PRINCE2-PRACTITIONER Practice Test 4 — 10 Questions

Question 1

During the Managing a Stage Boundary (SB) process, the Project Manager prepares an Exception Plan. Under what circumstances is this plan created and submitted?

Accepted Answer

When forecasts show that stage tolerances are about to be breached, replacing the current stage or remaining project plan.. An Exception Plan is created during Managing a Stage Boundary when forecasts indicate that stage tolerances are about to be breached. It replaces the current stage plan or the remaining project plan and is submitted to the Project Board for approval. It is not created automatically at every stage end, nor for minor delays or premature closure decisions.

Answer

When a Team Manager fails to complete a single Work Package on time.

Answer

When the Project Board wants to prematurely close the project due to corporate budget cuts.

Answer

Automatically at the end of every successful stage, regardless of performance.

Question 2

An organization requires all projects to apply the PRINCE2 Plans practice. A project manager is developing a Stage Plan for a complex software release. The project uses agile delivery for development but traditional gating for governance. How should the Plans practice be tailored?

Accepted Answer

Create high-level stage plans for governance control while utilizing detailed timeboxed/increment plans for the delivery teams.. When tailoring the Plans practice for a project that uses agile delivery within traditional governance, the correct approach is to maintain high-level stage plans for governance control while using detailed timeboxed or increment plans for delivery teams. This preserves PRINCE2's stage-boundary control and Product Descriptions at the governance level while allowing agile teams to plan iteratively at the delivery level. It satisfies the requirement to apply the Plans practice without forcing a rigid predictive plan onto agile work.

Answer

Exempt the project from the Plans practice.

Answer

Replace Product Descriptions with sprint backlogs across the entire project.

Answer

Discard the Stage Plan entirely and rely solely on agile Kanban boards.

Question 3

In the PRINCE2 Issues practice, what are the three types of issues recognized by the method?

Accepted Answer

Requests for change, Off-specifications, and Problems/concerns. PRINCE2's Issues practice defines three issue types: Requests for Change (RFCs — proposed changes to baselined products), Off-specifications (products that do not meet agreed quality criteria), and Problems/Concerns (any other issue raised by stakeholders, including general concerns). This classification drives how each issue is logged, assessed, and escalated through the Issue Register and daily log.

Answer

Quality failures, Budget overruns, and Schedule delays

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Internal issues, External issues, and Strategic issues

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Risks, Issues, and Changes

Question 4

Which THREE of the following statements are true regarding the application and governance of PRINCE2 principles?

Accepted Answer

The principles empower behavior and good practice rather than prescribing rigid bureaucratic steps.. Option A is correct because PRINCE2 principles are explicitly designed to shape behavior and embed good practice rather than impose rigid, prescriptive bureaucratic steps, giving projects flexibility in how they are applied. Option B is correct because the seven principles act as the definitive test of whether a project is genuinely being managed using PRINCE2 — if any principle is not applied, the project is not truly following PRINCE2. Option C is correct because the principles are described as universal, applying to every project regardless of industry, scale, organization, geography, or culture, which is why they form the foundation of the method. Option D is incorrect because principles must be applied throughout the entire project lifecycle, from starting up through delivery and closure, not just during initiation. Option E is incorrect because all seven principles must be applied for a project to claim it is using PRINCE2; adopting only four would mean the project is not following PRINCE2 at all.

Answer

The principles only apply during the initiation stage and can be ignored during delivery.

Answer

An organization can choose to adopt only four of the seven principles and still claim to use PRINCE2.

Question 5

In the PRINCE2 Progress practice, what is the primary purpose of a Highlight Report?

Accepted Answer

To provide the Project Board with a summary of stage performance during a reporting period.. The Highlight Report is a time-driven progress report produced by the Project Manager and sent to the Project Board at a frequency defined in the Communication Management Approach. Its purpose is to summarize stage performance (status, progress, issues, risks, budget, and tolerance status) during a reporting period so the Board can exercise 'manage by exception' oversight. It is not used to escalate a forecast breach of tolerance — that is the Exception Report.

Answer

To request additional budget from corporate management.

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To report daily progress from team members to the Team Manager.

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To formally close the project at the end.

Question 6

A project is experiencing severe scope creep and cultural resistance because different functional departments hold conflicting assumptions about the project's ultimate purpose. According to PRINCE2 7, what people-centric artifact should be reinforced or revisited to align stakeholder mindset?

Accepted Answer

The Business Case and shared project objectives via stakeholder workshops and communication channels.. When scope creep and cultural resistance stem from conflicting departmental assumptions about the project's purpose, the root cause is a lack of shared understanding of the Business Case and project objectives. PRINCE2 7 emphasizes that the Business Case is the single source of truth for why the project exists, and reinforcing it through stakeholder workshops and communication channels realigns mindsets. This people-centric approach addresses the underlying misalignment rather than treating symptoms.

Answer

The Daily Log tracking minor operational issues.

Answer

The Project Management Team structure chart in the Project Initiation Documentation.

Answer

The Work Package descriptions issued to team managers.

Question 7

In the Closing a Project (CP) process, what should be done with the project's risks and issues logs that remain unresolved at the time of closure?

Accepted Answer

Review them and pass them on to corporate or operational management for ongoing post-project tracking.. In the Closing a Project (CP) process, PRINCE2 requires that any open risks and issues be reviewed and formally handed over to corporate or operational management for post-project tracking. This ensures that unresolved items continue to be managed and do not simply disappear when the project closes. The Project Manager does not resolve them personally, nor are they automatically turned into new projects or deleted.

Answer

Escalate them to the Project Board so the board members can resolve them personally before disbanding.

Answer

Automatically convert them into new projects under the same Project Manager.

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Delete them permanently because the project is closing and they are no longer relevant.

Question 8

A Project Manager is implementing Managing Product Delivery. A Team Manager discovers that a specialist product cannot be delivered within the agreed Work Package cost tolerance. What should the Team Manager do?

Accepted Answer

Submit an Exception Report to the Project Manager. In PRINCE2, the Team Manager is responsible for managing the Work Package within the tolerances agreed with the Project Manager. If the Work Package cost tolerance is forecast to be exceeded, the Team Manager must escalate this as an Exception Report to the Project Manager, who will then decide how to handle it, possibly escalating to the Project Board if stage tolerances are threatened. This follows the 'Manage by Exception' principle.

Answer

Escalate directly to the Project Board

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Absorb the cost by cutting quality criteria without telling anyone

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Pause the whole project until funds are secured

Question 9

In the Quality practice, who is responsible for defining the customer's quality expectations and acceptance criteria?

Accepted Answer

The Senior User. The Senior User role represents the interests of those who will use the project's products and is accountable for specifying the user's needs, including quality expectations and acceptance criteria. This ensures the products will deliver the expected benefits and meet the users' requirements. The Senior User is also responsible for confirming that the products meet the agreed criteria before acceptance.

Answer

The Senior Supplier

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The Project Manager

Answer

Corporate Management

Question 10

A PRINCE2 project is executing a stage plan. The Project Manager wants to schedule a quality review for a critical deliverable. According to the Quality practice, who should normally chair the quality review meeting?

Accepted Answer

An independent person acting as the chair (such as a designated quality reviewer). In PRINCE2's Quality practice, a quality review is a structured, independent assessment of a deliverable against its quality criteria. The chair should be an independent person — often a designated quality reviewer — who is not the author or producer of the deliverable, ensuring objectivity. This independence is a core PRINCE2 principle for quality reviews.

Answer

The Product Author who created the deliverable

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Project Assurance

Answer

The Executive from the Project Board