PRINCE2-PRACTITIONER Processes Practice Test 6 — 15 Questions

Question 1

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?

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

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 2

During the Closing a Project process, the Project Manager must prepare a Follow-on Action Recommendations log. Who is the primary audience responsible for acting upon these recommendations after the project is closed?

Accepted Answer

Corporate, Program Management, or operational management. The Follow-on Action Recommendations log captures outstanding actions, risks, and issues that cannot be resolved before the project closes and must be handed over to those who will own the products or benefits after closure. PRINCE2 specifies that these recommendations are directed to corporate, programme management, or operational management — the bodies that will continue to manage, operate, or realise benefits from the delivered products. The Project Board and Project Manager are closing out their responsibilities, so they are not the ongoing audience.

Answer

Team Managers

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The Project Manager

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The Project Board

Question 3

A project is nearing the end of its current stage. The Project Manager initiates the Managing a Stage Boundary process. What is the primary reason for performing this process rather than continuing straight into the next delivery stage?

Accepted Answer

To allow the Project Board to review stage performance, assess continued business justification, and authorize the next stage plan. The Managing a Stage Boundary process exists to give the Project Board a formal decision point between stages: it reviews the ending stage's performance, re-validates the Business Case, and authorizes (or rejects) the next Stage Plan. This enforces the PRINCE2 principle of continued business justification and 'manage by exception.' Without this process, the project would drift without governance oversight.

Answer

To allow the Project Manager to take an extended leave while the Board reviews the project

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To hand over day-to-day management to the Team Managers

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To rewrite the entire Project Initiation Documentation from scratch

Question 4

During the Initiating a Project process, the Project Manager needs to define how issues and risks will be managed, tracked, and controlled. Which document or strategy should contain these procedures?

Accepted Answer

Risk Management Approach and Issue Management Approach. The Risk Management Approach and Issue Management Approach are two of the strategies within the Project Initiation Documentation (PID) that define the procedures, techniques, and responsibilities for managing risks and issues throughout the project. They specify how risks and issues will be identified, assessed, controlled, and tracked, including the use of the Risk Register and Issue Register. These approaches are created during the Initiating a Project process to ensure a consistent and controlled method for handling uncertainties and problems.

Answer

Daily Log

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Project Brief

Answer

Stage Plan for the next delivery stage

Question 5

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

Answer

Risk Register

Answer

Highlight Report

Question 6

A Project Manager is executing the Starting up a Project process. They need to appoint the management team for the initiation stage. Who formally appoints the Project Manager for this process?

Accepted Answer

Corporate or Program Management. In PRINCE2, corporate or programme management appoints the Project Manager during the Starting up a Project process. The Executive is appointed first (also by corporate/programme management), and the Executive then appoints the other project management team roles such as the Senior User(s) and Senior Supplier(s). The Project Manager is therefore appointed by corporate or programme management, not by the Executive, Project Assurance, or a Team Manager.

Answer

The Executive

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Project Assurance

Answer

Lead Team Manager

Question 7

In the Directing a Project process, how does the Project Board primarily exercise its day-to-day governance over the project's progress?

Accepted Answer

By reviewing Highlight Reports provided by the Project Manager. In Directing a Project, the Project Board governs by exception. The Project Manager sends regular Highlight Reports summarizing progress, issues, and forecasts, and the Board reviews these to decide whether to continue, change, or stop the project. This is the primary day-to-day governance mechanism within DP.

Answer

By directly managing Team Managers and assigning Work Packages

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By attending daily stand-up meetings with the delivery team

Answer

By rewriting the Project Plan whenever a minor delay occurs

Question 8

A project is undergoing the Closing a Project process. The Project Board requests confirmation that all project benefits have been fully realized before giving final approval to close. According to PRINCE2, why is this request problematic at this exact moment?

Accepted Answer

Benefits realization reviews occur post-project and cannot be completed during the Closing a Project process.. In PRINCE2, the Closing a Project process focuses on verifying that the project has delivered its products and that the original justification (Business Case) remains valid, but it does not wait for benefits to be fully realized. Benefits typically accrue after the project has closed, during the post-project period, and are reviewed as part of a benefits realization plan. Therefore, requesting confirmation of fully realized benefits at the point of closing is problematic because such confirmation cannot be completed within the Closing a Project process—it is a post-project activity.

Answer

Benefits are managed exclusively by Team Managers during Managing Product Delivery.

Answer

The Project Board has no authority to review benefits.

Answer

The Project Manager is prohibited from measuring benefits.

Question 9

During the Initiating a Project process, the Project Manager must prepare the Project Plan. What does this plan specifically cover?

