PRINCE2-PRACTITIONER Processes — Timed 10 Questions

Question 1

A project is in the Starting up a Project (SU) process. The Project Manager has appointed the management team, prepared the project brief, and is now planning the initiation stage. What is the final activity the Project Manager must perform in SU before submitting the request to initiate the project to the Project Board?

10 minute time limit — choose an answer to begin.

Accepted Answer

Planning the initiation and requesting authorization to initiate the project.. The final activity in the Starting up a Project (SU) process is 'Plan the initiation stage' — producing the Initiation Stage Plan — and then assembling the Project Brief plus the plan into a request to the Project Board for authorization to initiate the project. The Project Board then decides whether to authorize the Initiation Stage. This is the last SU activity before the project moves into the Initiating a Project (IP) process.

Answer

Approving the detailed Stage Plans for the entire project life cycle.

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Authorizing the Project Management Plan.

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Conducting a formal End Project Evaluation.

Question 2

A project is operating under the Controlling a Stage (CS) process. The Project Manager needs to handle a request for change that impacts the Project Product Description. Who must approve this change before the Project Manager can incorporate it?

Accepted Answer

The Project Board. Under PRINCE2, changes that affect the Project Product Description — which defines the scope and quality expectations of the project's final product — are significant enough to require Project Board approval. The Project Board owns the project's scope and business justification, so any change to the Project Product Description must be escalated to them via an Exception Report or Change Request. The Project Manager cannot unilaterally approve such a change.

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The Project Assurance role independently

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The Project Manager

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The Team Manager

Question 3

Which PRINCE2 process includes the activity 'Capturing and sharing lessons' as a continuous operational habit throughout the project lifecycle?

Accepted Answer

Controlling a Stage. In PRINCE2, 'Capturing and sharing lessons' is an activity within the Controlling a Stage process, where the Project Manager continuously captures lessons as events occur and shares them with the project team and wider organisation. This is not a one-off activity at the end of the project but an ongoing habit embedded in stage control. The other processes do not include this continuous lesson-capture activity.

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Starting up a Project

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Closing a Project

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Managing Product Delivery

Question 4

Which TWO of the following are primary objectives of the Initiating a Project (IP) process?

Accepted Answer

Create the Project Management Plan and its subsidiary strategies. Option A is correct because the Initiating a Project (IP) process in PRINCE2 is where the Project Initiation Documentation (PID) is assembled, including the Project Management Plan and its subsidiary strategies (such as risk, quality, change, and communication management strategies). Option E is correct because IP establishes the project's business justification through the development of the Business Case, which is a core element of the PID and confirms the project remains viable and desirable before the project is authorized to proceed. Option B is incorrect because disbanding the Project Board is a closure activity, not an initiation objective. Option C is incorrect because handing over products to the operational environment occurs during the Closing a Project process, not IP. Option D is incorrect because the Executive is appointed as part of the Starting up a Project (SU) process, before the project mandate is received, not during IP.

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Disband the Project Board permanently

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Hand over all project products to the operational environment

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Appoint the initial Executive prior to project mandate receipt

Question 5

Which THREE of the following activities are performed during the Managing a Stage Boundary (SB) process?

Accepted Answer

Updating the Business Case. During the Managing a Stage Boundary process, the Project Manager updates the Business Case (option A) to confirm the project remains viable and aligned with corporate strategy before requesting approval to proceed, and plans the next stage (option B) by preparing the Next Stage Plan with its products, activities, resources, and tolerances. The process also produces the End Stage Report (option C), which summarizes stage performance against the Stage Plan and supports the Project Board's decision to authorize the next stage. Options D and E do not belong: executing specialist Work Packages is performed in the Controlling a Stage process, and appointing the initial Project Manager occurs in the Starting up a Project process.

Answer

Executing specialist Work Packages

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Appointing the initial Project Manager

Question 6

Which THREE of the following inputs are required when executing the Initiating a Project (IP) process?

Accepted Answer

The Project Mandate. In PRINCE2, the Initiating a Project (IP) process is triggered by the Project Mandate (A), which is the trigger that authorizes the start of the project and provides the initial statement of the reason for the project. Direction from the Project Board via the Directing a Project (DP) process (B) is required because the Project Board must authorize the project manager to proceed with initiation, typically through the 'Authorize Initiation' activity. The Project Brief (D) is also a required input, as it is the baseline document produced during Starting up a Project (SU) that IP uses to develop the Project Initiation Documentation (PID). Completed Work Package delivery sign-offs (C) belong to the Controlling a Stage and Managing Product Delivery processes, not to IP, since no work packages are delivered during initiation. The End Project Report from the previous project (E) is an output of Closing a Project and is not a required input to IP, though lessons from previous projects may be referenced via the Lessons Log.

