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CCNA Project Initiation and Stages Questions

24 questions · Project Initiation and Stages · All types, answers revealed

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1
MCQmedium

A project is in the Initiating a Project process. The project manager has drafted the project plan, but the project board requests that the project be broken into management stages. Which factor should primarily determine the number and length of management stages?

A.The project manager's preference for short stages to monitor progress
B.The points in the project where major risks and decisions are expected
C.The availability of team members for each phase
D.The need to keep costs low by minimizing stage boundaries
AnswerB

Stage boundaries are placed at decision points.

Why this answer

In PRINCE2, management stages are defined by key decision points and major risks, not by arbitrary time intervals. The project board uses stage boundaries to reassess business justification, approve continued investment, and control exposure to risk. Therefore, the primary factor is where significant risks or decisions are anticipated, as this aligns with the PRINCE2 principle of managing by stages.

Exam trap

PeopleCert often tests the misconception that stages are based on time or resource convenience, when in PRINCE2 they are strictly determined by management control points where major risks and decisions occur.

How to eliminate wrong answers

Option A is wrong because the project manager's preference for short stages is not a valid PRINCE2 criterion; stages are driven by control needs, not monitoring convenience. Option C is wrong because team member availability influences resource planning but does not determine stage boundaries; stages are about management control points, not staffing schedules. Option D is wrong because minimizing stage boundaries to reduce costs contradicts PRINCE2's requirement for appropriate stage divisions to manage risk and enable go/no-go decisions; cost savings are secondary to effective governance.

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2
MCQeasy

A project manager is creating the Project Initiation Documentation. Which document must be produced before the Initiation Stage can be considered complete?

A.Business Case
B.Project Initiation Documentation
C.Project Plan
D.Risk Register
AnswerB

The PID is the main output of the Initiation Stage and must be approved to proceed.

Why this answer

In PRINCE2, the Project Initiation Documentation (PID) is the key deliverable of the Initiation Stage. The stage is not considered complete until the PID has been created and approved, as it provides the foundation for project governance and decision-making. The Business Case, Project Plan, and Risk Register are all components that are assembled into the PID, but the PID itself is the definitive document that marks stage completion.

Exam trap

PeopleCert often tests the misconception that individual components like the Business Case or Project Plan are the final deliverables of the Initiation Stage, when in fact the PID is the overarching document that must be completed and approved.

How to eliminate wrong answers

Option A is wrong because the Business Case is a component of the Project Initiation Documentation, not a separate document that must be produced before the PID; the PID includes the Business Case. Option C is wrong because the Project Plan is also a component within the PID, not a standalone document required to complete the Initiation Stage. Option D is wrong because the Risk Register is a management product that is part of the PID, but the PID as a whole must be completed to close the Initiation Stage.

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3
MCQhard

During Initiation, the project manager discovers that a key assumption in the Business Case is invalid. What should the PM do first?

A.Ignore the assumption
B.Stop the project
C.Inform the Project Board
D.Update the Business Case
AnswerD

The Business Case must be revised to reflect the reality.

Why this answer

The Business Case is the key driver for the project, and if a fundamental assumption is invalid, the project manager must first update the Business Case to reflect the new reality. This ensures that the project remains viable and that the Project Board can make an informed decision about whether to continue. Updating the Business Case is the correct first step because it provides the basis for any subsequent decisions, such as escalating to the Project Board.

Exam trap

PeopleCert often tests the misconception that the project manager should immediately escalate to the Project Board, but the correct first action is to update the Business Case to provide the Board with the necessary information for a decision.

How to eliminate wrong answers

Option A is wrong because ignoring a key assumption that invalidates the Business Case would be a serious breach of PRINCE2 principles, as the Business Case must remain valid throughout the project. Option B is wrong because stopping the project is a decision reserved for the Project Board, not the project manager, and should only occur after the Business Case has been updated and assessed. Option C is wrong because while informing the Project Board is necessary, the project manager must first update the Business Case to provide the Board with accurate information for their decision.

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4
MCQeasy

Which role is responsible for approving the Project Initiation Documentation?

A.Project Board
B.Senior User
C.Project Manager
D.Senior Supplier
AnswerA

The Board as a whole approves the PID.

