1731 questions total · 24pages · All types, answers revealed
Which process is responsible for ensuring that products meet their quality criteria before acceptance?
Team Manager ensures quality criteria are met.
Why this answer
Managing Product Delivery ensures that products are delivered according to the Work Package, meeting quality criteria.
In PRINCE2, what is the difference between a risk owner and a risk actionee?
Correct distinction.
Why this answer
The risk owner is responsible for managing the risk overall (monitoring, deciding on responses). The risk actionee is responsible for carrying out a specific risk response action.
Who is responsible for maintaining the Business Case throughout the project?
The Executive owns the Business Case and is responsible for ensuring it remains viable.
Why this answer
Option A is correct. The Executive (Senior Responsible Owner) is responsible for the Business Case. The Project Manager maintains it on a day-to-day basis but the Executive owns it.
In the Closing a Project process, which document confirms that the project's products have been accepted?
The End Project Report summarizes project performance and includes acceptance records.
Why this answer
The End Project Report includes confirmation of product acceptance and handover.
Which process is responsible for creating the Project Brief?
The Project Brief is an output of SU.
Why this answer
The Starting Up a Project (SU) process produces the Project Brief to provide a basis for deciding whether to proceed with the project.
In PRINCE2, what is the purpose of the 'Managing a Stage Boundary' process?
This is the correct purpose of the Managing a Stage Boundary process.
Why this answer
The 'Managing a Stage Boundary' process in PRINCE2 is designed to provide the Project Board with sufficient information to review the current stage's performance, approve the next stage plan, and confirm continued business justification. This process ensures that the project remains viable and that the Project Board can make informed go/no-go decisions before committing resources to the next stage.
Exam trap
The trap here is that candidates often confuse the primary purpose of 'Managing a Stage Boundary' (review and approval of the next stage) with the specific activity of producing an Exception Plan, which is a conditional output, not the core purpose.
How to eliminate wrong answers
Option A is wrong because managing the delivery of work packages and monitoring progress is the purpose of the 'Controlling a Stage' process, not 'Managing a Stage Boundary'. Option B is wrong because defining the project scope and creating the Project Plan is the purpose of the 'Initiating a Project' process. Option C is wrong because producing an Exception Plan is an activity that occurs within the 'Managing a Stage Boundary' process when tolerances are forecast to be exceeded, but it is not the primary purpose of the process; the main purpose is to enable the Project Board to review and approve the next stage.
A project is forecast to exceed its cost tolerance. What should the Project Manager do?
Escalation via Exception Report is the correct action per management by exception.
Why this answer
When a stage tolerance is forecast to be exceeded, the PM must escalate via an Exception Report. The PM cannot unilaterally exceed tolerances.
Which PRINCE2 plan provides the basis for day-to-day control by the Project Manager?
The Stage Plan details the work for the current stage and is used for control.
Why this answer
The Stage Plan provides the detailed plan for the current management stage and is used for day-to-day control.
Which process ensures that the project's products are formally handed over and the project is closed in a controlled way?
CP closes the project.
Why this answer
Closing a Project (CP) is the process for controlled closure, handing over products and releasing resources.
In PRINCE2, who is responsible for defining the change budget?
The Project Board sets the change budget as part of project authorisation.
Why this answer
The Project Board approves the change budget as part of the project's risk and change management approach.
Which TWO of the following are correct statements about the Project Board?
The Project Board has overall accountability.
Why this answer
The Project Board is accountable for the project's success, not the day-to-day management (option A). It provides unified direction (option B). Option C is false because the Project Board does not deliver products; the team does.
Option D is false; assurance is separate from management. Option E is false; the Project Board makes decisions but does not prepare plans.
In the risk management procedure, which step includes evaluating risk probability and impact?
The Assess step includes estimation and evaluation of probability and impact.
Why this answer
The 'Assess' step of the risk management procedure includes evaluating risk probability and impact to prioritize risks.
Which PRINCE2 principle emphasizes that a project must remain viable throughout its lifecycle?
Ensuring the Business Case remains valid is key to viability.
Why this answer
The 'Continued business justification' principle requires that the Business Case is reviewed and updated regularly to ensure the project remains desirable, viable, and achievable.
