12
C
P2-7_PRCT_2.3
13
C
P2-7_PRCT_2.4
P2-7_PRCT_3.1.1
15
C
P2-7_PRCT_3.1.1
234
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Q
A
Syllabus Ref
16
E
P2-7_PRCT_3.1.1
17
B
P2-7_PRCT_3.1.2
18
A
P2-7_PRCT_3.1.2
Rationale
E. Correct. The business case should include costs "a
summary of the project costs, the ongoing operations and
maintenance costs and their funding arrangements."
Therefore, the need to raise funds from existing donors
and financial aid partners should be recorded under the
costs heading. Ref 5.5 tab 5.2
A, B, C, D Incorrect. Ref 5.5 tab 5.2
A. Incorrect. Ensuring continued business justification involves
“Creating and maintaining a business case for the project to
assess whether it is (and remains) desirable, viable, and
achievable”. However, this does not explain why the 'do
nothing differently' is the starting point for measuring benefits.
Ref 5.7 tab 5.2
B. Correct. "Do nothing differently should always be the
first option and act as the basis for quantifying the other
options. The difference between do nothing differently, do
the minimum, or do more than the minimum, is the
benefit that the investment will buy.” Therefore, the
business case should show the difference between what is
expected to happen if the project happens and what
would happen if the project does not go ahead. Ref 5.3.1.1
C. Incorrect. It is true that “There are three basic business
options concerning any investment.”, However, “the difference
between do nothing differently, do the minimum, or do more
than the minimum, is the benefit that the investment will buy.”
Therefore, this does not explain the approach chosen. Ref
5.3.1.1
D. Incorrect. It is true that “An investment appraisal compares
the costs of developing, operating, and maintaining the
project’s products with the value of the benefits over a period
of time.” Therefore, the approach is indeed unlikely to provide
the data necessary to prepare an investment appraisal.
However, “Business justification is not only about costs but
also about understanding the value of a project.” Therefore,
the approach chosen is a valid approach. Ref 5.1, 5.3.2.1
A. Correct. “The format and detail of the business case
needs to be adapted so that it is appropriate to the size
and complexity of the project. For example, small, low
value projects may merge the project brief and business
case into one simple business case document.” Ref 5.4.5
B. Incorrect. It is true that ensuring continued business
justification involves “Creating and maintaining a business case
for the project to assess whether it is (and remains) desirable,
viable and achievable.” However, this does not explain why it is
appropriate on a simple project to combine the project brief
and the business case. Ref 5.7, tab 5.2
C. Incorrect. It is true that “It is reviewed and updated as it
develops and evolves throughout the life of the project.”
However, this does not explain why it is appropriate on a
simple project to combine the project brief and the business
case. Ref 5.3.1
D. Incorrect. It is true that “The business case is developed in
outline and then in detail at the beginning of the project.”
However, this does not explain why it is appropriate on a
simple project to combine the project brief and the business
case. Ref 5.3.1
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A
A. Incorrect. It is true that morale can be damaged by a vocal
stakeholder, but he may have a valid reason for his opposition,
and this should be investigated by focused communication.
"Pockets of resistance to the project are a useful indicator of
where communications should be focused." Ref 3.4
B. Incorrect. This addresses a potential issue with the options
analysis but does not deal with this unhappy stakeholder. He
may have a valid reason for his opposition, and this should be
investigated. "Pockets of resistance to the project are a useful
indicator of where communications should be focused." Ref
3.4
C. Correct. "Pockets of resistance to the project are a
useful indicator of where communications should be
focused." The Police Liaison Officer is one such pocket of
resistance and the reasons behind his resistance should
be identified. Ref 3.4
D. Incorrect. This addresses the potential issue with the
options analysis but does not deal with the unhappy
stakeholder. He may have a valid reason for his opposition,
and this should be investigated. "Pockets of resistance to the
project are a useful indicator of where communications should
be focused." Ref 3.4
A. Incorrect. The communication management approach
should include "Stakeholder analysis: identification and
analysis of those impacted by the outcome of a project or by
the process of delivering the project and those who have the
influence to impact the success or failure of the project."
However, there is no analysis of who exactly has interest in the
project and why. Ref 3.4
B. Incorrect. The communication management approach
should include "Communications schedule and procedure(s):
for each stakeholder group: purpose, frequency,
channels/format, messaging, and so on." However, there is no
mention of how often these meetings will be held. Ref 3.4
C. Correct. The communication management approach
should include "Supporting tools and techniques: for
example, communications platforms or tools for analytics
or automation." The virtual meeting technology is being
used as a communications platform. Ref 3.4
D. Incorrect. The communication management approach
should include "Resources: for the communications activities."
The supporting tools and techniques section of the
stakeholder analysis includes "... communications platforms or
tools for analytics or automation." The virtual meeting
technology is being used as a communications platform, rather
than a resource. Ref 3.4
A. Correct. The business case should include the reasons
"the reasons for undertaking the project and explains how
the project will enable the achievement of business
objectives." The reason why this project is being started is
due to the increased amount of discrimination against
marginalized groups. Ref 5.5 tab 5.2
B, C, D, E Incorrect. Ref 5.5 tab 5.2
C. Correct. The business case should include the expected
benefits "benefits expressed in measurable terms against
the situation as it exists prior to the project." The 20%
increase in prosecutions is a benefit. Ref 5.5 tab 5.2
A, B, D, E Incorrect. Ref 5.5 tab 5.2
Appendix 2
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Rationale
Syllabus Ref
D
P2-7_PRCT_3.2.1
20
C
P2-7_PRCT_3.2.1
21
B
P2-7_PRCT_3.2.1
22
D
P2-7_PRCT_3.2.2
236
Rationale
D. Correct. The commercial management approach should
include "Responsibilities: defines the responsibilities for
market engagement, procurement, and contract
management activities." Here, the Head of Publicity and
Social Media will be responsible for working with
procurement to agree the contract with CharityM. Ref 6.5
A, B, C, E Incorrect. Ref 6.5
C. Correct. The commercial management approach should
include "Resources: for market engagement, procurement,
and contract management activities." Here, the
procurement team are providing two people (resources) to
agree contract terms with CharityM. Ref 6.5
A, B, D, E Incorrect. Ref 6.5
B. Correct. The commercial management approach should
include "Delivery model: description of delivery model for
the project work (for example, elements of the work
breakdown structure to be delivered by external
suppliers)." Here it is a thin client structure with the work
being performed by an external marketing agency.