Why this answer

The Project Board is responsible for approving the Project Initiation Documentation (PID) because it represents the collective authority of the business, user, and supplier interests. The PID formally authorizes the initiation of the project and commits resources, so only the Project Board has the necessary authority to approve it.

Exam trap

PeopleCert often tests the misconception that the Project Manager or a single board member (like the Senior User) can approve the PID, when in fact only the full Project Board has the authority to do so.

How to eliminate wrong answers

Option B (Senior User) is wrong because the Senior User represents the user interests on the Project Board but does not have sole authority to approve the PID; approval requires the full board. Option C (Project Manager) is wrong because the Project Manager creates the PID and presents it to the Project Board for approval, but does not have the authority to approve it themselves. Option D (Senior Supplier) is wrong because the Senior Supplier represents the supplier interests on the Project Board but, like the Senior User, cannot approve the PID alone; the decision is a collective board responsibility.

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5
Matchingmedium

Match each PRINCE2 process to its purpose.

Drag a concept onto its matching description — or click a concept then click the description.

Concepts
Matches

Ensures that the prerequisites for initiating a project are in place.

Enables the Project Board to make key decisions and exercise overall control.

Establishes solid foundations for the project.

Assigns work to teams and monitors progress.

Controls the link between the project manager and the team managers.

Why these pairings

The seven processes are these five plus 'Managing a Stage Boundary' and 'Closing a Project'.

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6
Multi-Selectmedium

Which TWO are part of the Project Initiation Documentation?

Select 2 answers
A.Exception Report
B.End Stage Report
C.Business Case
D.Project Plan
E.Checkpoint Report
AnswersC, D

The Business Case is a key component of the PID.

Why this answer

The Business Case is part of the Project Initiation Documentation because it provides the justification for the project and is developed during the Initiating a Project process. The Project Plan is also part of the PID as it defines the project-level plan, including costs, timescales, and controls, and is created during initiation. Both are mandatory components of the PID as per PRINCE2.

Exam trap

PeopleCert often tests the distinction between management products created during initiation versus those produced during ongoing stage management, so the trap here is confusing operational reports like Exception Reports or Checkpoint Reports with the foundational documents in the PID.

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7
Drag & Dropmedium

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.

Steps
Order

Why this order

Controlling a Stage includes authorizing work, reviewing progress, assessing stage status, reporting to the Project Board, and taking corrective action as needed.

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8
MCQhard

A project is in the Initiation Stage. The senior user requests a major change to the scope. What should the project manager do?

A.Reject the change as it is too late
B.Accept the change and adjust the Business Case
C.Update the Project Plan and continue
D.Create an Issue Report and escalate to the Project Board
AnswerD

Proper procedure: document the issue, assess impact, and let the Board decide.

Why this answer

In PRINCE2, during the Initiation Stage, the Project Manager does not have authority to approve scope changes. Any issue that could impact the Business Case or project viability must be formally documented as an Issue Report and escalated to the Project Board for a decision. This ensures governance is maintained and the Business Case remains viable.

Exam trap

PeopleCert often tests the misconception that the Project Manager has the authority to accept or reject changes during the Initiation Stage, when in fact only the Project Board can approve changes that affect the Business Case or stage tolerances.

How to eliminate wrong answers

Option A is wrong because rejecting a change solely because it is 'too late' ignores the formal change control process; the Initiation Stage is precisely when the Business Case is being refined, and major changes must be assessed, not arbitrarily rejected. Option B is wrong because the Project Manager cannot unilaterally accept a major scope change and adjust the Business Case; only the Project Board has the authority to approve changes that affect the Business Case or stage tolerances. Option C is wrong because updating the Project Plan without first obtaining approval from the Project Board violates the principle of management by stages and bypasses the formal issue and change control procedure.

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9
MCQeasy

Which management product is used to capture lessons during the Initiation Stage?

A.Risk Register
B.Lessons Log
C.Project Initiation Documentation
D.Quality Register
AnswerB

The Lessons Log records lessons as they are identified.

Why this answer

The Lessons Log is the correct management product for capturing lessons during the Initiation Stage because it is specifically designed to record lessons learned from previous projects and any new lessons identified during the current project's initiation. PRINCE2 mandates that the Lessons Log be created and maintained from the very start of the project, including the Initiation Stage, to ensure continuous improvement.

Exam trap

The trap here is that candidates often confuse the Lessons Log with the Risk Register or Quality Register because all three are logs/registers created during initiation, but only the Lessons Log is explicitly for capturing lessons, not risks or quality issues.

