PRINCE2-PRACTITIONER Practice Test 14 — 15 Questions

Question 1

Which THREE of the following statements correctly characterize the application of the PRINCE2 principle 'Focus on products'?

Accepted Answer

A project's outputs and their quality requirements must be defined and agreed upon before work begins.. Option A is correct because the 'Focus on products' principle requires that a project's outputs and their quality requirements be clearly defined and agreed upon before work begins, ensuring a shared understanding of what will be delivered. Option B is correct because deliverables must satisfy their defined acceptance criteria before being formally signed off by the customer, which is the mechanism by which the principle ensures fitness for purpose. Option C is correct because Product Descriptions are essential management products in PRINCE2 that define each output's purpose, composition, quality criteria, and quality method, directly supporting the 'Focus on products' principle. Option D is incorrect because focusing on products does not mean ignoring schedules; PRINCE2 integrates product definition with plans and timescales, so schedules remain essential. Option E is incorrect because Product Descriptions are typically developed collaboratively with stakeholders and those with relevant expertise, not independently by the Project Manager alone.

Answer

Focus on products means ignoring project schedules and focusing solely on deliverables.

Answer

The Project Manager is responsible for independently writing all Product Descriptions without consulting stakeholders.

Question 2

Which TWO of the following practices are characteristic of the PRINCE2 principle 'Manage by exception'?

Accepted Answer

Tolerances are established for six aspects of project performance, including time and cost.. Option A is correct because 'Manage by exception' in PRINCE2 requires that tolerances be defined for the six aspects of project performance — time, cost, scope, quality, risk, and benefit — so that the Project Board delegates authority within agreed limits and only gets involved when those limits are forecast to be exceeded. Option D is correct because when the Project Manager forecasts that stage tolerances will be breached, the principle dictates escalation to the next management level (the Project Board) via an Exception Report, which triggers an Exception Plan or a decision to stop/redirect the project. Option B is wrong because team members cannot unilaterally alter scope; scope changes must go through the agreed change control and tolerances, not ad hoc authority. Option C is wrong because exception management does not remove the need for stage plans — PRINCE2 still requires stage plans and work packages; exceptions only change how deviations are escalated. Option E is wrong because micro-management by the Project Board directly contradicts 'Manage by exception', which is designed to push decisions down to the appropriate level and keep senior management focused on exceptions.

Answer

Project team members have the authority to alter project scope whenever they encounter delays.

Answer

Exception management means that no plans are needed for individual stages.

Answer

The Project Board micro-manages the daily tasks of the team to ensure high quality.

Question 3

Which TWO of the following reports are used in the Progress practice to communicate status between different levels of management? (Choose two)

Accepted Answer

Checkpoint Report (Team Manager to Project Manager). In PRINCE2's Progress practice, the Checkpoint Report (option C) is the regular progress report sent by the Team Manager to the Project Manager, providing status on the work package at the team-to-project-management level. The Highlight Report (option E) is the report the Project Manager sends to the Project Board at agreed intervals, summarizing project progress at the project-management-to-board level; together these two are the standard progress communication reports between management levels. Option A is not a PRINCE2 progress report — the Business Case is a document reviewed at decision points, not a Team Manager-to-Senior User status report. Option B is incorrect because the Risk Log is a project document, not a report sent by a Supplier to an External Auditor. Option D is wrong because the Project Product Description is a product-definition document owned by the Project Manager, not an Executive-to-corporate-management progress report.

Answer

Business Case Review (Team Manager to Senior User)

Answer

Risk Log Summary (Supplier to External Auditor)

Answer

Project Product Description (Executive to Corporate Management)

Question 4

Which THREE of the following activities are part of the Controlling a Stage (CS) process?