Who is responsible for maintaining the Business Case throughout the project?
The Project Manager is responsible for maintaining the Business Case and updating it as needed.
Why this answer
The Project Manager maintains the Business Case on a day-to-day basis, but the Executive (SRO) owns it and is accountable for the business justification.
The Project Board consists of three roles. Which of the following is NOT a mandatory role on the Project Board?
The Project Manager attends Project Board meetings but is not a member.
Why this answer
The mandatory roles are Senior User, Senior Supplier, and Senior Responsible Owner. The Project Manager is not a member of the Project Board.
Which TWO of the following are outputs of the Initiating a Project process?
Correct: This is produced as part of the PID during IP.
Why this answer
The PID and the Benefits Management Approach are key outputs of IP. The Daily Log is created in SU. The End Project Report is from CP.
A project is forecast to exceed its cost tolerance. What should the Project Manager do?
This is the correct response per management by exception.
Why this answer
When a tolerance is forecast to be exceeded, the Project Manager must escalate to the Project Board via an Exception Report.
In PRINCE2, what is the main reason for separating the Project Manager role from the Project Assurance role?
Project Assurance provides an independent view to the Project Board, not influenced by the Project Manager.
Why this answer
Separation ensures independent and objective assurance that the project is running correctly, free from the biases or conflicts of day-to-day management.
In product-based planning, what does the Product Flow Diagram show?
This is the purpose of the Product Flow Diagram.
Why this answer
The Product Flow Diagram shows the order in which products are developed and the dependencies between them.
Which document is the key output of the Initiating a Project process?
Correct. The PID is created during Initiating a Project.
Why this answer
The Project Initiation Documentation (PID) is the key output of the Initiating a Project process.
A project is in the delivery stage. The team manager has accepted a work package. Which process governs the team manager's work in delivering the products?
Correct. MP covers the team manager's activities to deliver products as per the work package.
Why this answer
Managing Product Delivery (MP) is the process that covers the team manager's acceptance, execution, and delivery of work packages.
According to PRINCE2, who is responsible for authorizing the work packages to be executed by the team?
The Project Manager authorizes work packages.
Why this answer
The Project Manager authorizes work packages to Team Managers as part of the Controlling a Stage process.
Who is responsible for producing a Checkpoint Report?
Team Managers produce Checkpoint Reports.
Why this answer
Team Managers produce Checkpoint Reports to inform the Project Manager of progress against work packages.
Which TWO of the following are types of issue in PRINCE2's Change practice?
Correct. Off-specification is a type of issue.
Why this answer
PRINCE2 defines three issue types: Request for Change, Off-specification, and Problem/Concern. Options B and D are correct; A, C, and E are not issue types.
Which TWO of the following statements about the Project Board are correct?
Correct: Project Board meetings are held at stage boundaries or when exceptions occur.
Why this answer
Option B is correct because the Project Board in PRINCE2 is designed to be an exception-driven body; it convenes only when decisions are required, such as approving stage plans or exception plans, rather than on a fixed schedule. This aligns with the PRINCE2 principle of management by exception, where the board delegates day-to-day management to the Project Manager and escalates only when tolerances are forecast to be exceeded.
Exam trap
The trap here is that candidates often confuse the Project Board's meeting frequency with a typical steering committee that meets regularly, but PRINCE2 specifically mandates an exception-driven approach, not a fixed schedule.
What is the difference between a Request for Change (RFC) and an Off-specification (Off-spec)?
An RFC requests a change to a baselined product; an Off-spec indicates a product does not meet its specification.
Why this answer
An RFC is a request to change a product that has been agreed upon and baselined, whereas an Off-spec is something that should have been provided but is not, or is not meeting specifications. An RFC proposes a change; an Off-spec identifies a deviation.
Which TWO of the following are components of the Business Case?
Benefits are a key part of the Business Case.
Why this answer
The Business Case includes expected benefits, costs, risks, etc. Options A and E are correct components. Options B, C, and D are not standard components.
What is the purpose of the Managing a Stage Boundary process?
This is the correct purpose of SB.
Why this answer
The Managing a Stage Boundary process provides the Project Board with sufficient information to decide whether to approve the next stage. Option C is correct. Option A describes IP.
