PRINCE2F Practice Exam 56 — 20 Questions

Question 1

Which TWO statements about the Initiating a Project process are correct?

Accepted Answer

The business case is refined and approved by the project board. Option D is correct because Initiating a Project refines the outline Business Case into a full Business Case and submits it to the Project Board for approval as part of the PID. Option E is correct because the PID is assembled from the various baseline products (Business Case, Project Plan, benefits, risk, quality, change, communication approaches) and reviewed by the Project Board before authorizing the project. Option A is wrong because the Project Plan is created during Initiating a Project, not after it. Option B is wrong because the Project Board, not the Project Manager, authorizes the project to proceed. Option C is wrong because tailoring decisions are made during Initiating a Project (and captured in the PID), not after initiation.

Answer

The project plan is created after the Initiating a Project process

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The project manager authorizes the project to proceed

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The approach to tailoring PRINCE2 is decided after the project is initiated

Question 2

Who is responsible for creating the Project Initiation Documentation?

Accepted Answer

Project Manager. The Project Manager is responsible for creating the Project Initiation Documentation (PID) because PRINCE2 assigns the Project Manager the role of assembling and producing the PID, which consolidates key planning documents like the Business Case, Project Plan, and Risk Register. The Project Board approves the PID, but does not create it, as the Project Manager acts as the single point of accountability for its preparation and quality.

Answer

Project Board

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Senior Supplier

Answer

Senior User

Question 3

The project board decides to use majority voting for all decisions. What is a potential issue with this decision-making process?

Accepted Answer

Using majority vote may undermine the principle of unified direction. PRINCE2's principle of 'continued business justification' and the requirement for unified direction mandate that the project board make decisions by consensus, not by majority vote. The project board represents business, user, and supplier interests as a single cohesive unit; majority voting would risk dividing the board and undermining the principle of unified direction, as it could allow one interest to override others without full agreement.

Answer

Progress reports are too frequent, causing information overload

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The Senior Supplier is represented by an individual rather than the organization

Answer

The roles are filled by three individuals, but there should be only two

Question 4

Which TWO of the following are responsibilities of the Project Manager during the Controlling a Stage process?

Accepted Answer

Review progress and take corrective action. The Project Manager is responsible for reviewing progress against the stage plan and taking corrective action when deviations occur, as defined in the Controlling a Stage process. This ensures the stage remains within tolerance and aligns with the project plan.

Answer

Produce the End Project Report

Answer

Produce Checkpoint Reports

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Authorize the stage plan

Question 5

In the Controlling a Stage process, a Team Manager reports that a product is complete. Which activity does the Project Manager perform next?

Accepted Answer

Review the product to confirm it meets quality criteria. In the Controlling a Stage process, after a Team Manager reports that a product is complete, the Project Manager must first review the product to confirm it meets the quality criteria defined in the Product Description. This is part of the 'Review Work Package' activity, ensuring that the product is fit for purpose before any further actions, such as reporting or planning, occur. Only after this quality check can the Project Manager proceed to other activities like updating logs or sending reports.

Answer

Send a Highlight Report to the Project Board

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Approve the next Stage Plan

Answer

Update the Project Plan

Question 6

Who is responsible for managing the project's day-to-day activities within the tolerances set by the Project Board?

Accepted Answer

Project Manager. In PRINCE2, the Project Manager is responsible for the day-to-day management of the project within the tolerances set by the Project Board. This includes planning, monitoring, and controlling project activities, escalating issues or deviations that exceed tolerances. The Project Board sets the overall direction and tolerances but does not manage daily tasks.

Answer

Senior User

Answer

Project Board

Answer

Team Manager

Question 7

What is the purpose of the Closing a Project process?

Accepted Answer

To ensure that the project's products are accepted and the project is closed in a controlled way. Closing a Project ensures controlled closure: hand over products, confirm benefits review arrangements, produce End Project Report and Lessons Report, and release resources. Planning next stage is SB. PID is from IP. Day-to-day management is CS.

Answer

To plan the next stage of the project

Answer

To manage day-to-day work within a stage

Answer

To create the Project Initiation Documentation

Question 8

In PRINCE2, what is the difference between Project Assurance and Project Support?