How to eliminate wrong answers

Option A is wrong because the Risk Register is used to record identified risks, their analysis, and responses, not lessons learned. Option C is wrong because the Project Initiation Documentation (PID) is the comprehensive document that defines the project's scope, objectives, and approach, but it does not serve as a repository for capturing lessons. Option D is wrong because the Quality Register tracks quality management activities, such as planned and completed quality checks, and is not designed to capture lessons.

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10
Drag & Dropmedium

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.

Steps
Order

Why this order

Issue handling: capture, examine, propose options, decide, and implement.

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11
Multi-Selecthard

Which TWO statements about the Initiating a Project process are correct?

Select 2 answers
A.The project plan is created after the Initiating a Project process
B.The project manager authorizes the project to proceed
C.The approach to tailoring PRINCE2 is decided after the project is initiated
D.The business case is refined and approved by the project board
E.The project initiation documentation (PID) is assembled and reviewed
AnswersD, E

The business case is updated and approved in this process.

Why this answer

Option D is correct because the Initiating a Project process includes refining the Business Case based on more detailed information gathered during initiation, and the Project Board reviews and approves it to confirm the project's viability. This ensures the project remains aligned with corporate objectives before proceeding.

Exam trap

PeopleCert often tests the distinction between what happens during Initiating a Project versus Starting Up a Project, specifically that the project plan is created during initiation (not after) and that the Project Board, not the project manager, authorizes the project to proceed.

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12
MCQeasy

During the Initiating a Project process, the project manager identifies that the business case relies on a key supplier delivering critical components by a fixed date. However, the supplier has a history of delays. What should the project manager do?

A.Proceed with the plan as the supplier has always delivered eventually
B.Adjust the business case to remove the supplier dependency
C.Ask the project board to approve the project with a note about the risk
D.Record the risk in the risk register and plan a response in the risk management approach
AnswerD

Risks must be formally recorded and managed.

Why this answer

In PRINCE2, the risk register is the central repository for recording all identified risks, and the risk management approach defines how risks will be managed throughout the project. During the Initiating a Project process, the project manager must formally document the supplier delay risk and plan appropriate responses (e.g., mitigation, contingency) within the risk management approach. This ensures the risk is actively managed rather than ignored or deferred, aligning with PRINCE2's principle of continued business justification.

Exam trap

PeopleCert often tests the misconception that a risk can be handled informally or deferred to later stages, but PRINCE2 requires formal recording and planning of risks during the Initiating a Project process to ensure they are managed from the start.

How to eliminate wrong answers

Option A is wrong because proceeding without action ignores the risk management principle; PRINCE2 requires proactive risk handling, not reliance on past behavior. Option B is wrong because adjusting the business case to remove the dependency is unrealistic and may invalidate the project's justification; dependencies should be managed, not eliminated arbitrarily. Option C is wrong because asking the project board to approve with a note is informal; PRINCE2 mandates that risks be formally recorded in the risk register and addressed in the risk management approach before seeking approval.

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13
MCQmedium

During the Initiation Stage, the project manager identifies that the selected team lacks experience with the chosen technology. What should the project manager do?

A.Replace the team members with experienced ones
B.Escalate to the Project Board for decision
C.Update the Project Plan to include training
D.Update the Risk Register and plan a response
AnswerD

The PM should first record the risk and then plan how to address it.

Why this answer

The lack of experience with the chosen technology is a risk to the project, not an immediate issue. During the Initiation Stage, the project manager should formally record this risk in the Risk Register and plan an appropriate response, such as training or mentoring, to manage the uncertainty. This aligns with PRINCE2's principle of managing by stages and the requirement to identify and respond to risks proactively.

Exam trap

The trap here is that candidates confuse a risk (uncertain future event) with an issue (current problem) and immediately jump to a corrective action like replacing team members or escalating, instead of following the formal risk management procedure of recording and planning a response first.

How to eliminate wrong answers

Option A is wrong because replacing team members is a corrective action that should only be taken after evaluating the risk response; it bypasses the formal risk management process and may not be feasible or cost-effective. Option B is wrong because the project manager has the authority to manage risks within the stage; escalation to the Project Board is only required if the risk exceeds delegated tolerances or requires a decision outside the project manager's authority. Option C is wrong because updating the Project Plan to include training is a potential risk response, but it must first be identified and assessed in the Risk Register before any plan changes are made.