Option B describes CS. Option D describes CP.
Which THREE of the following are activities performed during the Controlling a Stage process?
The PM reviews progress against the Stage Plan.
Why this answer
CS includes authorizing Work Packages, reviewing progress, and escalating issues. Planning the next stage is done in Managing a Stage Boundary. Authorizing the project is done in Directing a Project.
Which role is responsible for providing assurance that the project is being managed correctly from a business perspective?
Project Assurance performs independent oversight on behalf of the Project Board.
Why this answer
Project Assurance is independent of the Project Manager and reports to the Project Board. Business assurance is one aspect of Project Assurance.
A project is in an early stage and the Project Manager discovers a new risk that could cause a delay. The risk is within the stage tolerance. What should the Project Manager do?
The PM can handle risks within tolerance without escalation.
Why this answer
Since the risk is within stage tolerance, the Project Manager should manage it within the stage (e.g., by updating the risk register and taking corrective action) without escalating to the Project Board.
Who is responsible for maintaining the Business Case throughout the project?
The Project Manager maintains the Business Case on behalf of the Executive.
Why this answer
The Project Manager is responsible for maintaining the Business Case, but the Executive (SRO) owns it and is accountable for it.
Which TWO statements about tolerances in PRINCE2 are correct?
Stage tolerances are defined by the Project Board.
Why this answer
Tolerances are defined for each stage by the Project Board, and the Project Manager may only deviate within that tolerance without escalation. They are set for time, cost, scope, quality, risk, and benefits.
During the Closing a Project process, which report is used to evaluate the project's performance against the approved Business Case?
The End Project Report reviews overall project performance against the Business Case.
Why this answer
The End Project Report is used to evaluate the project's performance against the Business Case and provide lessons for future projects.
What is the purpose of the Managing a Stage Boundary process?
Correct. The process provides an End Stage Report and next Stage Plan for decision.
Why this answer
The Managing a Stage Boundary process is designed to provide the Project Board with sufficient information—via the End Stage Report and the next Stage Plan—to review the current stage's performance, assess the continued viability of the project, and make an informed decision on whether to authorize the next stage. This process ensures that the project remains aligned with the business case and tolerances before proceeding.
Exam trap
The trap here is confusing the 'gate review' purpose of Managing a Stage Boundary with the authorization or exception-handling activities that belong to other processes, leading candidates to select options that describe work package authorization or exception management.
How to eliminate wrong answers
Option B is wrong because authorizing a Work Package is the purpose of the Controlling a Stage process, not Managing a Stage Boundary. Option C is wrong because managing exceptions when tolerances are exceeded is handled by the Managing Product Delivery process (for work package exceptions) and the Controlling a Stage process (for stage-level exceptions), not by Managing a Stage Boundary. Option D is wrong because producing the Project Initiation Documentation is the purpose of the Initiating a Project process, which occurs before any stage boundary reviews.
What is the purpose of the Closing a Project process?
CP ensures controlled closure and handover.
Why this answer
Closing a Project ensures a controlled closure, including handing over products, evaluating the project, and recommending closure.
What is the definition of a project according to PRINCE2?
This is the PRINCE2 definition of a project.
Why this answer
Option C is correct because PRINCE2 explicitly defines a project as 'a temporary organization that is created for the purpose of delivering one or more business products according to an agreed Business Case.' This definition emphasizes the temporary nature, the focus on outputs (business products), and the governance through a Business Case, which justifies the project's initiation and continuation.
Exam trap
The trap here is that candidates often confuse a project with a program or operational work, and they may select Option B because it includes 'temporary organization' and 'defined output' but forget that PRINCE2 mandates the Business Case as a core component of the project definition.
How to eliminate wrong answers
Option A is wrong because it describes a permanent structure for ongoing operations, which is the definition of a functional or operational unit, not a project. Option B is wrong because it omits the critical element of the Business Case; PRINCE2 requires that a project delivers outputs according to an agreed Business Case, not just any defined output. Option D is wrong because it describes a permanent organization producing repetitive outputs, which is characteristic of business-as-usual or operations, not a project.
What is the difference between tailoring and embedding PRINCE2?
