PRINCE2F PRINCE2 Processes Practice Test 13 — 15 Questions

Question 1

During the Managing Product Delivery process, what is used to assign work to the Team Manager?

Accepted Answer

Work Package. In PRINCE2, the Work Package is the vehicle used by the Managing a Stage Boundary/Controlling a Stage processes to authorize and assign work to the Team Manager during Managing Product Delivery. It contains the Product Description(s), tolerances, constraints, and reporting requirements the Team Manager needs to deliver the products. This is the formal mechanism for delegating work from the Project Manager to the Team Manager.

Answer

Stage Plan

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Project Plan

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Product Description

Question 2

Which TWO of the following are outputs of the Initiating a Project process?

Accepted Answer

Risk Management Approach. IP produces the PID (which includes the Risk Management Approach) and the Project Plan, among others.

Answer

End Project Report

Answer

Exception Plan

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Project Brief

Question 3

Which THREE of the following are activities performed during the Controlling a Stage process?

Accepted Answer

Authorise Work Packages. CS includes authorising Work Packages, reviewing progress, reporting highlights, and managing issues and risks.

Answer

Produce the End Stage Report

Answer

Produce the Project Plan

Question 4

Which TWO of the following statements about the Managing Product Delivery process are correct?

Accepted Answer

The Team Manager produces Checkpoint Reports to inform the Project Manager of progress.. Option D is correct because in Managing Product Delivery (MP) the Team Manager is responsible for producing regular Checkpoint Reports that inform the Project Manager of progress, keeping the Project Manager updated on work package status. Option E is correct because the Team Manager is accountable for ensuring that the products being delivered meet the required quality criteria, including applying the agreed quality methods and techniques within the work package. Option A is incorrect because the Project Manager, not the Project Board, authorises Work Packages to the Team Manager. Option B is incorrect because reporting stage progress to the Project Board is part of Managing a Stage Boundary and Controlling a Stage, not MP. Option C is incorrect because the Project Manager updates the Project Plan during Managing a Stage Boundary, not during MP.

Answer

The Project Board authorises Work Packages directly to the Team Manager.

Answer

MP includes the activity of reporting stage progress to the Project Board.

Answer

The Project Manager updates the Project Plan during MP.

Question 5

Which role is responsible for maintaining the Business Case throughout the project?

Accepted Answer

Executive. The Executive (Senior Responsible Owner) is responsible for the Business Case. The Project Manager develops and maintains it, but ultimately the Executive owns it.

Answer

Project Assurance

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Senior User

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Project Manager

Question 6

A project is forecast to exceed its stage cost tolerance. What should the Project Manager do?

Accepted Answer

Raise an Exception Report to the Project Board and await their direction. PRINCE2 mandates that when a project manager forecasts a deviation beyond the stage tolerance, they must escalate the issue to the Project Board via an Exception Report. The Project Board then decides whether to approve an exception plan, adjust tolerance, or close the project. This ensures governance and control over the project's budget and scope.

Answer

Continue with the current Stage Plan and report the overrun in the next Highlight Report

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Increase the project budget and continue with the current Stage Plan

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Close the project as the Business Case is no longer viable

Question 7

Which of the following statements about Starting Up a Project (SU) and Initiating a Project (IP) is true?

Accepted Answer

SU is a pre-project process that decides if the project is viable. Starting Up a Project (SU) is the pre-project process that evaluates whether the project is worth initiating. It produces the Project Brief and the Initiation Stage Plan, and its primary goal is to decide if the project is viable before committing significant resources. This aligns with PRINCE2's principle of continued business justification, ensuring only viable projects proceed to the Initiating a Project (IP) process.

Answer

IP is the first process after the Project Board authorizes the project

Answer

SU produces the Project Initiation Documentation (PID)

Answer

IP is optional if the Project Brief is approved in SU

Question 8

Which document is the key output of the Initiating a Project process?

Accepted Answer

Project Initiation Documentation. The Project Initiation Documentation (PID) is the definitive output of the Initiating a Project process. It consolidates the Project Brief, Business Case, and detailed plans into a single baseline that defines 'what, why, who, when, and how' for the project. The PID is formally approved by the Project Board at the end of initiation, authorizing the project to proceed to the next stage.