"Delivery models can range from thin client models where
most of the project work is undertaken by suppliers to
thick client models where most of the work is undertaken
by the business. In thin client models, not only is the work
to develop the project’s products fulfilled by external
suppliers, but also much of the work to manage the
project is fulfilled by external suppliers too." Ref 6.5,
6.3.2.1
A, C, D, E Incorrect. Ref 6.5, 6.3.2.1
A. Incorrect. It is true that “the project executive is appointed
by the business”. However, "the role cannot be combined with
the project manager role.” Ref 6.2.4.1
B. Incorrect. Although it is true that “There cannot be more
than one project executive role …”, it is also true that “… the
role cannot be combined with the project manager role.” Ref
6.2.41
C. Incorrect. “Depending on the scale and complexity of the
project and the skill and capacity of the project manager, the
project manager may also perform the team manager and
project support roles.” Ref 6.2.4.5
D. Correct. "The project executive is appointed by the
business as the single point of accountability for the
project." In addition, "there cannot be more than one
project executive role, and the role cannot be combined
with the project manager role." Ref 6.2.4.1
PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd.
Q
A
Syllabus Ref
23
B
P2-7_PRCT_3.2.2
24
C
P2-7_PRCT_3.3.1.b
25
A
P2-7_PRCT_3.3.1.b
26
F
P2-7_PRCT_3.3.1.b
Rationale
A. Incorrect. It is true that, according to the scenario, “the
project management maturity of NowByou is very low” and the
Contracted Project Manager is employed to "advise the project
team how to use a variety of media." However, this does not
explain why the project manager role should be combined
with the team manager role. This is because “Depending on …
the skill and capacity of the project manager … [they] … may
also perform the team manager and project support roles.” Ref
6.2.4.5
B. Correct. According to the scenario the Contract Project
Manager has a "track record of successful delivery in the
not-for-profit sector" and they also have an understanding
of the media required. According to the 'organizing'
practice, “depending on the… skill and capacity of the
project manager, the project manager may also perform
the team manager and project support roles.” The Director
of Campaigns has also employed them full-time to give
them the capacity to complete this role. Ref 6.2.4.5
C. Incorrect. It is true that the project manager is “responsible
for day-to-day management of a project.” However,
“Depending on… the skill and capacity of the project manager
… [they] … may perform the team manager and project
support roles.” Ref 6.2.4.5
D. Incorrect. It is true that “the responsibility of the project
manager as a single focus means the role should not be
shared.” However, here the suggestion is to combine the
project manager role with the team manager role, not share it
with other team managers. Ref 6.2.4.5
C. Correct. The senior user should "ensure that project
plans and stage plans remain consistent with the user
perspective." This should include checking that there is
enough time allowed in the plan for User Group input. Ref
7.6 tab 7.1
A, B, D, E, F Incorrect. Ref tab 7.1
A. Correct. The business layer should "provide the
planning standards required by the business." This should
include providing any existing planning standards based
on previous projects as the project management maturity
of the organization is very low. Ref 7.6 tab 7.1
B, C, D, E, F Incorrect. Ref 7.6 tab 7.1
F. Correct. The team manager should "prepare schedules
for each work package." Ref 7.6 tab 7.1
A, B, C, D, E Incorrect. Ref 7.6 tab 7.1
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A
Appendix 2
Resources
Appendix 2
Q
19
Q
A
Syllabus Ref
27
C
P2-7_PRCT_3.3.1.b
28
B
P2-7_PRCT_3.3.2
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A
Syllabus Ref
29
A
P2-7_PRCT_3.3.2
30
D
P2-7_PRCT_3.4.1
31
A
P2-7_PRCT_3.4.1
Rationale
A. Correct. When 'writing product descriptions' as part of
the 'defining and analysing products' step of the PRINCE2
technique for planning, "the project manager elicits the
user’s requirements for these products and documents
them in one of more product descriptions. The project
manager also consults with subject matter experts to
determine requirements related to how these products
are procured, developed, tested, used, and supported
after acceptance. The aim of this more detailed step is to
confirm that the requirements for the major products
have been described in sufficient detailed to enable
realistic scheduling and estimation." Ref 7.3.2.3
B. Incorrect. It is true that when 'writing the project product
description', "In the process of starting up a project, the major
products or outcomes, along with key quality requirements,
are documented in the project product description." However,
the Campaign against Discrimination Project is being delivered
in a linear-sequential way. Therefore, the product description
"should be sufficiently detailed to enable costs and time to be
estimated at an appropriate level of confidence." Ref 7.3.1.1
C. Incorrect. Although the project product description provides
“a description of the project’s major products or outcomes” it is
also true that writing product descriptions should “confirm
that the requirements for the major products have been
described in sufficient detail to enable realistic scheduling and
estimation.” Ref 7.3.1.1
D. Incorrect. “In the process of initiating a project, the required
products are described in more detail. The project manager
elicits the user’s requirements… and documents them in one
of more product descriptions.” However, when producing the
stage 2 plan, the options analysis product description should
be reviewed and possibly updated to include more detail. "In a
linear-sequential project, the product descriptions should be
sufficiently detailed to enable costs and time to be estimated
at an appropriate level of confidence." Ref 7.3.1.1, Ref 15.3 tab
15.1
D. Correct. The quality register should include "Quality
method: The quality method involved in the activity.
Dates: Planned and actual dates of the activity.
Responsibilities The individuals or functions involved and
their respective roles and responsibilities. Result: Whether
the product passed or failed. Indication of the response in
the event the product fails." Here, review is the quality
method, the Director of Campaigns is the approver and
result is approved. Ref 8.5
A, B, C, E Incorrect. Ref 8.5
A. Correct. The product description for the leaflets should
include "Quality specifications the functional and nonfunctional requirements for the product along with their
associated measures." Here, the quality specification is
the need for 100% accuracy of the information. Ref 8.5
B, C, D, E Incorrect. Ref 8.5
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A. Incorrect. The business should "set project tolerances and