Tailoring is project-specific; embedding is organization-wide.
Why this answer
Tailoring is adapting PRINCE2 to the project's context; embedding is making PRINCE2 part of the organization's culture. Option A is correct. Option B reverses the definitions.
Option C is incorrect because both are relevant. Option D is incorrect because both are related to adoption.
During the Managing a Stage Boundary process, the Project Manager updates the Project Plan based on the actual results of the completed stage. What is the primary reason for updating the Project Plan?
Correct. The Project Plan is updated with actual data to maintain an accurate baseline for the whole project.
Why this answer
The Project Plan is updated to reflect actual performance and to provide an updated baseline for the remaining stages. This ensures the plan remains realistic and that the Business Case remains viable.
Which TWO of the following are differences between the Highlight Report and the Checkpoint Report?
Correct: Highlight Report goes to Project Board; Checkpoint Report goes to PM.
Why this answer
Highlight Reports are from PM to Project Board at a frequency defined in the Communication Management Approach; Checkpoint Reports are from Team Manager to PM at a frequency defined in the Work Package. Both can be written or verbal.
Which document is used to capture the quality criteria for a product?
The Product Description includes quality criteria for each product.
Why this answer
The Product Description defines the product's purpose, composition, quality criteria, and quality methods.
Which TWO of the following are responsibilities of the Project Board?
The Project Board authorizes stage plans and any deviations from tolerances.
Why this answer
Options A and C are correct. The Project Board is responsible for authorizing stage plans and providing overall direction. Option B is incorrect because producing the PID is a Project Manager responsibility.
Option D is incorrect because managing risks on a day-to-day basis is the Project Manager's role. Option E is incorrect because maintaining the Business Case is primarily the Executive's role on behalf of the Board.
Which THREE of the following are true about the Directing a Project process?
The Board can give ad-hoc direction.
Why this answer
DP is the Project Board's process for making key decisions and giving direction. It runs throughout the project.
What is the minimum frequency of Project Board meetings?
The Project Board meets at key decision points and when exceptions arise.
Why this answer
The Project Board meets at predetermined points (stage boundaries) and when an exception is raised. They are exception-driven, so there is no fixed minimum frequency.
Which process is used by the Project Board to authorise the start of a new stage?
The Project Board authorises stage plans in DP.
Why this answer
Directing a Project includes authorising stage plans (including exception plans) and project closure.
What is the definition of quality in PRINCE2?
Correct. This is the PRINCE2 definition.
Why this answer
In PRINCE2, quality is defined as 'fit for purpose,' meaning the product must meet the stated user needs and expectations within the project's scope. This definition aligns with the PRINCE2 principle of continued business justification, ensuring that deliverables provide value by satisfying their intended use. Unlike conformance to specification, which focuses solely on meeting documented requirements, 'fit for purpose' emphasizes that the product must actually work in its operational environment.
Exam trap
The trap here is that candidates often confuse 'conformance to specification' (a common ISO 9000 definition) with PRINCE2's 'fit for purpose,' leading them to select Option A, but PRINCE2 prioritizes user needs over strict specification adherence.
How to eliminate wrong answers
Option A is wrong because 'conformance to specification' is a narrower, manufacturing-focused definition that does not account for whether the product meets user needs or is usable in context, which PRINCE2 requires. Option B is wrong because 'customer satisfaction' is an outcome of quality but not its formal definition in PRINCE2; the framework defines quality in terms of the product's fitness for its stated purpose, not subjective satisfaction. Option C is wrong because 'zero defects' is a quality control target from total quality management (TQM) and is not the PRINCE2 definition; PRINCE2 acknowledges that acceptable quality may include tolerances for defects based on cost and time constraints.
A project is in the Initiating a Project process. The Project Manager is creating the Project Initiation Documentation. Which plan should be produced during this process?
The Project Plan is produced during the Initiating a Project process and is part of the PID.
Why this answer
Option B is correct. The Project Plan is created during the Initiating a Project process. Stage Plans are created during Managing a Stage Boundary.
Team Plans are created by team managers as required. Exception Plans are created in response to an exception.
Which PRINCE2 document provides the Project Board with a summary of the stage's progress, including achievements, issues, and forecasts, at regular intervals during a stage?