Answer

Completed Work Package delivery sign-offs

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The End Project Report from the previous project

Question 7

Which TWO of the following statements describe the relationship between Starting up a Project (SU) and Initiating a Project (IP)?

Accepted Answer

IP takes the Project Brief from SU and builds the comprehensive Project Management Plan.. Option B is correct because in PRINCE2, Initiating a Project (IP) takes the Project Brief produced by Starting up a Project (SU) as its trigger and develops it into the full Project Initiation Documentation, including the Project Management Plan, business case, and project controls. Option C is correct because SU is the pre-project process whose purpose is to ensure the prerequisites for initiating a project are in place and to decide whether the project is worthwhile and viable before committing to the IP process. Option A is wrong because both SU and IP are the responsibility of the Project Board and Project Manager, not Team Managers or Corporate. Option D is wrong because the sequence is the reverse: SU precedes and triggers IP, not the other way around. Option E is wrong because the baselined Project Management Plan is produced by IP, not by SU, which only creates the Project Brief and the outline business case.

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IP is managed by Team Managers while SU is managed by Corporate.

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IP must be completed before SU can even begin.

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SU produces the final baselined Project Management Plan.

Question 8

Which TWO of the following roles are actively involved in the Managing Product Delivery (MP) process?

Accepted Answer

Team Manager. In PRINCE2, the Managing Product Delivery (MP) process is executed primarily by the Team Manager, who accepts work packages from the Project Manager, plans and executes the work, and reports progress and completion via Checkpoint Reports and Work Package status. Option C (Team Manager) is correct because the Team Manager is the role accountable for delivering the products within the work package constraints. Option D (Project Manager) is also correct because the Project Manager authorizes and agrees work packages with the Team Manager, monitors progress, and receives completed products, thereby actively participating in the MP process. Option A (Corporate/Programme management) is not involved at the process level; it provides the wider organizational context and mandates. Option B (Senior Supplier only) is incorrect because the Senior Supplier is a Project Board role providing supplier representation and does not perform MP activities. Option E (Executive) is incorrect because the Executive owns the business case and chairs the Project Board but does not actively execute the MP process.

Answer

Corporate/Programme management

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Senior Supplier only

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Executive

Question 9

Which TWO of the following documents are typically produced or updated during the Managing a Stage Boundary (SB) process?

Accepted Answer

Next Stage Plan. Option C (Next Stage Plan) is correct because the Managing a Stage Boundary process is where the Project Manager prepares the plan for the next stage so the Project Board can authorize it at the following stage boundary. Option D (End Stage Report) is correct because SB produces this report to summarize the current stage's performance and provide the Project Board with the information needed to decide whether to approve the next stage. The Project Mandate (A) and Initial Project Brief (E) are created during pre-project/SB activities, and the End Project Report (B) is produced in the Closing a Project process, not at a stage boundary.

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Project Mandate

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End Project Report

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Initial Project Brief

Question 10

Which THREE of the following actions are valid responses by the Project Board when an Exception Report is escalated during Controlling a Stage?

Accepted Answer

Instruct project closure if the project is no longer viable. Option A is correct because when an Exception Report shows the project is no longer viable, the Project Board can instruct that the project be closed prematurely, which is a legitimate board-level decision under PRINCE2. Option B is correct because the Project Board can request an Exception Plan from the Project Manager, which is then submitted for approval to replace the stage plan that is forecast to breach its tolerances. Option E is correct because the Project Board can authorize an alternative stage plan or Exception Plan, thereby approving a revised approach to bring the stage back within tolerance. Option C is not valid because stage tolerances are set by the Project Board, not altered by the Project Manager, and any change to tolerances must be handled through the appropriate change control or Exception Plan process rather than a direct instruction without a plan. Option D is not valid because day-to-day management of work packages remains the responsibility of the Project Manager and Team Managers, not the Project Board, which operates at the directing level.

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Direct the Project Manager to alter stage tolerances without a plan

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Take over day-to-day management of the work packages directly from the Team Managers