document them in the project mandate or confirm them to the
project board for inclusion in the project brief." Ref 7.6 tab 7.1
B. Incorrect. The project executive should "define tolerances
for each stage and approve stage plans." Ref 7.6 tab 7.1
C. Correct. The project manager should "Decide how stages
and delivery steps are to be applied; Instruct corrective
action when work-package-level tolerances are forecast to
be exceeded." The issue in the TV campaign work package
can be resolved by the project manager within stage
tolerances. This also means that it is resolved with project
tolerances as all the project time tolerance has been
allocated to stage 3. Ref 7.6 tab 7.1
D. Incorrect. Project assurance should "review the stage and
review project progress against agreed tolerances." Ref 7.6 tab
7.1
A. Incorrect. It is true that "the project plan should identify...
the proposed work packages into which the product delivery
activities will be organized. These work packages typically
represent the top level of the project’s work breakdown
structure." However, this does not explain why more detailed
estimates of time and cost should be produced to ensure
alignment with the business case targets. Ref 7.2.2.1
B. Correct. When the 'plans' practice applies the 'ensue
continued business justification' principle, this is achieved
by "aligning the plan’s performance targets to the
business case objectives and providing estimates upon
which the project board can confirm whether the project
is viable." Ref 7.7 tab 7.2
C. Incorrect. It is true that “the project plan is created during
the process of initiating a project.” However, according to the
scenario, stage 1 does encompass the 'initiating the project'
process; the business case and project initiation
documentation are created. Ref 7.2.2.1, Ref 15.3 tab 15.1
D. Incorrect. Although “all projects must have a business
justification, usually documented in a business case” this does
not explain why the project plan should be created in the
'initiating a project' process. This is because the project plan
should provide the “… estimates upon which the project board
can confirm whether the project is viable.” Ref 5.1, Ref 7.7 tab
7.1
Appendix 2
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Appendix 2
238
Rationale
Q
A
Syllabus Ref
32
E
P2-7_PRCT_3.4.1
33
D
P2-7_PRCT_3.4.2
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A
Syllabus Ref
34
D
P2-7_PRCT_3.4.2
35
E
P2-7_PRCT_3.5.1.a
36
D
P2-7_PRCT_3.5.1.a
37
B
P2-7_PRCT_3.5.1.a
Rationale
A. Incorrect. “Quality assurance may be performed at the
programme or business level, for example, by an element of
the business’ quality management system. It focuses on
ensuring that the project’s quality control measures are
appropriate to assess the project’s products against their
quality specifications.” Ref 8.2.3
B. Incorrect. Although “project assurance is the responsibility
of the project board”, it is quality assurance that makes sure “…
that the project’s quality control measures are appropriate to
assess the project’s products against their quality
specifications.” In addition,” It is important not to confuse
quality assurance with project assurance. Quality assurance is
business or programme function managed outside the project
management team.” Ref 8.2.3
C. Incorrect. “Project assurance is the responsibility of the
project board and is used to confirm if the project is being
conducted correctly. Project assurance is independent of the
project manager but not the project." Therefore, the project
manager, team managers and project support are unable to
perform this role. Ref 8.2.3
D. Correct. Quality assurance is defined as "a planned and
systematic activity that provides confidence that products
will meet their defined quality specifications when tested
under quality control. Quality assurance is typically a
function managed independently from the project team."
In addition, “quality assurance may be performed at the
programme or business level, for example, by an element
of the business’ quality management system.” And
“Quality assurance is business or programme function
managed outside the project management team.”
Therefore, the assessment of the quality control measures
should be managed independently from the project
management team. Ref 8.2.3
E. Correct. This statement is describing an action to be
taken by a specific person. This is the risk action owner.
Ref 9.5
A, B, C, D Incorrect. Ref 9.5
D. Correct. This is describing a response to be taken to
address the issue. This is a risk response. Ref 9.5
A, B, C, E Incorrect. Ref 9.5
B. Correct. This statement is describing the impact that is
likely to occur if we do not address the risk. Ref 9.5
A, C, D, E Incorrect Ref 9.5
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E. Correct. The quality management approach should
include "Standards any standards which apply to quality
management, including the composition and format of the
quality register and other quality records." Here the need
to comply with copyright and data protection legislation is
a standard for all published materials, not just the leaflet.
Ref 8.5
A, B, C, D Incorrect. Ref 8.5
A. Incorrect. It is true that "The product-based quality
management approach ensures clear traceability of quality
specifications and quality controls to the required products,
thereby avoiding conflicts over unmet user quality
expectations." However, this does not explain why the
statement describes a benefit, not a user quality expectation.
Ref 8.1.2, 8.2.1.1
B. Incorrect. It is true that the purpose of the ‘quality’ practice
is to "document the user’s requirements of the project
products and to establish the means by which they will be
met”, "improved brand recognition" is an outcome, for
example, “The result of change” and increased donations and
financial aid are benefits. Ref 8.1, 5.1, 8.2.1.1
C. Incorrect. It is true that according to the scenario NowByou
is seeking to "reinforce their own brand recognition" through
the campaign. However, this is an outcome of the campaign
and increased donations and financial aid are benefits, not
user quality expectation. "A user quality expectation is defined
as "a statement about the quality expected from the project
product, captured in the project product description."
However, according to the 'business case' practice, "projects
deliver outputs in the form of products the use of which
facilitate changes in an organization." These changes create
capabilities that lead to outcomes." Therefore, this statement
does not describe the project product but the result of its use
and the associated benefits. Ref 8.1.1, 5.1, 8.2.1.1
D. Correct. According to the scenario NowByou is seeking
to "reinforce their own brand recognition" through the
campaign. However, this is an outcome of the campaign
and increased donations and financial aid are benefits, not
user quality exception. A user quality expectation is
defined as "a statement about the quality expected from
the project product, captured in the project product
description." However, according to the 'business case'
practice, a benefit is "The measurable improvement
resulting from an outcome that is perceived as an
advantage by the investing organization and contributes
towards one or more business objectives." This statement
does not describe the project product but the result of its
use and its associated benefits. Ref 8.2.1.1, 8.1.1, 5.1.
Appendix 2
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Appendix 2
240
Rationale
Q
A
Syllabus Ref
38
A
P2-7_PRCT_3.5.2
40
E
P2-7_PRCT_3.6.1
Resources
242
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Q
A
Syllabus Ref
41
D
P2-7_PRCT_3.6.1
42
A
P2-7_PRCT_3.6.1
43
C
P2-7_PRCT_3.6.2
Rationale
D. Correct. Project support should "Administer the change
control and issue procedures by: maintaining the issue
register." Here the request for the workshop is a new issue
that has been recorded in the issue register. Ref 10.6 tab
10.2
A, B, C, D Incorrect. Ref 10.6 tab 10.2
A. Correct. The project manager should "Manage the issue
and change control procedures, assisted by project
support where possible." Here, the project manager is
assessing the positive impact that implementing this
change could have. Ref 10.6 tab 10.2
B, C, D, E Incorrect. Ref 10.6 tab 10.2
A. Incorrect. This is a relevant event that requires a response
from the commissioning party within NowByou, not the
project; the project is the commissioning party’s response. A
project issue is “An event relevant to the project that requires
project management consideration.” This is an event relevant
to NowByou, not the project. Also, this is not a request to
change the project baseline. Ref 10.1
B. Incorrect. Although the project is a response to this issue
from the commissioning party within NowByou, a project issue
is “An event relevant to the project that requires project
management consideration.” This is an event relevant to
NowByou, not the project. Also, this is not a request to change
the project baseline. Ref 10.1
C. Correct. A project issue is “An event relevant to the
project that requires project management consideration.”