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14
MCQmedium

The project board asks the project manager to produce a detailed plan for the next stage. Which plan should be produced?

A.Exception Plan
B.Stage Plan
C.Team Plan
D.Project Plan
AnswerB

A Stage Plan is required for each management stage.

Why this answer

In PRINCE2, the Project Board requests a detailed plan for the next stage, which is the Stage Plan. The Stage Plan is produced at the end of the current stage (or during Initiation for the first stage) and provides the detailed management and technical steps for the upcoming stage, aligning with the 'Managing a Stage Boundary' process. This plan is essential for the Project Board to approve the continuation of the project into the next stage.

Exam trap

PeopleCert often tests the distinction between the Project Plan (high-level, whole project) and the Stage Plan (detailed, next stage), trapping candidates who confuse the scope and purpose of these two plans.

How to eliminate wrong answers

Option A is wrong because an Exception Plan is produced only when a stage is forecast to exceed its tolerances, not as a routine request for the next stage. Option C is wrong because a Team Plan is created by a team manager for a specific work package, not by the project manager for the entire stage. Option D is wrong because the Project Plan is the high-level, overall plan covering the entire project lifecycle, not a detailed plan for a specific stage.

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15
Multi-Selecthard

Which TWO are true about Stage Plans in PRINCE2?

Select 2 answers
A.They are approved by the Project Board
B.They cover the entire project timeline
C.They are produced at the start of each stage
D.They replace the Project Plan
E.They are less detailed than the Project Plan
AnswersA, C

The Board approves each Stage Plan.

Why this answer

Option A is correct because Stage Plans in PRINCE2 are formally approved by the Project Board at the end of the current stage (or at the start of the next stage) as part of the 'Manage a Stage Boundary' process. The Project Board uses the Stage Plan to authorize the work for the upcoming stage, ensuring it aligns with the Business Case and tolerances.

Exam trap

The trap here is confusing the level of detail between Stage Plans and the Project Plan; candidates often assume Stage Plans are less detailed because they cover a shorter time period, but PRINCE2 requires them to be more detailed to enable day-to-day management.

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16
Matchingmedium

Match each PRINCE2 process to its purpose.

Drag a concept onto its matching description — or click a concept then click the description.

Concepts
Matches

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.

Why these pairings

These are five of the seven PRINCE2 processes.

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17
Multi-Selecteasy

Which THREE are inputs to the Initiation Stage?

Select 3 answers
A.Project Brief
B.Project Mandate
C.Lessons from previous projects
D.Project Initiation Documentation
E.End Project Report
AnswersA, B, C

The Brief may be created in Starting Up and used in Initiation.

Why this answer

The Project Brief is a key input to the Initiation Stage because it provides the high-level scope, objectives, and business justification needed to plan the project in detail. It is derived from the Project Mandate and is refined during initiation to form the basis of the Project Initiation Documentation (PID). Without the Project Brief, the project manager would lack the necessary context to create a detailed plan and business case.

Exam trap

The trap here is that candidates confuse the Project Initiation Documentation (PID) as an input because it is used throughout the project, but it is actually created during the Initiation Stage and is not available as an input at its start.

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18
MCQeasy

Who is responsible for creating the Project Initiation Documentation?

A.Project Board
B.Senior Supplier
C.Project Manager
D.Senior User
AnswerC

The PM creates the PID.

Why this answer

The Project Manager is responsible for creating the Project Initiation Documentation (PID) because PRINCE2 assigns the Project Manager the role of assembling and producing the PID, which consolidates key planning documents like the Business Case, Project Plan, and Risk Register. The Project Board approves the PID, but does not create it, as the Project Manager acts as the single point of accountability for its preparation and quality.

Exam trap

PeopleCert often tests the distinction between 'creating' and 'approving' management products, and the trap here is that candidates confuse the Project Board's approval authority with the Project Manager's production responsibility, leading them to incorrectly select the Project Board.

How to eliminate wrong answers

Option A is wrong because the Project Board is responsible for approving the PID, not creating it; their role is to provide governance and make key decisions, not to produce detailed documentation. Option B is wrong because the Senior Supplier represents the supplier interests on the Project Board and provides resources and expertise, but does not create the PID, which is a management product owned by the Project Manager. Option D is wrong because the Senior User represents the user community and specifies requirements, but the PID creation is a project management responsibility, not a user representative function.

