CCNA People: organizations, teams, and leadership Questions — Page 4 of 4

226

MCQmedium

A Project Manager is working on a project where the Project Board has decided to delegate the authority to approve changes within a predefined tolerance to a separate individual. Which PRINCE2 role is responsible for approving changes within the limits set by the Project Board?

A.Project Assurance

B.Project Manager

C.Change Authority

D.Senior User

AnswerC

The Change Authority is a role that can be appointed by the Project Board to make decisions on changes within defined tolerances. They are responsible for approving or rejecting changes that fall within their delegated authority, thus reducing the burden on the Project Board. In this scenario, the Change Authority is the correct role to approve changes within the set limits.

Why this answer

The Change Authority is a PRINCE2 role that can be assigned by the Project Board to approve changes within specified tolerances. This delegation allows the Project Board to focus on strategic issues while ensuring that changes are managed efficiently. Therefore, the Change Authority is responsible for approving changes within the limits set by the Project Board.

Exam trap

The trap here is assuming that the Project Manager always approves changes, but in PRINCE2, the Project Board can delegate change authority to a separate individual or group, especially for changes within tolerance.

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227

Multi-Selecthard

Which THREE of the following are true about the role of the Change Authority?

Select 3 answers

A.It has the authority to approve change requests within limits set by the Project Board

B.It is responsible for raising all Requests for Change

C.It is responsible for maintaining the Configuration Item Records

D.It is an optional role in PRINCE2

E.It can be a person or a group

AnswersA, D, E

The Board delegates authority to the Change Authority for certain decisions.

Why this answer

The Change Authority is an optional role delegated by the Project Board to make decisions on change requests within defined limits. They can approve RFCs up to a certain cost or impact. They are not responsible for configuration management or raising RFCs.

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228

MCQeasy

A PRINCE2 project is in the process of being set up. The Executive is appointing the project management team. Which role is responsible for ensuring that the project delivers the specified benefits?

A.Senior User

B.Senior Supplier

C.Executive

D.Project Manager

AnswerC

The Executive is the single point of accountability for the project and is responsible for ensuring that the project delivers the specified benefits. They own the business case and must ensure that the project remains justified throughout. This role represents the business interests and is ultimately answerable for the project's success in realizing benefits.

Why this answer

The Executive is accountable for the project's business case and ensures that the project delivers the benefits defined in it. While other roles contribute, the Executive holds ultimate responsibility for benefits realization, making them the correct choice. This aligns with PRINCE2's principle of defined roles and responsibilities.

Exam trap

The trap here is attributing benefits realization to the Senior User, who is concerned with user requirements, rather than the Executive, who owns the business case.

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229

Multi-Selecthard

Which THREE of the following are responsibilities of the Project Support role?

Select 3 answers

A.Providing independent assurance to the Project Board

B.Preparing the Highlight Report

C.Assisting with planning and scheduling

D.Providing administrative support to the project team

E.Maintaining the project filing system

AnswersC, D, E

Project Support provides specialist help with the project's planning and control products, assisting those producing and updating plans and schedules. This satisfies the stem by naming a genuine support responsibility, distinct from the Project Manager's accountability for the plans themselves.

Why this answer

Project Support provides administrative and support services, such as maintaining files, providing planning support, and managing project administration.

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230

MCQmedium

During a project, the Project Board has decided to delegate some of its change control decisions to a Change Authority. The Project Manager needs to know who is responsible for authorizing changes that exceed the delegated authority. Who should make these decisions?

A.The Senior User

B.The Change Authority

C.The Project Manager

D.The Project Board

AnswerD

The Project Board retains overall accountability for the project and is responsible for authorizing changes that fall outside the authority delegated to the Change Authority. When a change exceeds the delegated limits, the Project Manager must escalate it to the Project Board for a decision.

Why this answer

The Project Board is accountable for the project and sets the limits of any delegated authority. A Change Authority can only approve changes within the tolerances defined by the Project Board, so any change exceeding those limits must be escalated to the Project Board for a decision.

Exam trap

The trap here is assuming that the Change Authority can approve any change, but its authority is strictly limited by the Project Board's delegation.

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231

MCQeasy

In PRINCE2, which role is responsible for ensuring that the business case is maintained and that the project remains viable?

A.Senior Responsible Owner (Executive)

B.Senior Supplier

C.Senior User

D.Project Manager

AnswerA

The Executive, also called the Senior Responsible Owner, owns the business case and is accountable for confirming the project remains viable and delivers the expected benefits throughout each stage, justifying continued investment against the Business Case theme.