Accepted Answer

Authorizing a Work Package. Option C (Authorizing a Work Package) is correct because Controlling a Stage includes the activity of authorizing work packages to team managers once the stage plan and tolerances allow, using the Work Package authorization process. Option D (Capturing and assessing issues and risks) is correct because CS covers the ongoing capture, assessment, and management of issues and risks as they arise during the stage, feeding into the Issue and Risk Registers and stage-level decision making. Option E (Reviewing work package status) is correct because CS includes reviewing work package progress through checkpoints and reports, comparing actuals against the stage plan, and taking corrective action within stage tolerances. Option A (Authorizing project closure) does not belong because closure is handled in the Closing a Project (CP) process, not CS. Option B (Preparing the initial Project Brief) does not belong because that is part of Starting up a Project (SU), which occurs before the project is authorized and before any stage is controlled.

Answer

Authorizing project closure

Answer

Preparing the initial Project Brief

Question 5

When applying product-based planning within the PRINCE2 Plans practice, which TWO of the following steps must be completed before estimating effort and scheduling activities?

Accepted Answer

Writing the Project Product Description. In PRINCE2 product-based planning, the first step is to write the Project Product Description (option C), which defines the overall project product, its customer quality expectations, acceptance criteria, and any key tolerances, providing the top-level anchor for all subsequent planning. The next step is to create the Product Breakdown Structure (option E), which decomposes the project product into its component products and shows the hierarchy of what must be produced. Only after the Project Product Description and Product Breakdown Structure exist can the planner write Product Descriptions, perform product flow analysis, and then estimate effort and schedule activities. Option A is wrong because the Gantt chart schedule is an output of the scheduling step that comes after estimation, not a prerequisite. Option B is wrong because closing the project and writing the End Project Report occur at the end of the project, not during planning. Option D is wrong because an Exception Report is produced only when tolerances are forecast to be breached during a stage, which is unrelated to the pre-estimation planning steps.

Answer

Creating the final Gantt chart schedule of team work packages

Answer

Closing the project and writing the End Project Report

Answer

Submitting an Exception Report to the Project Board

Question 6

When managing organizational change within a PRINCE2 7 project context, which THREE of the following strategies help ensure sustainable behavioral adoption?

Accepted Answer

Involving impacted end-users in co-designing training programs and transition workflows. Option C is correct because co-designing training and transition workflows with impacted end-users builds ownership and relevance, which increases the likelihood that new behaviors are actually embedded rather than merely mandated. Option D is correct because clear feedback channels and support networks provide the reinforcement, coaching, and issue-resolution mechanisms that sustain behavioral change after go-live. Option E is correct because visible senior sponsorship that models the desired behaviors signals priority and legitimacy, a key enabler of sustainable adoption in PRINCE2 7's people-focused change approach. Option A does not belong because contractual enforcement and punitive measures may drive superficial compliance but not durable behavioral adoption. Option B does not belong because isolating the project team from business operations blocks the operational feedback and engagement needed for successful change.

Answer

Relying solely on strict contractual enforcement and punitive measures for non-compliance

Answer

Isolating the project team from business operations to prevent any operational feedback

Question 7

Which THREE of the following are categorized as formal 'issues' under the PRINCE2 Issues practice?

Accepted Answer

Request for change. Under the PRINCE2 Issues practice, formal issues fall into three categories: Requests for change (option A), which propose a change to baselined products or the project's scope, cost, time, or quality; Problems or concerns (option B), which capture any other stakeholder concern about the project that is not a change request or off-specification; and Off-specifications (option C), which record a product that has been delivered but does not meet its agreed specification or quality criteria. These three are explicitly defined in PRINCE2 as the issue types that must be captured in the Issue Register and managed through the issue and change control procedure. Option D is not a formal issue category — a low-probability threat is a risk and would be managed in the Risk Register under the Risk practice, not as an issue. Option E is also not a formal issue category — a completed quality review test result is a quality record produced by the Quality practice and would be documented in the Quality Register, not classified as an issue.

Answer

Identified threat with low probability

Answer

Completed quality review test result

Question 8

A PRINCE2 project is reaching its conclusion. Which THREE criteria must be satisfied to consider the Closing a Project process properly structured and executed?

