PRINCE2-PRACTITIONER Practice Test 9 — 10 Questions

Question 1

In a large infrastructure project, the Project Board includes a representative from the user community, a representative of senior supplier interests, and an Executive representing business interests. Which PRINCE2 principle is being implemented?

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

Accepted Answer

Defined roles and responsibilities. The scenario describes the three primary Project Board interests — Business (Executive), User, and Supplier — each formally represented with defined accountabilities. This is the direct embodiment of the 'Defined roles and responsibilities' principle, which requires that the project management team structure be established with clear roles, and that the three primary stakeholder interests be represented on the Board. The presence of all three interests is the textbook signal for this principle.

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Tailor to suit the project

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Manage by exception

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Continued business justification

Question 2

A project is underway to develop a new logistics system. During execution, a major industry regulation changes, rendering the current business case unviable. Which PRINCE2 principle is primarily being applied when the Project Board recommends stopping the project?

Accepted Answer

Continued business justification. The Continued business justification principle states that a PRINCE2 project must have a valid Business Case at all times, and if it ceases to be viable the project should be stopped. When a regulatory change invalidates the business case, the Project Board's recommendation to stop the project is the direct application of this principle — it is the 'stop' half of 'continue or stop' decision-making. This is why the Business Case is reviewed at every stage boundary and exception.

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Focus on products

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Tailor to suit the project

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Manage by exception

Question 3

A project is running behind schedule due to unexpected regulatory sign-offs. The Project Manager identifies that the delay will consume the time tolerance agreed with the Project Board, but it will not exceed it. What should the Project Manager do, based on PRINCE2 principles?

Accepted Answer

Continue executing the stage plan since the forecast remains within agreed time tolerances.. In PRINCE2, tolerances define the permissible deviation from planned targets before escalation is required. Since the forecast delay will consume but not exceed the agreed time tolerance, the Project Manager retains the authority to manage the stage within those limits. The correct action is to continue executing the stage plan, monitoring the situation closely, and only escalate if the tolerance is forecast to be exceeded. This aligns with the 'Manage by Exception' principle, which empowers the Project Manager to take corrective action within delegated tolerances without unnecessary escalation.

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Escalate immediately with an Exception Report because any delay is unacceptable.

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Suspend the project immediately to re-verify the business justification.

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Rewrite the Project Brief to adjust the quality expectations of the outputs.

Question 4

An R&D project has high uncertainty regarding whether the final technology can be successfully developed. To mitigate risk, the Project Manager recommends dividing the project into very short, high-frequency stages with explicit go/no-go decision gates. Which PRINCE2 principle is being leveraged most directly to control this uncertainty?

Accepted Answer

Manage by stages. Manage by stages is the principle that requires the project to be planned, monitored, and controlled on a stage-by-stage basis, with a Project Board decision (go/no-go) at each stage boundary. Dividing an uncertain R&D project into short, high-frequency stages with explicit decision gates is the textbook application of this principle to control uncertainty. It allows the project to be stopped or redirected at each boundary based on the latest viability assessment.

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Manage by exception

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Continued business justification

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Tailor to suit the project

Question 5

During a management stage, actual costs are tracking close to the cost tolerance limit. The Project Manager wants to understand how progress is reported and controlled. Which report does the Project Manager submit periodically to the Project Board to summarize progress against tolerances?

Accepted Answer

Highlight Report. The Highlight Report is the time-driven report the Project Manager submits to the Project Board at the cadence defined in the Communication Management Approach, summarizing stage progress against all tolerances (time, cost, scope, quality, risk, benefit). When actual costs are tracking close to the cost tolerance limit, the Highlight Report is the routine vehicle that keeps the Board informed without triggering escalation. Only if the tolerance is forecast to be breached does the Project Manager escalate via an Exception Report.

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Exception Report

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Checkpoint Report

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End Stage Report

Question 6

A project manager is drafting the initial Business Case for a sustainable energy transition project. According to PRINCE2 7th Edition, which role is primarily accountable for ensuring that the Business Case remains viable throughout the project lifecycle?

Accepted Answer

Executive. In PRINCE2 7th Edition, the Executive is the single individual accountable for the Business Case, owning the 'value for money' and 'viability' of the project throughout its lifecycle. The Executive is a member of the Project Board and represents the business interest, ensuring the project remains aligned with business objectives and that benefits justify continued investment. This accountability is continuous, not just at initiation, so the Executive must monitor the Business Case at each stage boundary and during exception situations.

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Corporate, Programme Management or Portfolio Direction

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Project Assurance

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Project Manager

Question 7

In the PRINCE2 Risk practice, what is the name of the log used to capture and maintain information on all identified threats and opportunities?

Accepted Answer

Risk Register. In PRINCE2, the Risk Register is the log used to capture and maintain information on all identified threats and opportunities. It records risk descriptions, likelihood, impact, proximity, and responses. The Issue Register, Daily Log, and Quality Register serve different purposes.

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Issue Register

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Daily Log

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Quality Register

Question 8

A project is currently in the Directing a Project (DP) process. An issue has arisen that exceeds the Project Manager's delegated stage tolerance, and the Project Manager has submitted an Exception Report. The Project Board wants to review the options and authorize an alternative way forward without prematurely closing the project. Which DP activity should the Project Board perform?

Accepted Answer

Authorizing a stage or Exception Plan.. When an Exception Report is submitted because stage tolerances are exceeded, the Project Board must decide how to proceed. The 'Authorizing a stage or Exception Plan' activity in Directing a Project allows the Board to review the Exception Plan, which presents options for recovering from the exception, and authorize an alternative way forward without closing the project. This is the correct DP activity for this scenario.

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Initiating a project.

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Authorizing project closure.

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Capturing and sharing lessons.

Question 9

A project is subject to strict ESG reporting requirements. The Project Board needs assurance that the project's sustainability benefits are being accurately measured and reported. Who should provide independent assurance of these benefits?

Accepted Answer

Project Assurance. In PRINCE2, Project Assurance is the role responsible for independently monitoring all aspects of project performance and providing the Project Board with confidence that the project remains viable and on track. Because the Board needs independent assurance that ESG/sustainability benefits are being measured and reported accurately, Project Assurance is the correct provider — it is explicitly independent of the Project Manager and Team Manager. This independence is what makes the assurance credible to the Board.

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The Team Manager

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The Project Manager

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The Senior Supplier

Question 10

An organization is executing a multi-year transformation project under PRINCE2 7. The corporate strategy shifts, placing a massive new emphasis on net-zero carbon targets. The Executive reviews the project's Business Case and realizes the project's outputs no longer align with the new strategic mandate, although the project is on time and under budget. What is the mandatory PRINCE2 action?

Accepted Answer

Halt the project through premature closure because business justification no longer exists.. In PRINCE2, the Business Case is the driving force behind any project, and it must be reviewed at every stage boundary and on an exception basis. If the project no longer aligns with corporate strategy and the business justification is invalidated, the correct action is to close the project prematurely. This is a mandatory principle: 'Continued business justification' requires that the project remains viable and aligned with strategic objectives. Even if the project is on time and under budget, without a valid Business Case, it must be stopped.

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Ignore the corporate strategy shift until the project officially closes.

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Transfer the project to the Senior Supplier to operate as commercial work.

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Continue the project because it is on time and under budget.