And a request for change is "A proposal for a change to a
baseline." However, this is an event relevant to NowByou,
not the project and is not a proposed change to the
Campaign against Discrimination Project. Ref 10.1, 10.2.3
D. Incorrect. This is a relevant event that requires a response
from the commissioning party within NowByou, not the
project. A project issue is “An event relevant to the project that
requires project management consideration.” Ref 10.1
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P2-7_PRCT_3.5.2
A. Correct. The risk register should include: "Risk
description summary of the cause, event and effect." The
cause is the current low level of brand recognition; the
event is that donors may recognize the work that
NowByou does; the effect is increasing donations. Ref
9.2.1, 9.5
B. Incorrect. It is true that "Risk exposure: The degree to which
a particular objective is ‘at risk’. Risk exposure is a neutral
concept as exposure can be positive or negative." However,
risk exposure for an individual risk should not be recorded in
the risk register. Ref 9.2, 9.5
C. Incorrect. "Risks can have a negative or positive impact on
objectives if they occur. PRINCE2 uses the terms 'threat' for
uncertain events that would have a negative impact on
objectives, and 'opportunity' for uncertain events that would
have a positive impact on objectives." Therefore, both threats
and opportunities should be recorded in the risk register. Ref
9.1, 9.2.1, 9.5
D. Incorrect. It is true that, according to the scenario,
increasing donations will not occur during the project to
deliver the multi-channel campaign. However, it is caused by
the project; "will effect the achievement of objectives” and is
therefore a relevant risk. Ref 9.1, 9.2.1, 9.5
A. Incorrect. The response does not make the "uncertain
situation certain by removing the risk.” It may not be possible
to identify suitable brand specialists and these specialists may
not increase brand awareness and associated donations. Ref
9.2.3.1 tab 9.1
B. Incorrect. “If a threat is reduced rather than removed, the
largest realistic likelihood or size of impact of the risk that
remains is called the ‘residual’ risk.” In this case, the risk is an
opportunity, and this is an ‘enhance’ response as a residual
risk remains. Ref 9.2.3.1
C. Correct. This is an ‘enhance’ response because this
option "chooses to take definite action now, to change the
probability and impact of the risk.” Here the use of an
external brand specialist increases the likelihood of the
risk occurring. It is not and ‘exploit’ response which would
make the "uncertain situation certain by removing the
risk.” In this case, to exploit the opportunity would mean
that the increase in donations is a certainty, which it is
not. Ref 9.2.3.1 tab 9.1
D. Incorrect. It is true that, according to the scenario,
increasing donations will not occur during the project to
deliver the multi-channel campaign. However, it is caused by
the project; "will affect the achievement of objectives” and is
therefore a relevant risk. However, this does not explain why it
should be recorded as an ‘enhance’ response, rather than
exploit. Ref 9.1
E. Correct. The team manager should "implement
corrective actions". Here the corrective action is to set up
the workshops. Ref 10.6 tab 10.2
A, B, C, D Incorrect. Ref 10.6 tab 10.2
Appendix 2
C
Appendix 2
39
Rationale
P2-7_PRCT_3.6.2
45
E
P2-7_PRCT_3.7.1
46
A
P2-7_PRCT_3.7.1
47
D
P2-7_PRCT_3.7.1
Resources
244
Rationale
A. Incorrect. It is true that, "assessment of issues and the
development of ways to resolve them is best approached in a
cooperative manner, by soliciting inputs and ideas from a
variety of project team members and stakeholders. This is
particularly true when the issue has impacts and response
options outside the scope of the project itself." Therefore, it is
appropriate for the project manager to consult with the
Director of Campaigns. However, this does not explain why the
issue should be referred to the business for a decision. Ref
10.3.1.2
B. Correct. “The project board has overall control at a
project level.” However, as part of 'recommending
resolution,' “based on the assessment, a recommendation
is made to the appropriate person or group who has the
required authority. Whether the recommendation is to
approve or reject a request for change, the consequences
of both choices should be made clear." Here there are
implications not just for this project, but for NowByou as a
whole. Therefore, the decision needs to be taken by the
NowByou senior team. Ref10.3.1.3, 11.2.1
C. Incorrect. While a risk is “An uncertain event or set of events
that, should they occur, will effect the achievement of
objectives.” This is an issue, for example, the offer of money
and its consequences is “An event relevant to the project that
requires project management consideration.“ Ref 9.1, 10.1
D. Incorrect. It is true that, according to the scenario, the
project management maturity of the organization is very low.
However, this does not explain why the matter should or
should not be escalated as suggested. “Based on the
assessment, a recommendation is made to the appropriate
person or group who has the required authority.” In this case,
senior management, via the project board. Ref 10.3.1.3
E. Correct. The end project report should include "Product
review: a review of products, off-specifications, project
product handover, and lessons." Here, this is both a review
of the implementation of the chosen option and a lesson
at the end of stage 3, the final stage. Ref 11.5
A. B, C, D Incorrect. Ref 11.5
A. Correct. An exception report should include
"Consequences of the exception what the implications are
if the deviation is not addressed for the project and the
business." In addition, it should include "Recommendation
of the available options, which is recommended, and
why?" Ref 11.5
B, C, D, E Incorrect. Ref 11.5
D. Correct. A check point report should include "Issues and
risks an update on issues and risks associated with the
work package." Here, this is an update about a risk
relating to the affordability of one of the options. Ref 11.5
A. B, C, E Incorrect. Ref 11.5
PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd.