Correct. The Highlight Report is the regular progress report from PM to Project Board.
Why this answer
The Highlight Report is prepared by the Project Manager and sent to the Project Board at regular intervals (e.g., weekly) to provide a summary of stage progress, including achievements, issues, and forecasts.
Which TWO of the following are true about the relationship between Controlling a Stage (CS) and Managing Product Delivery (MP)?
In CS, the PM authorizes Work Packages; in MP, the Team Manager executes them.
Why this answer
CS is the PM's process for managing the stage; MP is the Team Manager's process for delivering Work Packages. The PM authorizes Work Packages in CS, and the Team Manager delivers them in MP.
Which document is the key output of the Initiating a Project process?
The PID is the main output of the Initiating a Project process, providing a foundation for project management.
Why this answer
The Initiating a Project process in PRINCE2 is where the project's foundations are established, and its key output is the Project Initiation Documentation (PID). The PID consolidates all essential information—including the Business Case, project plan, risk register, and controls—into a single, approved document that defines what the project will deliver and how it will be managed. This makes option C correct because the PID is the definitive output that triggers the next process, Managing a Stage Boundary.
Exam trap
PeopleCert often tests the distinction between the Project Brief (output of Starting Up a Project) and the Project Initiation Documentation (output of Initiating a Project), so the trap here is confusing the initial outline with the fully developed, approved baseline document.
How to eliminate wrong answers
Option A is wrong because the Project Brief is created during the Starting Up a Project process, not Initiating a Project; it provides initial context but is refined into the PID. Option B is wrong because the Stage Plan is an output of the Managing a Stage Boundary process, created for each management stage, not the overall project initiation. Option D is wrong because the Business Case is a component within the PID, not the key output itself; it is developed and updated throughout the project but the PID is the comprehensive document that includes it.
During the Managing Product Delivery process, the Team Manager identifies a problem that could affect the quality of a product. What should the Team Manager do?
The Team Manager reports progress and issues to the Project Manager through Checkpoint Reports.
Why this answer
The Team Manager should inform the Project Manager via the Checkpoint Report or, if urgent, via an issue. The team manager does not directly escalate to the Board.
What is the difference between the Starting Up a Project (SU) and Initiating a Project (IP) processes?
Correct. SU outputs the Project Brief; IP outputs the PID.
Why this answer
Starting Up a Project (SU) is the pre-project process that produces the Project Brief, which provides the outline business case and project approach needed to decide whether to proceed. Initiating a Project (IP) is the next process that produces the detailed Project Initiation Documentation (PID), including the full business case, project plan, and risk register, to establish a solid foundation for the project. The key difference is that SU creates the high-level justification and approach, while IP creates the comprehensive management documentation required for execution.
Exam trap
The trap here is that candidates confuse the outputs of SU and IP, often thinking the Project Brief is produced in IP or that the PID is produced in SU, but PRINCE2 explicitly assigns the Project Brief to SU and the PID to IP.
How to eliminate wrong answers
Option B is wrong because both SU and IP are mandatory processes in PRINCE2; IP is not optional. Option C is wrong because the Project Manager performs both SU and IP, while the Project Board provides direction and approval but does not perform the processes. Option D is wrong because SU appoints the Project Manager and Executive, while IP does not appoint the Project Board; the Project Board is already in place by the end of SU.
In the Managing Product Delivery process, what is the Team Manager responsible for?
The Team Manager in Managing Product Delivery accepts, executes, and delivers Work Packages.
Why this answer
In PRINCE2, the Managing Product Delivery process focuses on the work required to create project products. The Team Manager's primary responsibility is to accept Work Packages from the Project Manager and then deliver them by coordinating the team's work, ensuring the products meet the required quality criteria. This directly aligns with option A, as accepting and delivering Work Packages is the core function of the Team Manager within this process.
Exam trap
PeopleCert often tests the distinction between the Team Manager's operational role and the Project Manager's or Project Board's strategic responsibilities, causing candidates to confuse Checkpoint Reports with Highlight Reports or to attribute Business Case updates to the wrong role.
