Sample questions
PRINCE2 Foundation practice questions
A project is in its closing stage. The business case shows that all planned benefits have been realized. What should the project manager do?
Trap 1: Start a new project to realize more benefits
Not relevant.
Trap 2: Delete the project files
Files must be archived, not deleted.
Trap 3: Close the project immediately
Closing requires verification and documentation.
- A
Start a new project to realize more benefits
Why wrong: Not relevant.
- B
Update the Business Case with actual benefits and produce the End Project Report
Correct: finalize documentation.
- C
Delete the project files
Why wrong: Files must be archived, not deleted.
- D
Close the project immediately
Why wrong: Closing requires verification and documentation.
Which THREE of the following are PRINCE2 principles?
Trap 1: Plans
This is a theme, not a principle.
Trap 2: Business Case
This is a management product, not a principle.
- A
Tailor to suit the project environment
This is a PRINCE2 principle.
- B
Plans
Why wrong: This is a theme, not a principle.
- C
Focus on products
This is a PRINCE2 principle.
- D
Business Case
Why wrong: This is a management product, not a principle.
- E
Learn from experience
This is a PRINCE2 principle.
A project manager is assigned to a project where the executive is often unavailable. Which role can act as a substitute for the executive when making business case decisions?
Trap 1: Senior User
The senior user cannot substitute for the executive.
Trap 2: Senior Supplier
The senior supplier cannot substitute for the executive.
Trap 3: Project Assurance
Project assurance is an independent role, not a substitute.
- A
No role can substitute; the project should be escalated to the project board
Correct: decisions requiring executive input must be escalated.
- B
Senior User
Why wrong: The senior user cannot substitute for the executive.
- C
Senior Supplier
Why wrong: The senior supplier cannot substitute for the executive.
- D
Project Assurance
Why wrong: Project assurance is an independent role, not a substitute.
A project is initiating and the Business Case shows a cost-benefit ratio of 1:1.2. The project board is concerned. What should the project manager do?
Trap 1: Reduce scope to lower costs
Scope changes require Board approval and may not be necessary.
Trap 2: Seek alternative options to improve benefits
May be valid, but the immediate action is to provide justification.
Trap 3: Recommend project cancellation
Too drastic; further analysis is needed.
- A
Reduce scope to lower costs
Why wrong: Scope changes require Board approval and may not be necessary.
- B
Seek alternative options to improve benefits
Why wrong: May be valid, but the immediate action is to provide justification.
- C
Provide justification and request approval
The PM should explain why the ratio is acceptable and let the Board decide.
- D
Recommend project cancellation
Why wrong: Too drastic; further analysis is needed.
Which management product is used to capture lessons during the Initiation Stage?
Trap 1: Risk Register
Risk Register is for risks, not lessons.
Trap 2: Project Initiation Documentation
PID does not capture lessons; it's a different product.
Trap 3: Quality Register
Quality Register tracks quality activities, not lessons.
- A
Risk Register
Why wrong: Risk Register is for risks, not lessons.
- B
Lessons Log
The Lessons Log records lessons as they are identified.
- C
Project Initiation Documentation
Why wrong: PID does not capture lessons; it's a different product.
- D
Quality Register
Why wrong: Quality Register tracks quality activities, not lessons.
Which TWO are true about Stage Plans in PRINCE2?
Trap 1: They cover the entire project timeline
Stage Plans cover only one stage.
Trap 2: They replace the Project Plan
The Project Plan remains; Stage Plans are complementary.
Trap 3: They are less detailed than the Project Plan
Stage Plans are more detailed than the Project Plan.
- A
They are approved by the Project Board
The Board approves each Stage Plan.
- B
They cover the entire project timeline
Why wrong: Stage Plans cover only one stage.
- C
They are produced at the start of each stage
Stage Plans are prepared before each stage begins.
- D
They replace the Project Plan
Why wrong: The Project Plan remains; Stage Plans are complementary.
- E
They are less detailed than the Project Plan
Why wrong: Stage Plans are more detailed than the Project Plan.
Drag and drop the steps to handle an issue in PRINCE2 into the correct order.
Drag steps to the numbered slots on the right, or tap a step then tap a slot.
Drag and drop the steps to manage a stage boundary in PRINCE2 into the correct order.
Drag steps to the numbered slots on the right, or tap a step then tap a slot.
Drag and drop the steps of the PRINCE2 Controlling a Stage process into the correct order.
Drag steps to the numbered slots on the right, or tap a step then tap a slot.
Drag and drop the steps to create a PRINCE2 project plan into the correct order.
Drag steps to the numbered slots on the right, or tap a step then tap a slot.
Drag and drop the steps to manage a configuration item in PRINCE2 into the correct order.
Drag steps to the numbered slots on the right, or tap a step then tap a slot.
Drag and drop the steps to apply the PRINCE2 quality review technique into the correct order.
Drag steps to the numbered slots on the right, or tap a step then tap a slot.
Match each PRINCE2 principle to its description.
Drag a concept onto its matching description — or click a concept then click the description.
A project must have a justifiable reason to start and remain viable.
Lessons are sought and applied throughout the project.
Clear roles for project team members are defined and agreed.
The project is planned, monitored, and controlled on a stage-by-stage basis.
The project focuses on the delivery of products, not activities.
Match each PRINCE2 technique to its description.
Drag a concept onto its matching description — or click a concept then click the description.
A technique to identify, define, and structure the products.
A technique to assess the quality of products.
A technique to evaluate the probability and impact of risks.
A technique to manage changes to baselined products.