Accepted Answer

The entire project's timescales, costs, and major products across all stages. The Project Plan in PRINCE2 covers the entire project, including all stages, and details the timescales, costs, and major products. It is a high-level plan that provides the baseline for monitoring and control throughout the project.

Answer

Post-project operational maintenance schedules

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Only the activities of the Starting up a Project process

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Detailed weekly tasks for the immediate delivery team only

Question 10

A project is in the Directing a Project process. Which THREE of the following decisions represent formal responsibilities of the Project Board within this process?

Accepted Answer

Authorizing project initiation. In PRINCE2, the Directing a Project process defines the Project Board's decision-making authority at key points, and option A (Authorizing project initiation) is correct because the Board must approve the Project Brief and authorize the Initiation Stage to begin. Option B (Authorizing project closure) is correct because the Board confirms that the project has delivered its products and approves the End Project Report to formally close the project. Option E (Authorizing a Stage Plan or Exception Plan) is correct because the Board gives the Project Manager authority to proceed with each management stage by approving its Stage Plan, and it approves an Exception Plan when tolerances are forecast to be exceeded. Option C is not a Board responsibility because Team Plans are drafted by the Team Manager for the work packages within a stage. Option D is not a Board responsibility because the Project Initiation Documentation is written by the Project Manager, with the Board only reviewing and approving it.

Answer

Drafting the detailed Team Plans for specialist delivery

Answer

Writing the Project Initiation Documentation

Question 11

A Project Manager is preparing to execute the Managing a Stage Boundary process. Which TWO of the following activities are core parts of this process?

Accepted Answer

Producing the End Stage Report. Option A is correct because producing the End Stage Report is a core activity of the Managing a Stage Boundary process, where the Project Manager reports on stage performance to the Project Board to support the decision to authorize the next stage. Option E is correct because preparing the next Stage Plan is also a core activity of this process, ensuring the following stage is planned in sufficient detail before seeking approval. These two activities, along with updating the Project Plan and Business Case, form the basis of the End Stage Assessment. Option B is incorrect because formal product handover to corporate operations occurs during Closing a Project, not Managing a Stage Boundary. Option C is incorrect because creating detailed Work Package descriptions is part of Controlling a Stage, where the Project Manager authorizes work packages. Option D is incorrect because appointing the initial Project Board and Executive happens in the Starting up a Project process, not during stage boundary management.

Answer

Formally handing over project products to corporate operations

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Creating the detailed Work Package descriptions

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Appointing the initial Project Board and Executive

Question 12

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

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Corporate Change Champions

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Specialist Team Managers for all delivery stages

Question 13

A Project Manager in the Controlling a Stage process receives a request for change from a stakeholder. Which TWO actions must the Project Manager take first in handling this request?

Accepted Answer

Assess the impact of the change on the Business Case, risks, and tolerances. In PRINCE2's Controlling a Stage process, the Project Manager must first capture and log the request for change in the Issue Register (option E), because every issue or change request must be formally recorded and tracked before any assessment or decision can be made. Next, the Project Manager must assess the impact of the change on the Business Case, risks, and tolerances (option A), since PRINCE2 requires an impact analysis against the project's baseline and tolerances to determine whether the change can be handled at the project-manager level or must be escalated to the Project Board. Option B is wrong because implementing a change immediately bypasses the mandatory impact assessment and change control procedure. Option C is wrong because changes should only be escalated to the Project Board after the Project Manager has logged and assessed them, not sent automatically for approval. Option D is wrong because change requests can come from any stakeholder, not only the Executive, and must still be captured and evaluated.

Answer

Immediately implement the change to satisfy the stakeholder

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Send the change directly to the Project Board for automatic approval

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Discard the change if it comes from anyone other than the Executive

Question 14

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 15

A project is experiencing severe difficulties in the current delivery stage. The Project Manager determines that stage tolerances will be exceeded. Which TWO documents or reports are directly involved in handling this exception situation?

Accepted Answer

Exception Report. In PRINCE2, when a Project Manager forecasts that stage tolerances will be exceeded, the situation must be escalated to the Project Board via an Exception Report (option D), which documents the exception, its cause, impact, and options, and requests a decision. If the Board approves corrective action that changes the stage or project plan, an Exception Plan (option E) is produced to replace the remainder of the current Stage Plan (or Project Plan) and is approved through the same process as the original plan. The Checkpoint Report (A) is a progress update from a team to the Project Manager within a stage and does not handle tolerance breaches at stage level. The Daily Log (B) is a personal record of informal issues and actions, not a formal exception document. The Project Brief (C) is a pre-project document capturing the initial scope and approach, and it plays no role in exception handling.

Answer

Checkpoint Report

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Daily Log

Answer

Project Brief