Accepted Answer

Provision is made for follow-on actions and post-project benefits reviews. Option A is correct because Closing a Project requires the project manager to prepare a plan for post-project activities, including follow-on actions and benefits reviews, so that benefits realization can be tracked after the project closes. Option B is correct because the process includes evaluating the project's performance against the baselines defined in the Project Initiation Documentation (PID), covering scope, schedule, cost, quality, risk, and benefits, to capture lessons and confirm what was achieved. Option E is correct because a properly executed closure must confirm that the products have been handed over to the customer or operations and that operational acceptance has been secured, ensuring the project delivers usable outputs. Option C is not required at closure because benefits are typically realized after the project ends, which is precisely why post-project benefits reviews are planned; the project only needs to show the baseline benefits are capable of being realized. Option D is incorrect because the Project Board is disbanded at project closure, with any ongoing operational support transferred to the appropriate operational or business-as-usual function.

Answer

All future benefits have already been fully realized and verified

Answer

The Project Board remains active indefinitely to maintain operational support

Question 9

During the Managing Product Delivery process, a Team Manager interacts with the Project Manager. Which THREE of the following are responsibilities of the Team Manager within this process?

Accepted Answer

Delivering completed products and reporting progress via Checkpoint Reports. In PRINCE2's Managing Product Delivery process, the Team Manager is responsible for accepting and checking Work Packages (option E) from the Project Manager, ensuring the work is understood and agreed before starting. The Team Manager also creates Team Plans (option C) to schedule and coordinate the specialist activities needed to produce the products. Finally, the Team Manager delivers the completed products and reports progress to the Project Manager via Checkpoint Reports (option A). Options B and D are incorrect because approving the Project Initiation Documentation and authorizing stage-level Exception Plans are responsibilities of the Project Board, not the Team Manager.

Answer

Approving the overall Project Initiation Documentation

Answer

Authorizing stage-level Exception Plans

Question 10

When integrating sustainability and ESG into the Business Case practice, which THREE of the following factors should typically be evaluated? (Choose three)

Accepted Answer

Social value and impact on local communities and workforce. Option A is correct because integrating ESG into the Business Case requires assessing social value, including impacts on local communities and the workforce, which are core 'S' (Social) considerations. Option B is correct because the environmental dimension of ESG demands evaluating the environmental impact and carbon footprint of project outputs, aligning with 'E' (Environmental) criteria. Option D is correct because governance structures, ethical compliance, and supply chain transparency represent the 'G' (Governance) pillar, which must be factored into the Business Case to ensure responsible and transparent delivery. Option C is not correct because office seating arrangements are an operational logistics detail unrelated to sustainability or ESG evaluation criteria. Option E is not correct because daily task assignment schedules for junior team members are routine project management activities, not ESG factors.

Answer

Office seating arrangements for the project support staff

Answer

Daily task assignment schedules for junior team members

Question 11

Which TWO of the following statements accurately reflect the PRINCE2 principle 'Learn from experience'?

Accepted Answer

Lessons should be sought, recorded, and acted upon throughout the life of the project.. Option A is correct because the PRINCE2 'Learn from experience' principle requires that lessons are proactively sought, recorded in the Lessons Log, and acted upon at every stage of the project lifecycle, not just at closure. Option C is correct because PRINCE2 expects teams to review historical data and lessons from similar past projects during planning activities such as the Project Initiation Documentation and stage plans, so that proven approaches are reused and past mistakes avoided. Option B is wrong because learning is a shared responsibility across all roles — the Project Board, Project Manager, Team Manager, and team members — not the Project Board alone. Option D is wrong because recording a lesson is only the first step; the principle demands that lessons are also analysed and acted upon, with actions tracked and reviewed. Option E is wrong because lessons can come from internal and external sources, including successes, failures, and other projects or industry practice, not exclusively from internal failures.

Answer

Learning from experience is the primary responsibility of the Project Board only.

Answer

Once a lesson is recorded in the Lesson Log, no further action is required by the project team.

Answer

Lessons learned are exclusively derived from internal organizational failures.