Accepted Answer

Project Assurance provides independent oversight; Project Support provides administrative help. PRINCE2 defines Project Assurance as an independent oversight function that monitors compliance with the project's management stages, while Project Support provides administrative and clerical help to the Project Manager and team. This distinction is fundamental to PRINCE2's separation of assurance from management and support roles.

Answer

Project Assurance focuses on quality; Project Support focuses on planning

Answer

Project Assurance is done by the Project Manager; Project Support is done by the team

Answer

Project Assurance is optional; Project Support is mandatory

Question 9

During the Managing Product Delivery process, who produces Checkpoint Reports?

Accepted Answer

Team Manager. In PRINCE2, the Team Manager is responsible for producing Checkpoint Reports during the Managing Product Delivery process. These reports provide the Project Manager with progress updates on work packages, including actual versus planned progress, quality activities, and any issues or risks. The Team Manager is the role that manages the day-to-day work of the team and reports back to the Project Manager.

Answer

Project Manager

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Project Board

Answer

Project Support

Question 10

According to PRINCE2, when should the Project Board meet?

Accepted Answer

At each stage boundary and when an Exception Report is raised. In PRINCE2, the Project Board is the decision-making body that provides overall direction and control. The board meets at each stage boundary to review progress, approve the next stage plan, and assess continued business justification. It also meets when an Exception Report is raised, which signals that a stage is forecast to exceed its tolerances, requiring the board to decide on corrective action.

Answer

Only at the start and end of the project

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Monthly

Answer

Weekly

Question 11

Who is responsible for the day-to-day management of the project within the tolerances set by the Project Board?

Accepted Answer

Project Manager. In PRINCE2, the Project Manager is responsible for the day-to-day management of the project within the tolerances set by the Project Board. This includes planning, delegating, monitoring, and controlling all project activities, and reporting progress to the Project Board. The Project Manager operates within the delegated authority of the tolerances (e.g., cost, time, scope) and must escalate any forecast deviation beyond those tolerances.

Answer

Team Manager

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Senior Responsible Owner

Answer

Project Assurance

Question 12

Which process is responsible for producing the Project Brief?

Accepted Answer

Starting Up a Project. The Project Brief is produced during the Starting Up a Project process. This process ensures that the project has a viable business justification and that all necessary pre-project activities are completed before the project is formally initiated. The Project Brief is then used as input to the Initiating a Project process.

Answer

Directing a Project

Answer

Initiating a Project

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Controlling a Stage

Question 13

During a project, a key stakeholder raises a concern that the project scope has expanded significantly without formal approval. The project manager realizes that changes have been implemented informally. Which PRINCE2 principle has been violated?

Accepted Answer

Manage by stages. The scenario describes scope changes being implemented without formal approval, which violates the 'Manage by stages' principle. PRINCE2 requires that a project be planned, monitored, and controlled on a stage-by-stage basis, with each stage ending in a formal review and approval before proceeding. Implementing changes informally bypasses stage boundaries and the associated management controls, directly breaking this principle.

Answer

Defined roles and responsibilities

Answer

Continued business justification

Answer

Learn from experience

Question 14

In a large program, the project manager is struggling to get timely decisions from the project board due to conflicting priorities. What is the best PRINCE2 approach to address this?

Accepted Answer

Request the project board to hold a facilitated session to align their priorities. PRINCE2 emphasizes that the project board must provide unified direction and timely decisions. When conflicting priorities arise, a facilitated session is a recognized technique to align the board's priorities, ensuring effective governance without bypassing the board's authority. This approach directly addresses the root cause—misalignment—rather than delaying, escalating prematurely, or reducing board involvement.

Answer

Delay decisions until the board reaches consensus on their own

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Escalate the issue to the program management for resolution

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Redefine the project management team roles to reduce board involvement

Question 15

You are managing a construction project. During the Initiation Stage, you are developing the Project Plan. The senior supplier informs you that the required steel will be delayed by 3 months due to a global shortage. This delay will push the project completion beyond the board's deadline. The project has a fixed completion date due to regulatory requirements. The senior user is unwilling to accept a delay. You have identified that using an alternative material could save 2 months but would increase costs by 15%. The project budget has a 10% contingency. What is the most appropriate course of action?

