PRINCE2-PRACTITIONER Practice Test 7 — 10 Questions

Question 1

During stage execution, a Team Manager realizes that a work package cannot be completed within the agreed time tolerance due to unexpected technical hurdles. What should the Team Manager do according to the Issues practice?

Choose an answer to begin — your selection is scored in the full session.

Accepted Answer

Inform the Project Manager immediately by raising an issue.. Under PRINCE2's Issues practice, a Team Manager who cannot complete a work package within agreed tolerances must inform the Project Manager immediately by raising an issue. The Project Manager then assesses whether the deviation can be handled within stage tolerances or requires escalation. The Team Manager does not escalate directly to the Project Board.

Answer

Directly submit an Exception Report to the Project Board.

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Quietly absorb the delay by reducing product quality.

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Cancel the work package and hire a new team.

Question 2

In the Managing Product Delivery (MP) process, what is the purpose of the 'Accepting a work package' activity?

Accepted Answer

To ensure the Team Manager understands and commits to delivering the Work Package within agreed constraints.. The 'Accepting a work package' activity in Managing Product Delivery ensures that the Team Manager fully understands the Work Package — its products, scope, constraints, and tolerances — and formally commits to delivering it. This agreement is the basis for the Team Manager's subsequent reporting and the Project Manager's control.

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To allow the Team Manager to bypass the Project Manager and report directly to the Executive.

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To authorize the creation of a new stage in the project schedule.

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To formally close the project and hand over products to operations.

Question 3

During project monitoring, the Project Manager notes that cumulative expenditure is trending outside the stage cost tolerance. According to the Progress practice, what action must the Project Manager take immediately?

Accepted Answer

Raise an Exception Report to the Project Board. According to the Progress practice, if cumulative expenditure is trending outside the stage cost tolerance, the Project Manager must raise an Exception Report to the Project Board. This is because the deviation exceeds the tolerance delegated to the Project Manager, and the Board needs to decide on corrective action.

Answer

Reduce the quality criteria of remaining deliverables to save money

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Wait until the end of the stage and report it in the End Stage Report

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unilaterally shift funds from the next stage plan without approval

Question 4

A project is operating under the Directing a Project (DP) process. The Project Board is reviewing an End Stage Report and a Next Stage Plan. What key decision must the Project Board make during this activity?

Accepted Answer

Whether to authorize the next stage plan, confirming continued business justification.. During the Directing a Project process, when reviewing an End Stage Report and Next Stage Plan, the Project Board must decide whether to authorize the next stage plan, confirming that the project remains justified. This is a key decision point in the 'Authorize a Stage' activity. The Board does not take over day-to-day management, rewrite the Project Product Description, or dismiss the Senior Supplier without proper review.

Answer

Whether to take over day-to-day management from the Project Manager for the upcoming stage.

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Whether to rewrite the entire Project Product Description for the next stage.

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Whether to dismiss the Senior Supplier for stage delays without reviewing the exception report.

Question 5

A new Project Manager asks why the Business Case needs to be updated at the end of each stage. Which PRINCE2 principle provides the foundation for this requirement?

Accepted Answer

Continued business justification. The PRINCE2 principle 'Continued business justification' mandates that a project must have a valid Business Case at all times, and if it ceases to be justified, the project should be stopped. Updating the Business Case at the end of each stage ensures that the project remains aligned with strategic objectives and that the investment continues to be worthwhile. This principle directly drives the requirement for regular reviews and updates to the Business Case, particularly at stage boundaries where the project board decides whether to continue.

Answer

Learn from experience

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Focus on products

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Manage by stages

Question 6

A project is operating under the Directing a Project (DP) process. The Executive leaves the organization unexpectedly. What action must the Project Board and Corporate level take within the DP framework?

Accepted Answer

Corporate must appoint a replacement Executive to maintain governance and business justification.. The Executive is a mandatory Project Board role and is personally accountable for the business case. If the Executive leaves, corporate or programme management must appoint a replacement to maintain governance and ensure the project continues to have a valid business justification. Without an Executive, the Project Board cannot function properly.

Answer

The Project Manager automatically assumes the Executive role and approves their own reports.

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The project must be permanently closed immediately without appointing a successor.

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The Senior Supplier takes over executive responsibilities and project funding.

Question 7

A project is executing the Controlling a Stage process. The Project Manager identifies that multiple minor issues are occurring simultaneously, causing friction among team members. The Project Manager wants to capture these issues formally for ongoing management. Where should they be recorded?

Accepted Answer

Issue Register. In PRINCE2, the Issue Register is used to capture and manage all issues, including minor ones that occur during a stage. The Project Manager records issues in the Issue Register to track their resolution and ensure they are addressed appropriately.

Answer

Daily Log

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Risk Register

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Highlight Report

Question 8

When establishing the Business Case practice in PRINCE2 7, what is the primary purpose of the 'Return on Investment' (ROI) calculation?

Accepted Answer

To evaluate the financial return generated by the project relative to its costs.. The Return on Investment (ROI) calculation in the Business Case is used to evaluate the financial return generated by the project relative to its costs, helping to justify the investment. Option D correctly identifies this purpose, as ROI is a key metric in the Business Case to assess value for money. It supports the continued business justification principle by quantifying expected benefits against costs.

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To establish quality acceptance criteria for the final product.

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To determine the exact number of team resources required for a stage.

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To measure the project's carbon offset potential.

Question 9

A project is using an agile delivery method within a PRINCE2 governance framework. The Project Board wants to ensure that delivery increments are meeting quality standards before acceptance. Who is responsible for formally accepting completed products on behalf of the user community?

Accepted Answer

The Senior User. In PRINCE2, the Senior User role represents the user community's interests and is accountable for specifying user needs and ensuring that the project delivers products that meet those needs. Formal acceptance of completed products on behalf of the user community is a key responsibility of the Senior User, as they are the ones who will ultimately use or benefit from the products. This ensures that the products are fit for purpose from the user's perspective before final acceptance.

Answer

The Senior Supplier

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The Project Manager

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Corporate Management

Question 10

A project team is suffering from 'groupthink,' where members unquestioningly agree with every proposal made by senior management, leading to unmitigated risks being overlooked. How should the Project Manager address this dynamic, per PRINCE2 7 guidance?

Accepted Answer

Introduce structured challenge techniques, such as devil's advocacy and anonymous feedback channels, to encourage critical evaluation.. Introducing structured challenge techniques, such as devil's advocacy and anonymous feedback channels, encourages critical evaluation and mitigates groupthink. PRINCE2 7 guidance emphasizes the importance of constructive challenge and diverse perspectives to identify and manage risks effectively. This approach creates a safe environment for team members to question proposals without fear of reprisal, thereby improving decision quality.

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Punish anyone who expresses agreement with management.

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Reinforce groupthink by discouraging any questions that might slow down project approval.

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Execute all decisions without holding any further team meetings or reviews.