Match each PRINCE2 theme to its purpose.
Drag a concept onto its matching description — or click a concept then click the description.
To establish mechanisms to judge whether the project is viable.
To define and implement the means by which the project will verify that products are fit for purpose.
To facilitate communication and control by defining the means of delivering the products.
To identify, assess, and control uncertainty and improve the ability to achieve objectives.
To establish mechanisms to monitor and compare actual achievements against planned.
Match each PRINCE2 process to its purpose.
Drag a concept onto its matching description — or click a concept then click the description.
To ensure that the prerequisites for initiating a project are in place.
To enable the project board to be accountable for the project's success.
To establish solid foundations for the project.
To assign work, monitor progress, and handle issues.
To control the link between the project manager and the team managers.
Match each PRINCE2 role to its responsibility.
Drag a concept onto its matching description — or click a concept then click the description.
Manages the project on a day-to-day basis.
Specifies the user requirements and ensures the project delivers benefits.
Provides the resources and expertise to produce the project's products.
Owns the business case and chairs the project board.
Monitors all aspects of the project's performance independently.
Match each level of management in PRINCE2 to its description.
Drag a concept onto its matching description — or click a concept then click the description.
Provides direction and resources for the project.
Accountable for the project's success and makes key decisions.
Responsible for day-to-day management and control.
Responsible for delivering one or more products within a work package.
Which role is responsible for ensuring that the project is being managed correctly from the business perspective?
Trap 1: Senior User
The Senior User represents users, not assurance.
Trap 2: Project Support
Project Support is administrative.
Trap 3: Project Manager
The Project Manager manages the project but is not independent.
- A
Project Assurance
Project Assurance is independent and assures the Project Board.
- B
Senior User
Why wrong: The Senior User represents users, not assurance.
- C
Project Support
Why wrong: Project Support is administrative.
- D
Project Manager
Why wrong: The Project Manager manages the project but is not independent.
In PRINCE2, what is the role of the Senior User?
Trap 1: To chair the Project Board
The Executive chairs the Project Board.
Trap 2: To manage the project on a day-to-day basis
That is the Project Manager's role.
Trap 3: To provide resources and expertise
That is the Senior Supplier's role.
- A
To specify the desired outcomes and benefits
Correct: The Senior User defines what is needed and ensures benefits are realized.
- B
To chair the Project Board
Why wrong: The Executive chairs the Project Board.
- C
To manage the project on a day-to-day basis
Why wrong: That is the Project Manager's role.
- D
To provide resources and expertise
Why wrong: That is the Senior Supplier's role.
Why does PRINCE2 separate the Project Manager from Project Assurance?
Trap 1: To reduce the workload of the Project Manager
While it may reduce workload, the main reason is independence.
Trap 2: To allow the Project Manager to focus on technical work
The PM focuses on management, not technical work.
Trap 3: To ensure that the Project Board is kept informed
That is a benefit, but not the primary reason.
- A
To reduce the workload of the Project Manager
Why wrong: While it may reduce workload, the main reason is independence.
- B
To allow the Project Manager to focus on technical work
Why wrong: The PM focuses on management, not technical work.
- C
To ensure that the Project Board is kept informed
Why wrong: That is a benefit, but not the primary reason.
- D
To provide independent oversight and avoid conflicts of interest
Correct. Project Assurance is independent from the PM.
Which TWO roles are optional in the PRINCE2 project management team?
Trap 1: Senior User
Mandatory role on the Project Board.
Trap 2: Project Manager
Mandatory role.
Trap 3: Team Manager
Mandatory if Work Packages are delegated.
- A
Senior User
Why wrong: Mandatory role on the Project Board.
- B
Project Manager
Why wrong: Mandatory role.
- C
Team Manager
Why wrong: Mandatory if Work Packages are delegated.
- D
Project Support
Optional administrative support role.
- E
Change Authority
Optional role for change control delegation.
Refer to the exhibit. A project has just completed the Starting up a Project process and received authorization to initiate. Which process should the project manager execute next?
Exhibit
Refer to the exhibit. PRINCE2 Process Model: Starting up a Project (SU) Initiating a Project (IP) Directing a Project (DP) Controlling a Stage (CS) Managing Product Delivery (MP) Managing a Stage Boundary (SB) Closing a Project (CP)
Trap 1: Managing Product Delivery
This process is for executing work packages within a stage.
Trap 2: Controlling a Stage
This process comes after initiation and stage planning.
Trap 3: Directing a Project
This process runs throughout the project but does not come next in sequence.
- A
Managing Product Delivery
Why wrong: This process is for executing work packages within a stage.
- B
Controlling a Stage
Why wrong: This process comes after initiation and stage planning.
- C
Initiating a Project
This is the next process after authorization to initiate.
- D
Directing a Project
Why wrong: This process runs throughout the project but does not come next in sequence.
During which process is the Project Initiation Documentation (PID) created?
Trap 1: Starting Up a Project
SU produces the Project Brief, not the PID.
Trap 2: Managing a Stage Boundary
MSB updates the PID but does not create it.
Trap 3: Directing a Project
DP is the process for the Project Board's decision-making; it does not create the PID.
- A
Starting Up a Project
Why wrong: SU produces the Project Brief, not the PID.
- B
Initiating a Project
The PID is the key output of the Initiating a Project process.
- C
Managing a Stage Boundary
Why wrong: MSB updates the PID but does not create it.
- D
Directing a Project
Why wrong: DP is the process for the Project Board's decision-making; it does not create the PID.
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