PRINCE2F Practice Exam 53 — 20 Questions

Question 1

In which process does the Project Board decide whether to authorise an Exception Plan?

Accepted Answer

Directing a Project. The Project Board decides whether to authorize an Exception Plan during the Directing a Project process. This process covers the Project Board's decision-making responsibilities, including reviewing and approving exception plans when a stage is forecast to exceed its tolerances. The board either approves the exception plan, allowing the project to continue, or requests alternatives.

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Starting Up a Project

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Managing a Stage Boundary

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Controlling a Stage

Question 2

You are the project manager for a construction project. The project is in the Initiating a Project process. The project board has approved the project brief, and you are now developing the project initiation documentation (PID). During this process, you identify that the project's business case is no longer viable due to a change in market conditions. What is the most appropriate action?

Accepted Answer

Advise the project board that the business case is no longer viable and recommend project closure.. In PRINCE2, the project board is responsible for making decisions about project viability, including closure. During the Initiating a Project process, if the business case becomes unviable, the project manager must escalate this to the project board, who then decides whether to close the project. Option C correctly reflects this by advising the board and recommending closure, aligning with the 'continued business justification' principle.

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Continue developing the PID as planned and submit it to the project board.

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Make the decision to close the project yourself and inform the team.

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Request additional time to find alternative justifications for the project.

Question 3

A project manager is planning the next stage. Which process should they use to produce the next Stage Plan and an End Stage Report?

Accepted Answer

Managing a Stage Boundary. The 'Managing a Stage Boundary' process is specifically designed to be triggered at the end of each management stage (except the final one) to prepare the next Stage Plan, produce an End Stage Report, and request a decision from the Project Board to authorize the next stage. It bridges the current stage and the next by reviewing performance and updating the Project Plan and Business Case. This is the only PRINCE2 process whose purpose is to prepare for the next stage and report on the current one.

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Controlling a Stage

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Initiating a Project

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Directing a Project

Question 4

Which practice describes why the project is being done and ensures continued business justification?

Accepted Answer

Business Case. The Business Case practice is the correct answer because it is the PRINCE2 practice that specifically defines the reasons for initiating a project and ensures that the project remains desirable, viable, and achievable throughout its lifecycle. It provides the justification for continued investment by requiring regular review and update of the business justification, which is documented in the Business Case. Without a valid Business Case, the project should be stopped.

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Progress

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Plans

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Risk

Question 5

In a PRINCE2 project, the Project Manager submits an Exception Report. What is the most likely trigger for this report?

Accepted Answer

The project is forecast to exceed the stage cost tolerance. In PRINCE2, an Exception Report is triggered when a forecast indicates that a stage will exceed its agreed tolerance (e.g., cost or time). Option C is correct because exceeding stage cost tolerance is a formal deviation that requires escalation to the Project Board via an Exception Report, as the Project Manager cannot authorize changes beyond tolerance.

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The Project Manager needs to request additional resources within the current stage tolerance

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A team member reports a minor delay that can be accommodated within tolerance

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The Senior User requests a change that does not affect the Business Case

Question 6

A project manager is closing a project using the Closing a Project process. The project has delivered all products, but the business case has not been fully realized because the expected benefits will take longer to materialize. What should the project manager do with the Benefits Management Approach?

Accepted Answer

Update the Benefits Management Approach with actual results and recommend a follow-on action plan. In PRINCE2, the Benefits Management Approach is a living document that must be updated with actual results during the Closing a Project process, even if benefits are not yet fully realized. Since the business case has not been fully realized, the project manager should record the actual benefits achieved and recommend a follow-on action plan for the remaining benefits to be managed post-project. This ensures that the expected benefits are not lost and that the organization can continue to pursue them.

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Discard the Benefits Management Approach as it is no longer needed

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Pass the Benefits Management Approach to the project board for ongoing management

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Confirm that all benefits have been realized and close the project

Question 7

In PRINCE2, the Project Board should meet at which frequency?