Why this answer

The Senior Responsible Owner (Executive) is the single person accountable for the business case and for ensuring that the project remains viable throughout its lifecycle. They own the business justification and have the authority to stop the project if it no longer meets the organization's objectives or if the costs outweigh the benefits.

Exam trap

The trap here is that candidates often confuse the Project Manager's responsibility for day-to-day management with the Executive's accountability for the business case, leading them to incorrectly select the Project Manager as the owner of business viability.

How to eliminate wrong answers

Option B (Senior Supplier) is wrong because the Senior Supplier represents the interests of those providing the project's products and is responsible for the quality of deliverables, not for maintaining the business case or viability. Option C (Senior User) is wrong because the Senior User represents the interests of those who will use the project's outputs and specifies the requirements, but does not own the business justification. Option D (Project Manager) is wrong because the Project Manager manages the day-to-day work and reports to the Project Board, but the accountability for the business case and project viability rests with the Executive, not the Project Manager.

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232

MCQhard

What is the difference between the Senior Responsible Owner (SRO/Executive) and a Project Sponsor?

A.The SRO is a member of the Project Board; the Sponsor is not

B.The SRO is a PRINCE2 role; 'Project Sponsor' is not a PRINCE2 term

C.They are the same role with different names

D.The Project Sponsor is more senior than the SRO

AnswerB

PRINCE2 uses SRO, not sponsor.

Why this answer

PRINCE2 defines the Senior Responsible Owner (SRO) as the single person accountable for the business case and overall project success, and it is a formal role within the PRINCE2 Project Board. 'Project Sponsor' is a generic term used in many organizations but is not a defined role in the PRINCE2 methodology. Therefore, the key difference is that the SRO is a specific PRINCE2 role, while 'Project Sponsor' is not part of the PRINCE2 terminology.

Exam trap

The trap here is that many candidates assume 'Project Sponsor' is a standard PRINCE2 role because it is widely used in industry, but PRINCE2 specifically uses 'Senior Responsible Owner' (or 'Executive') and does not include 'Project Sponsor' in its role definitions, making option B the only technically accurate answer.

How to eliminate wrong answers

Option A is wrong because in PRINCE2, the SRO (Executive) is indeed a member of the Project Board, but the statement that the Sponsor is not a member is misleading—'Project Sponsor' is not a PRINCE2 term, so it cannot be evaluated as a board member within the framework. Option C is wrong because the SRO and a Project Sponsor are not the same role; the SRO is a defined PRINCE2 role with specific responsibilities (e.g., owning the business case), while 'Project Sponsor' is an ambiguous, non-PRINCE2 term that may refer to different roles in different organizations. Option D is wrong because PRINCE2 does not define a 'Project Sponsor' role, so there is no basis for comparing seniority; within PRINCE2, the SRO is the most senior role on the Project Board, but the statement implies a hierarchy that does not exist in the methodology.

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233

MCQhard

In PRINCE2, what is the key difference between Project Assurance and a quality review?

A.Project Assurance ensures quality; quality review ensures business case viability

B.There is no difference; they are the same thing

C.Project Assurance is performed by the Project Manager; quality review is performed by the team

D.Project Assurance is a role; quality review is a technique

AnswerD

Project Assurance is a defined PRINCE2 role within the project management team, responsible for monitoring all aspects of the project independently of the Project Manager. A quality review is a technique used to assess a product against its quality criteria. This distinction satisfies the stem's requirement to differentiate a role from a technique.

Why this answer

Project Assurance is a role within the PRINCE2 management structure, responsible for monitoring all aspects of the project's performance and products independently of the Project Manager. A quality review, on the other hand, is a specific technique used to assess the quality of a product against its defined quality criteria. Therefore, the key difference is that one is a role and the other is a technique.

Exam trap

The trap here is confusing a role (Project Assurance) with a technique (quality review), as both involve checking quality, but PRINCE2 explicitly separates them into different components of the management system.

How to eliminate wrong answers

Option A is wrong because Project Assurance ensures that the project is being conducted properly across all management themes (including business case viability), not just quality, while a quality review is a technique focused on product quality, not business case viability. Option B is wrong because Project Assurance and a quality review are fundamentally different concepts: one is a role (who does it) and the other is a technique (how it is done). Option C is wrong because Project Assurance is performed by individuals independent of the Project Manager (often from the Project Board or external), not by the Project Manager, and a quality review is performed by a review team that includes the producer, reviewers, and a chair, not solely by the team.

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