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19
MCQmedium

A project is in Initiation. The project manager wants to use a previous project's lessons. Which document should they review?

A.Business Case
B.Risk Register
C.Lessons Log
D.Project Initiation Documentation of the previous project
AnswerC

The Lessons Log captures lessons from previous projects.

Why this answer

The Lessons Log is the PRINCE2 document specifically designed to capture and reference lessons from previous projects. During Initiation, the project manager should review the Lessons Log to identify relevant lessons that can inform planning and avoid past mistakes. The other documents serve different purposes and are not the primary source for historical lessons.

Exam trap

The trap here is that candidates may confuse the Project Initiation Documentation (PID) of a previous project with the Lessons Log, assuming that all project information is contained in the PID, but PRINCE2 specifically separates lessons into the Lessons Log for easy retrieval and application.

How to eliminate wrong answers

Option A is wrong because the Business Case justifies the project's viability and is not a repository for lessons learned. Option B is wrong because the Risk Register records specific risks and their management, not general lessons from previous projects. Option D is wrong because while the Project Initiation Documentation (PID) of a previous project may contain some context, the Lessons Log is the formal, centralized record of lessons and is the correct document to review for this purpose.

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20
MCQmedium

You are managing a construction project. During the Initiation Stage, you are developing the Project Plan. The senior supplier informs you that the required steel will be delayed by 3 months due to a global shortage. This delay will push the project completion beyond the board's deadline. The project has a fixed completion date due to regulatory requirements. The senior user is unwilling to accept a delay. You have identified that using an alternative material could save 2 months but would increase costs by 15%. The project budget has a 10% contingency. What is the most appropriate course of action?

A.Reduce the project scope to meet the deadline
B.Switch to the alternative material and use the contingency to cover the cost increase
C.Accept the delay and update the Project Plan accordingly
D.Inform the board that the project cannot meet the deadline and request guidance
AnswerD

The board must decide on options, as the issue impacts the project's viability.

Why this answer

Option D is correct because the project has a fixed completion date due to regulatory requirements, and the identified solution (alternative material) still results in a 1-month delay (3-month delay minus 2-month saving) and exceeds the 10% contingency (15% cost increase vs. 10% contingency). According to PRINCE2, when a stage plan or project plan cannot be achieved within agreed tolerances, the Project Manager must escalate the issue to the Project Board for a decision. The board is the only authority that can authorize a change to the project's scope, schedule, or budget beyond the delegated tolerances.

Exam trap

The trap here is that candidates may think the contingency is available to cover any cost overrun, but PRINCE2 requires that contingency use must be within agreed tolerances and that exceeding tolerances triggers escalation, not autonomous action.

How to eliminate wrong answers

Option A is wrong because reducing scope without board authorization violates PRINCE2's management by exception principle; the Project Manager does not have the authority to change scope beyond tolerances. Option B is wrong because the 15% cost increase exceeds the 10% contingency, meaning the budget tolerance would be breached, and the Project Manager must escalate rather than unilaterally use contingency funds. Option C is wrong because accepting the delay and updating the Project Plan without board approval would ignore the fixed regulatory deadline and the need for exception management; the board must decide whether to accept the delay or authorize a different approach.

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21
MCQhard

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?

A.Reduce scope to lower costs
B.Seek alternative options to improve benefits
C.Provide justification and request approval
D.Recommend project cancellation
AnswerC

The PM should explain why the ratio is acceptable and let the Board decide.

Why this answer

The Business Case shows a cost-benefit ratio of 1:1.2, which is positive (benefits exceed costs). The project board's concern does not automatically invalidate the Business Case. According to PRINCE2, the project manager's role during initiation is to provide the board with the justification (the Business Case) and formally request approval to proceed.

Option C is correct because the project manager must present the evidence and seek a decision, not unilaterally change scope or cancel.

Exam trap

The trap here is that candidates assume a low cost-benefit ratio (like 1:1.2) automatically means the project should be cancelled or reworked, but PRINCE2 requires the project manager to present the Business Case as-is and let the board decide.