Accepted Answer

Inform the board that the project cannot meet the deadline and request guidance. The project has a fixed completion date due to regulatory requirements, and the identified solution (alternative material) still results in a 1-month delay (3-month delay minus 2-month saving) and exceeds the 10% contingency (15% cost increase vs. 10% contingency). According to PRINCE2, when a stage plan or project plan cannot be achieved within agreed tolerances, the Project Manager must escalate the issue to the Project Board for a decision. The board is the only authority that can authorize a change to the project's scope, schedule, or budget beyond the delegated tolerances.

Answer

Reduce the project scope to meet the deadline

Answer

Switch to the alternative material and use the contingency to cover the cost increase

Answer

Accept the delay and update the Project Plan accordingly

Question 16

Which document defines the quality criteria and acceptance methods for a project's products?

Accepted Answer

Product Description. The Product Description defines the quality criteria, acceptance methods, and other details for each product. The Quality Management Approach defines the overall quality strategy, not the specific criteria for individual products.

Answer

Quality Management Approach

Answer

Business Case

Answer

Project Plan

Question 17

Which TWO of the following are types of issues in PRINCE2?

Accepted Answer

Request for Change. In PRINCE2, an issue is a relevant event that has occurred and requires management attention. A Request for Change (A) is a formal proposal for a modification to a product, baseline, or agreed scope, making it a standard type of issue. An Off-specification (D) is a type of issue that identifies a product that should be provided but is not, or that is provided but does not meet its specification, also making it a standard type of issue.

Answer

Change

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Risk

Answer

Opportunity

Question 18

Which TWO documents are produced during the Starting Up a Project process?

Accepted Answer

Initiation Stage Plan. In PRINCE2, the Starting Up a Project (SU) process is the pre-project process whose purpose is to ensure the prerequisites for initiating the project are in place, and its two key outputs are the Project Brief (E) and the Initiation Stage Plan (D). The Project Brief (E) is correct because it captures the project's baseline requirements, outline business case, and project definition, and it is the trigger for the Initiating a Project process. The Initiation Stage Plan (D) is correct because SU must plan the work needed to produce the Project Initiation Documentation during the initiation stage, including its activities, resources, and tolerances. The Project Initiation Documentation (A) is not produced in SU; it is created during the Initiating a Project process. The End Stage Report (B) is produced during Managing a Stage Boundary, and the Stage Plan for the next stage (C) is also produced during Managing a Stage Boundary, not during Starting Up a Project.

Answer

Project Initiation Documentation

Answer

End Stage Report

Answer

Stage Plan for the next stage

Question 19

Which TWO of the following are steps in the PRINCE2 risk management procedure?

Accepted Answer

Implement. In PRINCE2, the risk management procedure consists of five steps: Identify, Assess, Plan, Implement, and Communicate. Option B (Implement) is correct because it is the step where the planned risk responses are put into action, including assigning owners and executing the agreed actions. Option C (Assess) is correct because it covers the evaluation of risks by estimating their probability and impact and then evaluating their overall severity to prioritize them. Option A (Monitor) is not a named step in the PRINCE2 risk procedure; monitoring is embedded within the Implement and Communicate steps rather than being a standalone step. Option D (Control) is not a PRINCE2 risk procedure step; it belongs to other frameworks or to the general concept of controlling a project, not this specific procedure. Option E (Allocate) is not a PRINCE2 risk procedure step; allocating risk ownership occurs within the Implement step, but 'Allocate' itself is not one of the five named steps.

Answer

Monitor

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Control

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Allocate

Question 20

A Project Manager receives a forecast that a Work Package will exceed its tolerance. What should the PM do?

Accepted Answer

Discuss with the Team Manager to understand the situation and consider options. In PRINCE2, when a Work Package is forecast to exceed its tolerance, the Project Manager must first discuss with the Team Manager to understand the situation and explore options. This aligns with the 'manage by exception' principle, where the PM is responsible for managing within stage tolerances and only escalates to the Project Board if the stage tolerance itself is threatened. The PM must gather detailed information before deciding on corrective actions or escalation.

Answer

Inform the Senior Supplier and request additional resources

Answer

Immediately raise an Exception Report to the Project Board

Answer

Update the Stage Plan with the new forecast