Q
A
Syllabus Ref
48
C
P2-7_PRCT_3.7.2
49
A
P2-7_PRCT_3.7.2
Rationale
A. Incorrect. Event-driven controls are “A control that occurs
when a specific event occurs.” However, this does not explain
why time-driven controls are needed for stage 3. Ref 11.2.2
B. Incorrect. It is true that the project board should authorize
stage 3 at the end of stage 2. As part of the 'directing a project'
process, "it is important that a stage starts only when the
project board says it should. The project board authorizes a
stage by reviewing the performance of the current stage and
approving the stage plan for the next stage." Ref 14.4.4
C. Correct. "Time-driven control: A management control
that occurs at predefined periodic intervals. For example,
this could be producing highlight reports for the project
board.” In addition, "monitoring and reporting require a
time-based approach whereas control (decision-making) is
an event-based activity." Therefore, both time- and eventbased controls are required during a stage. And as the
project manager is less experienced, more frequent
reporting may even be appropriate. "The frequency of
reporting should reflect the level of control required, and
this is likely to vary during the project. For example, if the
team is highly experienced, then less frequent reporting
may be appropriate. Whereas for an inexperienced team
the project manager or project board may wish to increase
the frequency of reporting." Ref 11.2.2, 11.2.4
D. Incorrect. Event-driven controls: “A control that occurs when
a specific event occurs. For example this could be the end of a
stage, the completion of the project initiation documentation,
or the creation of an exception report.“ However, this does not
explain why the project manager should report progress via
highlight reports to the project board throughout the stage.
Ref 11.2.2
A. Correct. "The daily log can also be used to record
informal issues... The difference between a formal issue
and an informal issue is that a formal issue will be
captured in the issue register as an open forum... An
informal issue is one which... requires handling in a
suitable manner where open access would be
inappropriate." Ref 11.3.4
B. Incorrect. It is true that “… the project team actively seeks,
records, and incorporates relevant lessons throughout the life
of the project.” However, “an informal issue is one which ...
requires handling in a suitable manner where open access
would be inappropriate." Ref 11.2.3
C. Incorrect. This is an informal issue, not a formal issue, due
to its sensitive nature “… requires handling in a suitable
manner where open access would be inappropriate” and “the
daily log can… be used to record informal issues and any other
notes or observations.” Ref 11.2.3
D. Incorrect. It is true that an issue report should be produced
for some issues "to enable a request for change, offspecification, business opportunity or a problem/concern to be
formally reviewed and responded to. To enable a request for
change, off-specification, business opportunity or a problem or
concern to be formally reviewed and responded to." However,
this is an informal issue that should be recorded in the daily
log. Ref 11.2, 11.2.4
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Syllabus Ref
B
Appendix 2
A
Appendix 2
Q
44
P2-7_PRCT_4.1.1
51
B
P2-7_PRCT_4.1.1
52
D
P2-7_PRCT_4.1.2
Resources
246
Rationale
A. Correct. As part of the 'assess previous lessons' activity
the project manager should consult "with individuals or
teams with experience of similar projects." Therefore, the
project manager should consult with the Fund-Raising
Administrator during this activity. Ref 13.4.2
B. Incorrect. As part of the 'prepare the outline business case'
activity "Given the information available, the outline business
case is likely to be only a high-level view at this time. It
provides an agreed foundation for a more detailed business
case developed in the process of initiating a project." Ref 13.4.3
C. Incorrect. As part of the 'select the project approach' activity
"Before any planning of the project can be done, questions
must be raised regarding how the work of the project is going
to be approached: Will the solution be developed in-house or
contracted to third parties?" Ref 13.4.5
D. Incorrect. As part of the 'plan the initiation stage' activity
"Initiating a project takes time and consumes resources. The
work should be planned and approved to ensure that initiation
is not aimless and unstructured." Ref 13.4.7
A. Incorrect. The 'plans' practice is applied by the 'starting up a
project' process by "Defin[ing] the project approach;
Develop[ing] the project product description." Ref tab 13.3
B. Correct. The 'progress' practice is applied by the
'starting up a project' process by "Set[ting]-up the daily
log; Gather[ing] lessons from previous projects to improve
this project." Ref tab 13.3
C. Incorrect. The 'risk' practice is applied by the 'starting up a
project' process by "Identify[ing] an initial set of key risks." Ref
tab 13.3
D. Incorrect. The 'quality' practice is applied by the 'starting up
a project' process by "Understand[ing] the quality expectations
and requirements." Ref tab 13.3
A. Incorrect. The request project initiation activity needs to
include the "project approach, the project management team
appointments, and initiation stage activities and controls" not
just the formal justification information. Ref 13.4.8
B. Incorrect. The request project initiation activity needs to
"formally request authority from the project board to initiate
the project to secure the people and resources required." The
‘starting up a project’ process requires an initiation stage plan
so this is not a correct approach. Ref 13.4.8
C. Incorrect. The initial project manager does not have to be in
place to request project initiation, however the ‘starting up a
project’ process is not completed until the initiation stage plan
is completed. Ref 13.4.8
D. Correct. Although "the project manager will usually
explain the options selected verbally to the project board,
why the project makes sense and is valuable to start the
initiation stage" the ‘starting up a project’ process has not
been completed correctly. Ref 13.4.8
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Syllabus Ref
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C
P2-7_PRCT_4.2.1.c
54
D
P2-7_PRCT_4.2.1.a
Rationale
A. Incorrect. The ‘risk’ practice is applied by the 'directing a
project' process by "approv[ing] the risk management
approach." Ref 14.7 tab 14.3
B. Incorrect. The ‘progress’ practice is applied by the 'directing
a project' process by "Assur[ing] fair progress reporting by
validating highlight reports and end stage reports; Approv[ing]
exception report." Ref 14.7 tab 14.3
C. Correct. The ‘business case’ practice is applied by the
'directing a project' process by "approv[ing] the benefits
management approach. In the 'authorize project closure'
activity, the project board should "Ensure that postproject benefits reviews defined by the updated benefits
management approach cover the performance of the
project product in operational use in order to identify
whether there have been any side-effects (beneficial or
adverse)." Ref 14.7 tab 14.3, 14.4.5
D. Incorrect. The ‘quality’ practice is applied by the 'directing a
project' process by "Approv[ing] the project product
description; Approv[ing] the quality management approach."
Ref 14.7 tab 14.3
A. Incorrect. As part of the 'authorize initiation' activity "the
project board... ensures that such investment is worthwhile."