How to eliminate wrong answers
Option B is wrong because producing Highlight Reports is the responsibility of the Project Manager, not the Team Manager; the Team Manager provides Checkpoint Reports to the Project Manager. Option C is wrong because authorizing the initiation of the project is a key decision made by the Project Board, not the Team Manager. Option D is wrong because updating the Business Case is the responsibility of the Senior User or the Project Manager, as the Business Case is a strategic document that the Team Manager does not have authority to modify.
Which THREE of the following are components of the PRINCE2 quality management approach?
Methods are defined in the approach.
Why this answer
The Quality Management Approach includes standards, quality control methods, and quality assurance. The Quality Register is a separate document, not part of the approach. The Project Plan is also separate.
You are the project manager for a construction project with a project board consisting of an executive (who is also the senior user), a senior supplier, and a separate senior user. The executive is heavily involved in day-to-day operations and often gives direct instructions to team members, bypassing you. This has caused confusion and delays. The business case is still viable, but the project is behind schedule. What should you do?
Correct: address the issue professionally.
Why this answer
Option D is correct because the project manager must manage the project according to the PRINCE2 management structure, which defines clear roles and responsibilities. The executive is overstepping their role by giving direct instructions to team members, bypassing the project manager, which violates the 'management by exception' principle. Speaking privately to the executive is the appropriate first step to resolve the issue informally and reinforce the need to follow the established project management structure, as per the 'Organizing' theme.
Exam trap
PeopleCert often tests the misconception that the project manager should immediately escalate or formalize executive interference, rather than first addressing the issue informally through direct communication to reinforce the management structure.
How to eliminate wrong answers
Option A is wrong because escalating to the senior supplier immediately is premature; the issue is with the executive's behavior, not a supplier-related problem, and the senior supplier has no authority over the executive. Option B is wrong because ignoring the executive's instructions without addressing the underlying issue could escalate the conflict and further damage the project's progress; the project manager must manage the relationship, not simply disregard instructions. Option C is wrong because issuing a change request to update the project plan to include the executive's instructions would formalize the bypassing behavior, undermining the project manager's authority and the PRINCE2 management structure, and does not address the root cause of the confusion.
The Project Board has delegated authority for change control decisions to a separate body. What is this body called?
The Change Authority is an optional role to which the Project Board delegates change control decisions.
Why this answer
PRINCE2 allows the Project Board to delegate change control decisions to a Change Authority, which can approve changes within defined limits.
What is the purpose of the Managing a Stage Boundary process?
This is the correct purpose of the Managing a Stage Boundary process.
Why this answer
Option A is correct. The Managing a Stage Boundary process provides the Project Board with sufficient information to review the current stage, approve the next Stage Plan, and authorize continued work. Option B is incorrect because that describes Controlling a Stage.
Option C is incorrect because that describes Directing a Project. Option D is incorrect because that describes Initiating a Project.
In PRINCE2, what is the primary purpose of the Product Breakdown Structure (PBS)?
The PBS is a hierarchical chart of all products.
Why this answer
Option B is correct. The PBS is used to identify all the products that need to be created, providing a hierarchical decomposition of the project's outputs. Option A is wrong because the Product Flow Diagram shows the sequence.
Option C is wrong because the PBS does not show dependencies; that is the Product Flow Diagram. Option D is wrong because quality criteria are documented in Product Descriptions.
Which TWO of the following are typical roles in the Project Board?
Correct. The Senior Supplier is a Project Board role.
Why this answer
The Project Board consists of the Executive, Senior User, and Senior Supplier. Senior Supplier is part of the Board; Project Manager is not on the Board.
Which role is responsible for the day-to-day management of the project within the tolerances set by the Project Board?
This is a core responsibility of the Project Manager.
Why this answer
The Project Manager manages the project on a day-to-day basis within the tolerances delegated by the Project Board.
Who is responsible for maintaining the Business Case throughout the project?
The Project Manager maintains the Business Case on behalf of the Executive.
Why this answer
The Project Manager is responsible for maintaining the Business Case, while the Executive (SRO) owns it and is accountable for its justification.
Which TWO of the following are outputs of the Starting Up a Project process?
Correct. The Project Brief is a key output of SU.
Why this answer
SU produces the Project Brief, initiation Stage Plan, and Daily Log. The PID is produced in IP, and the Benefits Management Approach is also part of IP.