How to eliminate wrong answers

Option A is wrong because reducing scope to lower costs is a project board decision, not a project manager action at this point; the Business Case is still viable. Option B is wrong because seeking alternative options to improve benefits is premature—the ratio is already positive, and the board's concern does not mandate immediate rework of the Business Case. Option D is wrong because recommending cancellation is not justified when the cost-benefit ratio is favorable (1:1.2); cancellation would only be appropriate if the ratio were negative or below the organization's threshold.

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22
MCQmedium

During the Initiation Stage, the project manager realizes that the project's duration is underestimated. What should be updated?

A.Business Case
B.Project Plan
C.Stage Plan
D.Risk Register
AnswerB

The Project Plan includes the schedule and must be updated to reflect the new duration.

Why this answer

The Project Plan is the correct artifact to update because it defines the overall project timeline, milestones, and resource estimates. When the duration is underestimated during Initiation, the Project Plan must be revised to reflect a realistic schedule before it is approved by the project board. Updating the Project Plan ensures the baseline for the entire project is accurate, which is critical for subsequent stage planning and control.

Exam trap

PeopleCert often tests the distinction between the Project Plan (overall project) and Stage Plan (current stage), leading candidates to mistakenly update the Stage Plan when the issue affects the entire project duration.

How to eliminate wrong answers

Option A is wrong because the Business Case justifies the project's viability and benefits, not the schedule; updating it for a duration underestimate would be premature and irrelevant unless the cost-benefit balance changes. Option C is wrong because the Stage Plan covers only the current Initiation Stage's activities and is not used to correct the overall project duration estimate. Option D is wrong because the Risk Register records threats and opportunities, not schedule corrections; a duration underestimate is a planning error, not a risk event to be logged.

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23
MCQhard

You are the project manager for a software implementation project in a large retail company. The project is currently in the Initiation Stage. The senior user has provided the requirements, and the senior supplier has estimated that the project will cost £1.2 million and take 18 months. However, during a review of the Business Case, you discover that the expected benefits are only £1.3 million, giving a benefit-cost ratio of just 1.08:1. Additionally, the market conditions are volatile, and there is a risk that a competitor may launch a similar product before your project completes, potentially reducing benefits by 30%. The project board is eager to proceed but wants assurance that the project is viable. What should you do?

A.Proceed with the current Business Case as the board is eager
B.Escalate to the programme manager without updating the Business Case
C.Recommend cancelling the project due to poor viability
D.Update the Business Case with risk-adjusted benefits and present to the board
AnswerD

This provides a realistic assessment for decision-making.

Why this answer

Option D is correct because the PRINCE2 principle of continued business justification requires that the Business Case be updated to reflect current risks and uncertainties. In this scenario, the market volatility and competitor risk could reduce benefits by 30%, dropping the expected benefits to £910,000, which is below the £1.2 million cost, making the project unviable. Presenting this risk-adjusted Business Case to the board allows them to make an informed decision on whether to proceed, rather than proceeding with an overly optimistic view.

Exam trap

The trap here is that candidates may think the board's eagerness (Option A) or escalation (Option B) is sufficient, but PRINCE2 requires the Business Case to be updated with risk-adjusted figures before any decision is made, ensuring continued business justification.

How to eliminate wrong answers

Option A is wrong because proceeding with the current Business Case ignores the principle of continued business justification and the identified risk that could make the project unviable. Option B is wrong because escalating to the programme manager without updating the Business Case fails to provide the necessary risk-adjusted information for informed decision-making; the project manager should first update the Business Case. Option C is wrong because recommending cancellation without first presenting the risk-adjusted Business Case to the board bypasses the board's authority to make the final decision on project viability.

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24
Multi-Selectmedium

Which THREE are objectives of the Initiation Stage?

Select 3 answers
A.Close the project
B.Confirm the Business Case
C.Detailed planning of the next stage
D.Deliver the project product
E.Establish project controls
AnswersB, C, E

The Business Case is validated in Initiation.

Why this answer

The Initiation Stage in PRINCE2 is where the project is planned in sufficient detail to decide whether to proceed. Confirming the Business Case (B) is a key objective because it validates that the project remains viable and aligned with corporate objectives before committing significant resources.

Exam trap

PeopleCert often tests the distinction between the Initiation Stage and the Delivery Stages, causing candidates to mistakenly select 'Deliver the project product' as an initiation objective when it actually belongs to the Managing Product Delivery process.

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