Ref 14.4.1
B. Incorrect. "The objective of authorizing the project is to
decide whether to proceed with the rest of the project. The
project board has to confirm that: an adequate and suitable
business case exists and that it shows a viable project." Ref
14.4.2
C. Incorrect. As part of the 'authorize a stage or exception plan'
activity "The project board authorizes a stage by reviewing the
performance of the current stage and approving the stage plan
for the next stage. Approval of stage plans occurs at the end of
every stage except the last one." Ref 14.4.4
D. Correct. As part of the 'authorize project closure'
activity, the project board should "Ensure that postproject benefits reviews defined by the updated benefits
management approach cover the performance of the
project product in operational use in order to identify
whether there have been any side-effects (beneficial or
adverse)." This should include whether awareness of
discrimination has increased and whether there has been
an unexpected reduction in arrests. In addition, the
project is at the end of stage 3, after the implementation
of the chosen option, and the project is therefore being
closed. Ref 14.4.5
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Syllabus Ref
A
Appendix 2
A
Appendix 2
Q
50
Q
A
Syllabus Ref
55
D
P2-7_PRCT_4.2.2
P2-7_PRCT_4.3.1.a
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Q
A
Syllabus Ref
57
A
P2-7_PRCT_4.3.1.c
58
D
P2-7_PRCT_4.3.2
59
A
P2-7_PRCT_4.4.1
Rationale
A. Correct. The ‘plans’ practice is applied by the 'initiating
a project' process by "Develop[ing] the product breakdown
structure, work break down structure and product flow
diagram." Ref 15.7 tab 15.3
B. Incorrect. The ‘issues’ practice is applied by the 'initiating a
project' process by "Develop[ing] issue management approach;
Set[ting] up the issue register". Ref 15.7 tab 15.3
C. Incorrect. The ‘organizing’ practice is applied by the
'initiating a project' process by "Updat[ing] project
management team structure." Ref 15.7 tab 15.3
D. Incorrect. The ‘business case’ practice is applied by the
'initiating a project' process by "The outline business case in
the project brief is developed further into a full business case
ready for approval by the project board based on a better
understanding of the project and the proposed option." Ref
15.7 tab 15.3
A. Incorrect. In the ‘request project authorization’ activity, “the
project manager contacts the project board to request project
authorization.” However, this does not address the need to
ensure that benefits reviews, and controls reflect the need to
align with the communication messages. Ref 15.4.7
B. Incorrect. The ‘request project authorization’ activity should
“formally request authority from the project board to deliver
the project to secure the people and resources required.”
However, this does not address the need to ensure that
benefits reviews and controls reflect the need to align the
communication messages. Ref 15.4.7
C. Incorrect. In the ‘assemble the project initiation
documentation’ activity “the version of the project initiation
documentation created during the process of initiating a
project and used to gain authorization for the project to
proceed, must be baselined and should be placed under
change control.” However, this does not address the need to
ensure that benefits reviews and controls reflect the need to
align the communication messages. Ref 15.4.6
D. Correct. The ‘assemble the project initiation
documentation’ activity will “perform a cross-check of the
information in the various elements to ensure that they
are compatible.” This should address the need to ensure
that benefits reviews and controls reflect the need to align
with the communication messages. Ref 15.4.6
A. Correct. The project manager should be "responsible for
the 'report highlights' activity. In this activity "The project
manager must provide the project board with summary
information about the status of the stage and project and
distribute other information to stakeholders at a
frequency documented in the communication
management approach." Ref 16.6 tab 16.2, 16.4.8
B. Incorrect. The team manager should be "consulted" in the
'report highlights' activity. Ref 16.6 tab 16.2
C. Incorrect. Project support should be "consulted" in the
'report highlights' activity. Ref 16.6 tab 16.2
D. Incorrect. Project assurance should be "consulted" in the
'report highlights' activity. Ref 16.6 tab 16.2
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D
A. Incorrect. “If an exception has occurred during the stage, the
project board may request that the project manager produces
an exception plan for project board approval. Only exceptions
to stage plans or project plans need to be escalated for
approval... Work package level exceptions are managed by the
project manager using the process of controlling a stage.”
Therefore, the project manager should not have used an
exception report to request ongoing direction. Ref 14.4.3
B. Incorrect. It is true that the ‘give ongoing direction’ activity
including "responding to requests (for example, when options
need clarifying or where areas of conflict need resolving)."
However, this does not explain why the project manager
should not have used an exception report to request ongoing
direction. Ref 14.4.3
C. Incorrect. As part of the 'give ongoing direction' activity,
"ongoing direction may be given collectively or by individual
project board members." Therefore, the project manager does
not necessarily have to consult all project board members for
advice. Ref 14.4.3
D. Correct. According to the 'give ongoing direction'
activity, 'if an exception has occurred during the stage, the
project board may request that the project manager
produces an exception plan for project board approval.
Only exceptions to stage plans or project plans need to be
escalated for approval." In addition, according to the
'progress' practice, "if the issue can be resolved by the
project manager within the stage tolerances, the
resolution will not require an exception report."
Therefore, the project manager should not produce an
exception report to request ongoing direction if the stage
remains within tolerance. Ref 14.4.3, 11.3.1
A. Incorrect. The 'agree the tailoring requirements' activity is
where the "project manager may need to tailor the business’s
standard project management approach in order to recognize
internal and external factors that affect the way in which the
project is delivered. Any deviations must be documented and
agreed." Ref 15.4.1
B. Incorrect. The 'agree the management approaches' activity
is where "The management approaches are derived from
business strategies, standards or practices that the project
needs to comply with, and the users’ quality and sustainability
expectations captured in the project product description.
When the approaches have been defined, it is possible to set
up the project controls and create the project plan." Ref 15.4.2
C. Incorrect. The 'establish project controls' activity is where
"The level of control required by the project board after
initiation needs to be agreed and the mechanism for such
controls needs to be established, as does the level of control
required by the project manager of the work to be undertaken
by team managers." Ref 15.4.3
D. Correct. As part of the ‘request project authorization’
activity. “To finish the initiating a project stage, the
project manager contacts the project board to request
authorization.” The project manager may request a
meeting for this authorization as “This may be done either
with or without a formal meeting.” Ref 15.4.7, 14.4.1
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56
Rationale
Q
A
Syllabus Ref
60
D
P2-7_PRCT_4.4.1
61
B
P2-7_PRCT_4.4.2
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Q
A
Syllabus Ref
62
A
P2-7_PRCT_4.5.1
63
D
P2-7_PRCT_4.5.1
Rationale
A. Correct. The 'accept a work package' activity is where
"There should be agreement between the project manager
and the team manager as to what is to be delivered before
a work package is allocated to a team. This should cover
the reporting requirements, what constraints apply, any
procedures to be applied and whether the requirements of
the work package are reasonable and can be achieved."