Question 12

Which TWO of the following describe valid aspects of the Issues practice in PRINCE2 7? (Choose two)

Accepted Answer

Issues can be categorized as Requests for Change, Off-specifications, or Problems/Concerns.. Option D is correct because PRINCE2 7 classifies issues into three types: Requests for Change (RFCs), Off-specifications (something not meeting a specification), and Problems/Concerns (general issues raised by stakeholders). Option E is correct because the Issues practice requires that all formal issues be captured and logged in the Issue Register, which is maintained by the Project Manager as part of the project's issue management approach. Option A is incorrect because cost tolerances are set by the Project Board and can only be changed by them, not by Team Managers. Option B is incorrect because the Issue Register is maintained by the Project Manager within the project, not by Corporate Management outside it. Option C is incorrect because issues are not resolved exclusively by the Executive; the Project Manager and team members are typically involved in assessing and resolving issues, with escalation to the Project Board only when tolerances are threatened.

Answer

Team Managers have the authority to increase project stage cost tolerances.

Answer

The Issue Register is maintained by Corporate Management outside the project.

Answer

Issues must be resolved exclusively by the Executive without team input.

Question 13

Which THREE of the following are recognized risk response categories for threats in PRINCE2 7? (Choose three)

Accepted Answer

Transfer. In PRINCE2 7, the recognized risk response categories for threats are Avoid, Reduce, Transfer, Accept, and Prepare (with Share and Enhance being opportunity responses). Option B (Transfer) is correct because transferring a threat shifts the financial impact and ownership of the risk to a third party, such as through insurance or outsourcing. Option C (Reduce) is correct because reducing a threat involves taking action to lower either the probability or the impact of the threat. Option E (Avoid) is correct because avoiding a threat means changing the project scope, approach, or plan so that the threat no longer applies. Option A (Enhance) does not belong because Enhance is an opportunity response category used to increase the probability or impact of a positive risk. Option D (Share) does not belong because Share is also an opportunity response, involving a third party to help realize a positive risk.

Answer

Enhance

Answer

Share

Question 14

Which TWO of the following actions are mandatory when executing the Closing a Project (CP) process?

Accepted Answer

Handing over products and ensuring operational support arrangements are in place. Option B is correct because Closing a Project requires the project manager to confirm that the products have been handed over to the customer/operations and that the necessary operational and support arrangements (e.g., service agreements, training, maintenance) are in place, as captured in the Handover and Support sections of the End Project Report. Option E is correct because evaluating the project against its baselines (the original Project Plan, Business Case, and benefits) is a mandatory activity in CP, producing the End Project Report and lessons learned to assess performance and confirm whether objectives were met. Option A is not mandatory in CP; a follow-on project would require its own Project Brief produced during Starting up a Project, not during closure. Option C is wrong because the Project Product Description is baselined and not rewritten at closure to reflect reduced scope; scope changes are handled through change control during the project. Option D is wrong because authorizing the next stage plan is part of Managing a Stage Boundary (or the directing/authorizing activity), not Closing a Project, which instead deals with post-project recommendations.

Answer

Drafting a new Project Brief for a follow-on project

Answer

Rewriting the Project Product Description to reflect reduced scope

Answer

Authorizing the next stage plan for immediate execution

Question 15

During the Starting up a Project process, the Project Manager must design and appoint the project management team. Which TWO roles must be defined and filled during this process?

Accepted Answer

The Executive. In PRINCE2, the Starting up a Project (SU) process requires the Project Manager to design and appoint the project management team, and the two roles that must be defined and filled at this point are the Executive (A) and the Project Manager (D). The Executive (A) is essential because this role owns the Business Case and represents the business interest on the Project Board, and the project cannot be properly initiated without this appointment. The Project Manager (D) must also be appointed during SU because this person is responsible for carrying out the activities of Starting up a Project and preparing the Project Initiation Documentation. Independent external auditors (B) are not part of the PRINCE2 project management team structure and are typically engaged separately for assurance or audit purposes. Corporate Change Champions (C) are not a defined PRINCE2 role and are not required during Starting up a Project. Specialist Team Managers for all delivery stages (E) are appointed later, during the Initiating a Project or Managing a Stage Boundary activities, and only for stages where specialists are needed, so they are not mandatory at SU.

Answer

Independent external auditors

Answer

Corporate Change Champions

Answer

Specialist Team Managers for all delivery stages