Answer

Project Brief

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End Stage Report

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Exception Report

Question 9

During the Managing a Stage Boundary process, the Project Manager produces an End Stage Report. What is the primary purpose of this report?

Accepted Answer

To provide information for the Project Board to decide on proceeding to the next stage. The primary purpose of the End Stage Report in the Managing a Stage Boundary process is to provide the Project Board with a summary of the stage's performance against the plan, including progress, issues, and risks, so they can make an informed decision on whether to authorize the next stage. This aligns with PRINCE2's principle of management by stages, where the board reviews stage-end information to confirm continued business justification.

Answer

To document lessons learned for future projects

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To request additional budget for the next stage

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To hand over completed products to the customer

Question 10

What is the difference between a Request for Change and an Off-specification?

Accepted Answer

A Request for Change proposes a change to the specification; an Off-specification is a product that does not meet its specification. A Request for Change (RFC) is a formal proposal to modify a baseline product or process, while an Off-specification (Off-spec) is a product that has been identified as not meeting its agreed specification. In PRINCE2, both are types of issues, but an RFC seeks a change to the specification itself, whereas an Off-spec indicates a deviation from the existing specification that must be resolved.

Answer

A Request for Change is an issue raised by the team; an Off-specification is raised by the Project Board

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A Request for Change is a suggestion for improvement; an Off-specification is a complaint

Answer

There is no difference; they are synonyms

Question 11

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

Accepted Answer

Initiation Stage Plan. SU produces the Project Brief and the Initiation Stage Plan. The PID and End Project Report are produced later.

Answer

Benefits Management Approach

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End Project Report

Answer

Project Initiation Documentation

Question 12

Which THREE of the following are outputs of the Initiating a Project process?

Accepted Answer

Risk Management Approach. In PRINCE2, the Initiating a Project process produces the Project Initiation Documentation (PID), which includes the Risk Management Approach (option A) as the strategy for how risk will be identified, assessed, and controlled throughout the project, and the Business Case (option E), which justifies the project on the basis of costs, benefits, risks, and timescales and is a core PID component. The Project Plan (option C) is also created during Initiating a Project, providing the high-level plan for the whole project that underpins the PID. The Project Brief (option B) is a pre-project input created in Starting up a Project, not an output of Initiating a Project, and the End Stage Report (option D) is produced during Managing a Stage Boundary at the end of each stage, not during Initiating a Project.

Answer

Project Brief

Answer

End Stage Report

Question 13

Which process is responsible for appointing the Executive and the Project Manager?

Accepted Answer

Starting Up a Project. The Starting Up a Project process is responsible for appointing the Executive and the Project Manager because it occurs before the project is formally initiated. During this pre-project process, the project mandate is reviewed, and key roles are assigned to ensure the project has the necessary leadership and management before proceeding to the Initiation Stage.

Answer

Initiating a Project

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Directing a Project

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Controlling a Stage

Question 14

What is the purpose of the Managing Product Delivery process?

Accepted Answer

To control the link between the Project Manager and the Team Manager by accepting, executing, and delivering work packages. The Managing Product Delivery process is designed to control the interface between the Project Manager and the Team Manager. Its purpose is to accept, execute, and deliver work packages, ensuring that the work is done according to the agreed criteria and that the completed products are handed back to the Project Manager. This process focuses on the team's work and the delivery of products, not on the Project Manager's day-to-day activities.

Answer

To manage the day-to-day work of the Project Manager within a stage

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To direct and authorize the project

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To plan the next stage and report on the current stage

Question 15

Which document is the key output of the Initiating a Project process?

Accepted Answer

Project Initiation Documentation. The Initiating a Project process is where the project's baselines are established, and the key output is the Project Initiation Documentation (PID). The PID consolidates all the information needed to justify the project, define its scope, and provide a basis for decision-making. It is the definitive document that is approved by the project board to authorize the project to proceed.

Answer

Project Brief

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Exception Report

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End Project Report