What is the purpose of the Quality Review Technique?
The review ensures the product meets its defined quality criteria.
Why this answer
The Quality Review Technique is a team-based review to assess whether a product meets its quality criteria.
What is the purpose of the Closing a Project process?
Why this answer
The Closing a Project process provides a controlled closure, including handing over products, evaluating the project, and recommending project closure.
Which process is responsible for authorizing the initiation of a project?
DP is the Project Board process that authorizes initiation, project, stages, and closure.
Why this answer
Directing a Project (DP) is the process by which the Project Board authorizes initiation, authorizes the project, authorizes stage plans, and authorizes closure.
Who is responsible for maintaining the Business Case throughout the project?
The Project Manager maintains the Business Case under the direction of the Executive.
Why this answer
The Executive owns the Business Case and is accountable for it, but the Project Manager maintains it on a day-to-day basis. Option D is correct.
In PRINCE2, what is the role of the Senior Supplier on the Project Board?
The Senior Supplier ensures the project has the required supplier resources and that the supplier's view is represented.
Why this answer
The Senior Supplier represents those who provide the necessary goods, services, and expertise to the project.
Which THREE of the following are responsibilities of the Project Board in the Directing a Project process?
The Board provides direction.
Why this answer
The Project Board authorizes initiation, gives ad-hoc direction, and authorizes closure. Managing day-to-day is the PM's role; producing Highlight Reports is the PM's role.
The Project Manager notes that a Work Package is at risk of being delivered late. What should the Project Manager do?
The PM manages within stage tolerances and works with the Team Manager.
Why this answer
The Project Manager should first discuss with the Team Manager and consider options before escalating to the Project Board if necessary.
What is the purpose of the Managing a Stage Boundary process?
The process produces a Stage Plan and updates the Business Case.
Why this answer
To provide the Project Board with information to review and approve the next stage.
What is the purpose of the Managing Product Delivery process?
MP is the Team Manager's process for delivering products.
Why this answer
MP is the process where Team Managers accept, execute, and deliver Work Packages, ensuring products meet quality criteria and that work is controlled.
Which THREE of the following are outputs of the Initiating a Project process?
The Business Case is updated and approved in IP.
Why this answer
The Initiating a Project process produces the Project Initiation Documentation (PID), which includes the Project Plan, Business Case (updated), and various management approaches. The Highlight Report is produced during Controlling a Stage, and the Lessons Report is produced in Closing a Project.
Which THREE of the following are responsibilities of the Project Board?
The Board oversees the Business Case.
Why this answer
The Project Board is accountable for the Business Case, approves plans, and authorizes stage transitions.
Who is responsible for maintaining the Business Case throughout the project?
The Project Manager maintains the Business Case on behalf of the Executive.
Why this answer
The Project Manager maintains the Business Case, but the Executive (SRO) is the owner and accountable for it. The question asks who maintains it, so option C is correct. The Senior User defines benefits, and the Senior Supplier provides resources.
Which process is responsible for authorizing the start of each stage?
DP authorizes stage start.
Why this answer
The Directing a Project process is responsible for authorizing the start of each stage because it provides the high-level governance and decision-making authority from the Project Board. This process ensures that the Project Manager receives explicit permission to proceed with the next stage, based on the Stage Plan and updated Business Case. Without this authorization, the project cannot move forward to the next stage.
Exam trap
The trap here is that candidates confuse the process that prepares the request (Managing a Stage Boundary) with the process that grants the authorization (Directing a Project), leading them to select Option A instead of C.
How to eliminate wrong answers
Option A is wrong because Managing a Stage Boundary is the process that prepares the End Stage Report and the next Stage Plan for the Project Board, but it does not itself authorize the start of the next stage—it only requests authorization. Option B is wrong because Controlling a Stage is the process that manages the day-to-day work within a stage and handles issues and changes, but it does not have the authority to authorize the start of a new stage. Option D is wrong because Starting Up a Project is the pre-project process that creates the Project Brief and appoints the Project Board, but it occurs before any stages are authorized and does not authorize stage starts.
Practice PRINCE2F by domain
Target a specific domain to shore up weak areas.