PRINCE2F PRINCE2 Processes Practice Question
During the Managing Product Delivery process, a Team Manager discovers that a product cannot meet its quality criteria without significant extra work. What should the Team Manager do?
⚠ Common exam trap
A common mix-up: candidates think the Team Manager should directly inform the Project Board (Option D) because quality is a board-level concern, but PRINCE2 strictly requires escalation through the Project Manager first.
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
✓
Raise an issue to the Project Manager for direction
In PRINCE2, the Team Manager works within the constraints set by the Project Manager. When a product cannot meet its quality criteria without significant extra work, the Team Manager must escalate this as an issue to the Project Manager, who has the authority to decide on changes to scope, quality, or budget. This aligns with the 'Manage by Exception' principle and the defined roles in the Managing Product Delivery process.
Answer analysis
Option-by-option breakdown
For each option: why learners choose it and why it is or isn't the right answer here.
- ✗
Modify the quality criteria to match what can be achieved
Why it's wrong here
Quality criteria are defined in the Product Description and approved by the Project Board; a Team Manager cannot unilaterally alter them to fit achievable output. Changing criteria is tempting as a quick fix, but it belongs to the Project Board's change control, not the delivery team.
- ✓
Raise an issue to the Project Manager for direction
Why this is correct
A Work Package that cannot meet its tolerances or quality criteria must be escalated, so the Team Manager raises an issue to the Project Manager, who decides on corrective action within stage tolerances or escalates to the Project Board. The Team Manager cannot unilaterally change agreed scope, cost or quality.
- ✗
Proceed with the work and report the variance in the next Checkpoint Report
Why it's wrong here
Proceeding and deferring the variance to the next Checkpoint Report breaches the tolerance-escalation rule: a forecast breach must be raised immediately, not after work continues. Checkpoint Reports are for routine progress against the Work Package, so this suits minor, in-tolerance variance only.
- ✗
Inform the Project Board directly
Why it's wrong here
The Team Manager reports to the Project Manager, not directly to the Project Board; escalation bypasses the agreed line of communication and the Project Manager's role in managing the stage boundary. Direct Board contact is tempting when a decision seems urgent, but it is reserved for Project Manager escalations via an Exception Report.
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