The team manager should "Agree to deliver the work
package." Here, agreement is being reached on the scope
tolerance for the work package. Ref 17.4.1
B. Incorrect. The 'execute a work package' activity is where "the
work has to be executed and monitored to the requirements
defined in the authorized work package." The team manager
should "Manage the development of the required products in
accordance with the requirements defined in the work
package." Ref 17.4.2
C. Incorrect. The 'evaluate a work package' activity is where
"the results of a completed work package should be reported
back to the project manager so that progress is clearly visible
to the project management team." Ref 17.4.3
D. Incorrect. The 'notify work package completion' activity is
where "just as the work package was accepted from the
project manager, notification of its completion must be
returned to the project manager." Ref 17.4.4
A. Incorrect. The ‘quality’ practice is applied by the 'managing
product delivery' process by "Develop[ing] the specialized
products; Updat[ing] the quality register." Ref 17.7 tab 17.3
B. Incorrect. The ‘plans’ practice is applied by the 'managing
product delivery' process by "Develop[ing] the team plan;
Updat[ing] the product register." Ref 17.7 tab 17.3
C. Incorrect. The ‘issues’ practice is applied by the 'managing
product delivery' process by "Apply[ing] the approach how to
handle issues within the work package; Updat[ing] issue
register." Ref 17.7 tab 17.3
D. Correct. The ‘progress’ practice is applied by the
'managing product delivery' process by "Develop[ing]
checkpoint report." Here, the team manager is reporting
progress via a checkpoint report to the project manager as
part of the 'execute a work package' activity: "Report the
status of the work package to the project manager." Ref
17.7 tab 17.3, 17.4.3
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A. Incorrect. The business should not be involved in the 'take
corrective action' activity. Ref 16.6 tab 16.2
B. Incorrect. The project executive should be "accountable" for
the 'take corrective action' activity. Ref 16.6 tab 16.2
C. Incorrect. Project assurance should not be involved in the
'take corrective action' activity. Ref 16.6 tab 16.2
D. Correct. Project support should be "informed" in the
'take corrective action' activity. In the 'take corrective
action' activity "the objective is to select and implement
actions that will resolve deviations from the plan.
Corrective action is triggered during evaluate stage status
(section 16.4.4) and typically involves dealing with advice
and guidance received from the project board, and with
issues raised by team managers." Here, a concession has
been granted to the marketing agency team manager. Ref
16.6 tab 16.2, 16.4.6
A. Incorrect. It is true that as part of the 'evaluate work
package status' activity, the project manager should "update
the stage plan for the current stage with actuals to date,
forecasts, and adjustments." However, this does not explain
why the project manager should update the work package to
allow the team manager to issue the checkpoint report a little
later. Ref 16.4.2
B. Correct. As part of the ‘evaluate work package status’
activity, the project manager should “have informal
conversations with the team manager to maintain the
relationship and understand any issues or risks they may
have with their work package”, and "if necessary, update
the project log." As a result, the project manager should
make a note in the project log to allow the later issue of
the checkpoint report. Ref 16.4.2
C. Incorrect. It is true that as part of the ‘evaluate work package
status’ activity, the project manager should “collect and review
progress information from the checkpoint report for the work
package being executed”. However, if the project manager has
informally reviewed progress and understood the issues, a
slight delay of a report, noted in the project log, is an
appropriate application of the ‘evaluate work package status’
activity. Ref 16.4.2
D. Incorrect. It may be true that assistance could be provided
by project support in producing the checkpoint report.
However, it is the team manager that is "responsible for
producing checkpoint reports" as part of the 'execute a work
package' activity. And this does not explain why the project
manager should allow the later issue of the checkpoint report.
Ref 17.6
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Rationale
Q
A
Syllabus Ref
64
D
P2-7_PRCT_4.5.2
P2-7_PRCT_4.7.1
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Q
A
Syllabus Ref
66
B
P2-7_PRCT_4.7.1.b
67
C
P2-7_PRCT_4.6.2
Rationale
A. Incorrect. The business is not involved in the 'evaluate the
project' activity. Ref 19.6 tab 19.2
B. Correct. The project executive should be "accountable
for the 'evaluate the project' activity. In this activity, "it
may also be possible to improve the estimation for future
projects by analysing the estimates and actual progress
metrics for this project." Ref 19.6 tab 19.2, 19.4.4
C. Incorrect. The project manager should be "responsible" in
the 'evaluate the project' activity. Ref 19.6 tab 19.2
D Incorrect. Project assurance should be "consulted" in the
'evaluate the project' activity. Ref 19.6 tab 19.2
A. Incorrect. “Exception plans are requested by the project
board in response to an exception report.” However, this
situation is a change to the benefits which would require an
update to the benefits management plan using the ‘update the
business case’ activity. Ref 18.4.4, 18.4.2
B. Incorrect. In the ‘prepare exception plan’ activity, the actions
are “to update the project log to record the project board’s
request for an exception plan and review and (if required)
update the project initiation documentation.” However, this
situation is a change to the benefits which would require an
update to the benefits management plan using the ‘update
business case’ activity. Ref 18.4.4, 18.4.2
C. Correct. “Projects do not take place in a static
environment. The environment external to the project
changes, as does the development of the project product.