Accepted Answer

Exception-driven (triggered by management by exception). In PRINCE2, the Project Board does not meet on a fixed schedule like weekly or monthly. Instead, it operates on an exception-driven basis, meaning it convenes only when triggered by management by exception—typically when a stage's tolerances are forecasted to be exceeded or when a decision is required outside the delegated authority. This aligns with PRINCE2's principle of management by exception, ensuring the board focuses on strategic oversight rather than day-to-day operations.

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Weekly

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Monthly

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Daily

Question 8

Which THREE statements about the PRINCE2 Risk practice are correct?

Accepted Answer

The risk register is a management product that records identified risks.. The risk register is a PRINCE2 management product that formally records all identified risks, their status, and related information throughout the project. It is created during the Initiating a Project process and maintained as risks are identified, assessed, and responded to.

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Risk owners are responsible for the risk budget.

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Risks are assessed only during the initiating a project process.

Question 9

Which document is produced in the Starting Up a Project process and is used as input to Initiating a Project?

Accepted Answer

Project Brief. The Project Brief is produced during the Starting Up a Project process and serves as input to Initiating a Project. It outlines the project's objectives, scope, and justification, providing the foundation for the more detailed Project Initiation Documentation. The Project Brief is a key document that ensures the project has a clear direction before proceeding to the initiation stage.

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Benefits Management Approach

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End Stage Report

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Project Initiation Documentation

Question 10

Which practice describes the project management team structure and defines roles and responsibilities?

Accepted Answer

Organising. The Organising practice defines the project management team structure, roles, and responsibilities, including the four levels of management (corporate/programme management, project board, project manager, and team manager) and the three project interests (business, user, supplier). It establishes clear accountability and authority within the PRINCE2 project management team.

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Plans

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Business Case

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Progress

Question 11

Which TWO of the following are correct statements about tailoring PRINCE2?

Accepted Answer

Tailoring may involve simplifying processes and documentation. Option A is correct because tailoring PRINCE2 explicitly permits adapting the method's processes, themes, and management products to the project's needs, which includes simplifying processes and reducing documentation to a level proportionate to the project. Option C is correct because the PRINCE2 tailoring guidance states that the approach must reflect the project's size, complexity, importance, capability, and risk, so these factors directly drive how the method is adapted. Options B, D, and E are incorrect: tailoring is not restricted by budget thresholds, embedding refers to adopting PRINCE2 as the organization's standard approach (a different concept from tailoring a specific project), and the seven PRINCE2 principles must always be applied and can never be removed.

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Tailoring is only allowed for projects over a certain budget

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Tailoring is the same as embedding PRINCE2 into the organization

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Tailoring allows removing PRINCE2 principles that are not relevant

Question 12

Which statement correctly describes the relationship between Project Assurance and quality review?

Accepted Answer

Project Assurance is a role; quality review is a technique. Project Assurance is a role within the PRINCE2 framework, responsible for ensuring that the project remains viable and compliant with its business case, while quality review is a technique used to assess the quality of products. The correct relationship is that Project Assurance is a role, and quality review is a technique, making option C correct. They are distinct concepts: one is a governance role, the other is a specific method for evaluating deliverables.

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They are the same thing

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Quality review is a part of Project Assurance

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Project Assurance performs quality reviews

Question 13

Which process is responsible for authorising the initiation of a project?

Accepted Answer

Directing a Project. The Directing a Project process is responsible for authorizing the initiation of a project. It is performed by the Project Board, which makes key decisions including authorizing the project initiation, stage boundaries, and project closure. The Project Board authorizes the Project Manager to proceed with Initiating a Project.

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Starting Up a Project

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Controlling a Stage

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Initiating a Project

Question 14

In PRINCE2, who is responsible for maintaining the Business Case throughout the project?

Accepted Answer

The Project Manager. In PRINCE2 the Project Manager is responsible for maintaining the Business Case throughout the project, updating it at each stage boundary and whenever a change or exception affects justification. The Executive owns and is accountable for the Business Case, but the day-to-day maintenance is delegated to the Project Manager.

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The Project Support

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The Executive

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The Senior User

Question 15

In product-based planning, what is the purpose of a Product Flow Diagram?

