PRINCE2F PRINCE2 Processes Practice Question
A project manager is closing a project using the Closing a Project process. The project has delivered all products, but the business case has not been fully realized because the expected benefits will take longer to materialize. What should the project manager do with the Benefits Management Approach?
⚠ Common exam trap
PeopleCert often tests the misconception that the Benefits Management Approach is only relevant during project execution and can be discarded at closure, but PRINCE2 requires it to be updated and handed over for ongoing benefit management.
Answer choices
Why each option matters
Answer the question above first, then reveal the full breakdown to understand why each option is right or wrong.
Correct answer & explanation
✓
Update the Benefits Management Approach with actual results and recommend a follow-on action plan
In PRINCE2, the Benefits Management Approach is a living document that must be updated with actual results during the Closing a Project process, even if benefits are not yet fully realized. Since the business case has not been fully realized, the project manager should record the actual benefits achieved and recommend a follow-on action plan for the remaining benefits to be managed post-project. This ensures that the expected benefits are not lost and that the organization can continue to pursue them.
Answer analysis
Option-by-option breakdown
For each option: why learners choose it and why it is or isn't the right answer here.
- ✗
Discard the Benefits Management Approach as it is no longer needed
Why it's wrong here
The Benefits Management Approach must be retained and handed over, because benefit reviews continue after the project closes; discarding it removes the basis for measuring unrealised benefits. It is tempting when all products are delivered, but closure does not end the benefit realisation period.
- ✓
Update the Benefits Management Approach with actual results and recommend a follow-on action plan
Why this is correct
Updating the Benefits Management Approach with actual results satisfies the Closing a Project requirement to assess benefits already realised and hand over outstanding ones. Recommending a follow-on action plan transfers accountability for benefits that will materialise post-closure, ensuring the business case remains reviewable by those who inherit the products.
- ✗
Pass the Benefits Management Approach to the project board for ongoing management
Why it's wrong here
The Benefits Management Approach is not handed to the project board; it is passed to the senior user or business owner who will manage and review benefits after the project closes. It is tempting because the board governs the project, but post-project benefit reviews sit outside its remit.
- ✗
Confirm that all benefits have been realized and close the project
Why it's wrong here
Benefits have not been realised, so confirming realisation is factually wrong; the Closing a Project process requires an evaluation of actual versus planned benefits, not an assumption of success. It is tempting because the products are delivered, but delivery of outputs differs from realisation of outcomes.
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