Select Two (Multi-Select) Questions

Management stages are identical to technical stages such as design, build, and test.

Why wrong: Management stages focus on governance and decision-making, whereas technical stages focus on specialist delivery.

Projects must always have exactly three management stages regardless of their size.

Why wrong: The number of stages depends on project scale, risk, and complexity, with a minimum of two (initiation and delivery).

The requirement to alter mandatory PRINCE2 principles to suit executive convenience.

Why wrong: PRINCE2 principles are universal and cannot be altered or omitted; only the practices and governance can be tailored.

The personal preferences and favorite management frameworks of individual team members.

Why wrong: Tailoring is driven by project needs, environment, and organizational standards, not personal whims.

Continuous risk elimination

Why wrong: Continuous risk elimination is not a principle; PRINCE2 manages and controls risks rather than claiming to eliminate them entirely.

Manage by consensus

Why wrong: Manage by consensus is not a PRINCE2 principle; decision-making is governed through defined roles and boards.

Project managers are solely responsible for writing and owning the Business Case.

Why wrong: The Executive owns the Business Case, while the Project Manager helps develop and maintain it.

Business justification is only required during project initiation and final closure.

Why wrong: Business justification must be continuously verified, especially at stage boundaries, not just at start and end.

Business justification metrics must be strictly financial and cannot include qualitative benefits.

Why wrong: Business cases can include both financial returns and non-financial/qualitative benefits.

Drafting the detailed Team Plans for specialist delivery

Why wrong: Team Plans are drafted by Team Managers, not the Project Board.

Writing the Project Initiation Documentation

Why wrong: The PID is authored by the Project Manager, not the Project Board.

It is executed by the Project Board to govern stage boundaries.

Why wrong: Stage boundaries are managed via SB and DP, not MP.

It is responsible for authorizing the overall Project Initiation Documentation.

Why wrong: PID authorization is done by the Project Board in Directing a Project.

It replaces the Controlling a Stage process entirely.

Why wrong: MP runs concurrently with and supports Controlling a Stage; it does not replace it.

Corporate/Programme management

Why wrong: Corporate operates outside the immediate project management team.

Senior Supplier only

Why wrong: Team Managers can be internal or external; the Senior Supplier does not run MP.

Executive

Why wrong: The Executive operates within Directing a Project, not day-to-day MP.

Checkpoint Report

Why wrong: Checkpoint Reports are routine team-level progress reports, not exception escalation tools.

Daily Log

Why wrong: The Daily Log is an informal diary and is not used for formal exception handling.

Project Brief

Why wrong: The Project Brief is a pre-project document and is not involved in stage exception handling.

Quality reviews are optional and only conducted if the budget permits.

Why wrong: Quality reviews are a mandatory technique in PRINCE2.

Team Managers are responsible for approving the overarching Quality Management Approach.

Why wrong: The Project Board approves the Quality Management Approach.

Project managers should encourage teams to exceed agreed acceptance criteria ('gold-plating').

Why wrong: Gold-plating introduces unbudgeted time and cost and is discouraged.

Project Assurance is accountable for the project Business Case.

Why wrong: The Executive is accountable for the Business Case.

Project Assurance makes day-to-day management decisions for the project manager.

Why wrong: Project Assurance monitors and advises; they do not manage day-to-day work.

Project Assurance writes all team work packages.

Why wrong: Work packages are written by the Project Manager and executed by Team Managers.

ESG metrics replace all financial metrics in every PRINCE2 project automatically.

Why wrong: Financial metrics remain; ESG metrics augment them, they do not replace them.

Sustainability risks are prohibited from being entered into the Risk Register.

Why wrong: Sustainability risks are actively recorded and managed in the Risk Register.

The Organizing practice forbids the inclusion of environmental stakeholder representatives.

Why wrong: Organizing encourages stakeholder representation, including environmental groups where relevant.

Submitting Checkpoint Reports to the Project Manager.

Why wrong: Checkpoint reports are submitted by Team Managers.

Conducting day-to-day management of specialist team members.

Why wrong: Day-to-day management is done by Team Managers and the Project Manager.

Directly writing detailed work package descriptions for suppliers.

Why wrong: Work package descriptions are written by the Project Manager.

The Executive is responsible for writing all individual Product Descriptions.

Why wrong: Product Descriptions are written by the Project Manager or product authors, not the Executive.

The Executive provides independent audit checks on behalf of corporate management.

Why wrong: Independent audit checks are provided by Project Assurance, not the Executive.

The Executive manages the day-to-day creation of specialist products.

Why wrong: Day-to-day product creation is managed by the Project Manager and Team Managers.

Relying solely on strict contractual enforcement and punitive measures for non-compliance

Why wrong: Coercion generates resistance and fails to achieve genuine, sustainable behavioral adoption.

Isolating the project team from business operations to prevent any operational feedback

Why wrong: Isolating the project team leads to solutions that do not fit operational realities.

Issue Register

Why wrong: The Issue Register belongs to the Issues practice.

Risk Register

Why wrong: The Risk Register belongs to the Risk practice.

Drafting individual Work Breakdown Structure (WBS) activity schedules for team members.

Why wrong: Activity scheduling belongs to the Plans practice, not Business Case ESG evaluation.

Recording daily informal notes in the Project Manager's Daily Log.

Why wrong: The Daily Log is an informal administrative log, unrelated to Triple Bottom Line Business Case analysis.

Project Brief

Why wrong: The Project Brief is a pre-initiation document, not produced at stage boundaries.

Checkpoint Report

Why wrong: Checkpoint Reports are team-level routine reports, not stage boundary products.

Exploit

Why wrong: Exploit is a response category for opportunities, not threats.

Enhance

Why wrong: Enhance is a response category for opportunities, not threats.

Business Case Review (Team Manager to Senior User)

Why wrong: Business Case ownership rests with the Executive, not Team Managers.

Risk Log Summary (Supplier to External Auditor)

Why wrong: Not a standard PRINCE2 reporting channel.

Project Product Description (Executive to Corporate Management)

Why wrong: The Project Product Description defines what the project will deliver, not a progress report.

Corporate, Programme Management or Portfolio Direction

Why wrong: They sit outside the project management team, appointing the Executive.

Project Manager

Why wrong: The Project Manager manages day-to-day work and reports to the Project Board, but is not a board member.

Team Manager

Why wrong: Team managers report to the Project Manager and are not on the Project Board.