Accepted Answer

To show the sequence and dependencies of product creation. The Product Flow Diagram (PFD) in PRINCE2 product-based planning is specifically designed to show the sequence in which products are created and the dependencies between them. It maps out the order of product development, identifying which products must be completed before others can begin, and highlights any dependencies or parallel development paths. This helps in scheduling and understanding the critical path of product creation.

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To show the hierarchical breakdown of products

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To identify the resources needed for each product

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To list the quality criteria for each product

Question 16

Which TWO statements correctly describe the difference between the risk owner and the risk actionee?

Accepted Answer

There can be multiple risk actionees for a single risk; there is only one risk owner. Option A is correct because in PRINCE2 a single risk can have only one risk owner (the person accountable for managing the risk), while multiple risk actionees may be assigned to carry out the individual response actions for that risk. Option E is correct because the risk owner is the person accountable for the risk and its response, whereas the risk actionee is the person who actually performs the assigned action(s) to implement the response. Option B is incorrect because the risk owner need not be a Project Board member and the risk actionee need not be a team member; both roles can be filled by various people in the organization. Option C is incorrect because updating the risk register is typically the responsibility of the project manager (or delegated support), not inherently the risk owner, and the risk actionee may also provide updates. Option D is incorrect because identifying new risks is not the exclusive responsibility of the risk actionee, and implementing responses is the risk actionee's job, not the risk owner's.

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The risk owner is always a member of the Project Board; the risk actionee is always a team member

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The risk owner is responsible for updating the risk register; the risk actionee is not

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The risk actionee is responsible for identifying new risks; the risk owner is responsible for implementing responses

Question 17

What is the purpose of the Managing a Stage Boundary (SB) process?

Accepted Answer

To enable the Project Board to approve completion of the current stage and authorize the next. The SB process provides the Project Board with information needed to review the current stage, approve the next stage Plan, and assess the continued viability of the project.

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To produce the Project Plan and Business Case

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To close the project and hand over the product

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To plan the activities for the current stage in detail

Question 18

A Team Manager has completed the work assigned in a Work Package. Which process is used to deliver the completed products back to the Project Manager?

Accepted Answer

Managing Product Delivery. In PRINCE2, the Managing Product Delivery process is responsible for accepting, executing, and delivering work packages. When a Team Manager completes a work package, they deliver the completed products back to the Project Manager through this process, which includes reporting completion and handing over the products.

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Managing a Stage Boundary

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Controlling a Stage

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Closing a Project

Question 19

Which TWO outputs are produced during the Initiating a Project process?

Accepted Answer

Project Initiation Documentation (PID). The Project Initiation Documentation (PID) (option A) is the primary output of the Initiating a Project process, as it consolidates the business case, project plan, risk, quality, change, and communication approaches into a single baseline document. The Benefits Management Approach (option B) is also produced during Initiating a Project, defining how and when the project's benefits will be measured, reviewed, and realized. The Project Brief (option C) is created earlier in the Starting up a Project process, not during Initiating a Project. A Work Package (option D) is produced during Controlling a Stage when work is authorized to a team, and an End Stage Report (option E) is produced during Managing a Stage Boundary, so neither belongs to Initiating a Project.

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Project Brief

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Work Package

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End Stage Report

Question 20

Which THREE of the following are activities of the Managing a Stage Boundary process?

Accepted Answer

Update the Project Plan. Option B (Update the Project Plan) is correct because Managing a Stage Boundary includes updating the Project Plan with actual progress, revised forecasts, and any approved changes before the next stage begins. Option C (Plan the next stage) is correct because a core activity of this process is preparing the Next Stage Plan (or Exception Plan) for the following stage. Option E (Produce an End Stage Report) is correct because the End Stage Report is a key output of Managing a Stage Boundary, summarizing stage performance and providing the basis for the End Stage Assessment. Option A (Hand over products to the customer) does not belong because product handover occurs in Closing a Project, and Option D (Authorize Work Packages) does not belong because that activity is performed in Controlling a Stage.

Answer

Hand over products to the customer

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Authorize Work Packages