The business case needs to reflect these changes and must
be reviewed and amended to keep it relevant to the
project.” The ‘update the business case’ activity will
“update the benefits management approach with the
results from any benefits management actions
undertaken during the stage” and “revise the business
case and, if necessary, the benefits management
approach, ready for project board approval.” Ref 18.4.4
D. Incorrect. In the ‘update the business case’ activity the
project manager should “assess the project’s risks using the
project log to ascertain the aggregated risk exposure for the
project and identify the current key risks that affect the
business case.” However, this situation is a change to the
benefits forecasts which would require an update to the
benefits management plan using the ‘update the business
case’ activity. Ref 18.4.4
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B
A. Incorrect. The ‘execute a work package’ activity should
“manage the development of the required products in
accordance with the requirements defined in the work
package.” However, this action is not correctly applying the
‘execute a work package’ activity. The team manager should
use the ‘execute a work package’ activity, to “take any action
required by the project manager”, not directly from the project
board. Ref 17.4.2
B. Incorrect. Although the project board should be responsible
for ensuring that the products will achieve the project
objectives, the project board is not involved in the ‘managing
product delivery’ process. "The process of directing a project
provides a mechanism for the project board to meet its
responsibility for ensuring there is continued business
justification without being overburdened by hands on project
management activity." Ref 17, 14.3
C. Incorrect. The team manager should “report the status of
the work package to the project manager.“ However, this does
not explain why this action is not correctly applying the
‘execute a work package’ activity. The team manager should
use the ‘execute a work package’ activity to “take any action
required by the project manager”, not directly from the project
board. Ref 17.4.3, 17.4.2
D. Correct. This action is not correctly applying the
‘execute a work package’ activity. The ‘execute a work
package’ activity should “notify the project manager of
any new issues, risks, or lessons and take any action
required by the project manager.” The project manager
should use the ‘controlling a stage’ process to escalate
issues and risks to the project board and take corrective
action. The team manager should use the ‘execute a work
package’ activity in the ‘managing product delivery’
process, to “take any action required by the project
manager.” Ref 16, 17.4.2
A. Incorrect. The business should not be involved in the
'evaluate the project' activity. Ref 19.6 tab 19.2
B. Correct. The project executive should be "accountable"
in the 'evaluate the project' activity. In this activity,
"Successful organizations learn from experience with
projects. When evaluating the project, the objective is to
assess how successful or unsuccessful the project has
been. It may also be possible to improve the estimation for
future projects by analysing the estimates and actual
progress metrics for this project. Recommended actions
for the project manager: Review the project’s original
intent as agreed in the initiation stage and defined by the
project initiation documentation and baselined at that
time. Review the approved changes as defined by the
current version of the components of the project initiation
documentation." Ref 19.6 tab 19.2, 19.4.4
C. Incorrect. The project manager should be "responsible" for
the 'evaluate the project' activity. Ref 19.6 tab 19.2
D. Incorrect. The senior supplier should be "consulted" for the
'evaluate the project' activity. Ref 19.6 tab 19.2
Appendix 2
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65
Rationale
Q
A
Syllabus Ref
68
B
P2-7_PRCT_4.6.1.c
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Q
A
Syllabus Ref
69
B
P2-7_PRCT_4.6.1
Rationale
A. Incorrect. In the 'prepare exception plan' activity "if a stage
or the project is forecast to deviate beyond its agreed
tolerances, it no longer has the approval of the project board.
Exception plans are requested by the project board in
response to an exception report. Although an exception plan
will be produced prior to the planned stage boundary, its
approval by the project board marks a stage boundary for the
revised stage." Ref 18.4.4
B. Correct. As part of the 'evaluate the stage' activity "the
results of a stage should be reported back to the project
board so that progress is clearly visible to the project
management team." And the project manager should
"prepare an end stage report for the current stage. In case
of an exception plan only when this is required by the
project board." According to the 'progress' practice an end
stage report should be used "to give a summary of
progress to date, the overall project situation, and
sufficient information to ask for a project board decision
on what to do next with the project." Ref 18.4.5, 11.6
C. Incorrect. In the 'request next stage' activity the project
manager should "Brief the project board about the
performance of the current stage, an overview of the next
stage, the people and resources required, and conform
readiness to proceed." However, the end stage report should
have been produced in the 'evaluate the stage' activity. Ref
18.4.6
D. Incorrect. In the 'update the project plan' activity "the
project plan is updated to include actual progress from the
stage that is finishing, and to include forecast duration and
costs from the exception plan or stage plan for the stage about
to begin." The end stage report should not be produced in this
activity. Ref 18.4.2
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A. Incorrect. The ‘organizing’ practice is applied by the
‘managing a stage boundary’ process by "Project team
performance, health and wellbeing are reviewed for input to
lessons learned and the end stage report." However, this
should not focus on the work left to be completed. Ref 18.7 tab
18.3
B. Correct. The ‘progress’ practice is applied by the
'managing a stage boundary' process by "The end stage
report is created and issued." The project board has
requested an end stage report to support the exception
plan. In the 'evaluate a stage' activity, "The results of a
stage should be reported back to the project board so that
progress is clearly visible to the project management
team. The project manager gives a view on the continuing
ability of the project to meet the project plan and business
case and assesses the overall risk situation. This activity
should happen as close as possible to the actual end of a
stage. Recommended actions for the project manager:
Prepare an end stage report for the current stage." Ref
18.7 tab 18.3, 18.4.5
C. Incorrect. The ‘issues’ practice is applied by the 'managing a
stage boundary' process by "The issue register is reviewed to
close out current stage issues or follow-on actions, to add or
update issues for the next stage, and to provide input to the
end stage report. The issue management approach is reviewed
and updated if required." Ref 18.7 tab 18.3
D. Incorrect. The ‘quality’ practice is applied by the 'managing a
stage boundary' process by "The quality register is checked to
confirm the required quality activities for the stage have been
performed and to provide input to the end stage report." Ref
18.3
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254
Rationale
Q
A
Syllabus Ref
70
B
P2-7_PRCT_4.7.2
A. Incorrect. It is true that the ‘confirm project acceptance’
activity is where “the project’s product(s) must be passed to an
operational and maintenance environment prior to the project
closure. This may happen as a single release at the end of the
project, or the project approach may include phased delivery
where products are delivered in several releases.” However,
this does not explain why the senior user should be involved in
checking the benefits management approach. Ref 19.4.3
B. Correct. “It is not a project activity to undertake
benefits reviews post-project, only to plan for such
benefits reviews to occur.” It is true that "the project
manager is responsible for the creation of all new
management products” in the ‘closing a project’ process,
“but may delegate work to others provided overall
responsibility is retained”. In addition, “the checking that
post-project benefits reviews are planned to take place
may be undertaken by the senior user in the ‘confirm
project acceptance’ activity”. Ref 19.4.3, 19.5.2
C. Incorrect. It is true that “The project manager is responsible
for the creation of all new management products” in the
‘closing a project’ process, “but may delegate work to others
provided overall responsibility is retained”. However, “checking
that post-project benefits reviews are planned to take place
may be undertaken by the senior user in the ‘confirm project
acceptance’ activity.” Ref 19.5.2
D. Incorrect. it is true that the ‘managing a stage boundary’
process will “revise the business case and, if necessary, the
benefits management approach, ready for project board
approval.” However, the project manager should also update
the benefits management approach during the ‘closing a
project’ process, if necessary. Ref 18.4.4
Resources
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Appendix 2
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Rationale
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