Hard Difficulty Questions

SU is optional; IP is mandatory

Why wrong: Both are mandatory in PRINCE2.

SU creates the Stage Plan for the first stage; IP creates the Project Plan

Why wrong: SU creates the Stage Plan; IP creates the Project Plan and detailed Stage Plans.

SU includes the appointment of the Project Board; IP includes the appointment of the Project Manager

Why wrong: The Project Manager is appointed in SU; the Project Board may be formed in SU.

It is only used for products delivered to external customers

Why wrong: It can be used for any product, internal or external.

It is always performed by the Project Assurance role

Why wrong: Project Assurance may attend but is not required; the review includes a chair, presenter, and reviewers.

It is an audit of the project's quality management system

Why wrong: The Quality Review is a peer review of a product, not an audit of the quality system.

Authorize overtime to compensate for the lost time

Why wrong: Overtime may be one option after assessment, but not the first action.

Update the project plan to reflect the delay

Why wrong: The project plan is updated at stage boundaries, not during a stage.

Escalate immediately to the Project Board as a potential exception

Why wrong: Escalation is only needed if tolerances are forecast to be exceeded.

To reduce the workload of the Project Manager

Why wrong: Workload reduction is not the primary reason; independence is key.

To comply with regulatory requirements

Why wrong: PRINCE2 does not mandate compliance with specific regulations; the separation is for governance.

To allow the Project Manager to focus only on the Business Case

Why wrong: The PM focuses on day-to-day management, not just the Business Case.

The Change Authority is a role within the Project Support office

Why wrong: Change Authority is a separate role, not part of Project Support.

The Project Board and Change Authority are the same

Why wrong: They are different; Change Authority is a delegated role.

The Change Authority reports to the Project Manager

Why wrong: Change Authority is accountable to the Project Board.

Managing a Stage Boundary

Why wrong: SB produces End Stage Reports, not End Project Report.

Initiating a Project

Why wrong: IP produces the PID, not the End Project Report.

Directing a Project

Why wrong: DP authorizes closure but does not produce the End Project Report.

To comply with regulatory requirements

Why wrong: No specific regulatory requirement.

To reduce the cost of the project

Why wrong: Separation may increase cost, not reduce.

To allow the Project Manager to focus on team management

Why wrong: This is a benefit but not the primary reason.

Reject the product and ask the Team Manager to rework it immediately

Why wrong: The PM must first formally log and assess the issue.

Request a change to the product's quality criteria

Why wrong: Changing quality criteria is a separate process and not the first step.

Escalate the issue to the Project Board via an Exception Report

Why wrong: Escalation only occurs if the impact cannot be resolved within stage tolerances.

Enhance

Why wrong: Enhance is for opportunities.

Exploit

Why wrong: Exploit is for opportunities.

Enhance

Why wrong: Enhance is an opportunity response.

Exploit

Why wrong: Exploit is an opportunity response.

To define the quality criteria for a product

Why wrong: Quality criteria are defined in the Product Description, not in a baseline.

To schedule the delivery of products

Why wrong: Scheduling is part of planning, not configuration management baselines.

To record the current version of a product

Why wrong: Version control tracks versions, but a baseline is specifically a snapshot for control purposes.

Implement the change immediately to realize benefits quickly

Why wrong: Changes must be assessed and approved first.

Update the Business Case and proceed without approval

Why wrong: Significant changes require approval from the project board.

Reject the change because it increases costs

Why wrong: The project manager cannot unilaterally reject changes; they must be assessed.

To reduce the workload of the Project Manager

Why wrong: While it may reduce workload, the main reason is independence.

To allow the Project Manager to focus on technical work

Why wrong: The PM focuses on management, not technical work.

To ensure that the Project Board is kept informed

Why wrong: That is a benefit, but not the primary reason.

Accept

Why wrong: Accept means acknowledging the risk with no proactive action.

Share

Why wrong: Share involves partnering with another party to manage a risk, not simply buying insurance.

Reduce

Why wrong: Reduce would involve actions to lower the probability or impact, not transfer via insurance.

Authorizing work packages

Why wrong: This is the Project Manager's role.

Day-to-day management of the project

Why wrong: This is the Project Manager's role.

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

Why wrong: Sponsor is not a defined role.

They are the same role with different names

Why wrong: PRINCE2 does not use the term sponsor.

The Project Sponsor is more senior than the SRO

Why wrong: No such hierarchy in PRINCE2.

An RFC is always approved; an Off-spec is always rejected

Why wrong: Both are subject to change control.

An RFC relates to cost; an Off-spec relates to quality

Why wrong: Both can affect multiple aspects.

An RFC is initiated by the Project Manager; an Off-spec is initiated by the Team Manager

Why wrong: Both can be raised by various roles.

Immediately authorize the next work package

Why wrong: The current work package must be reviewed and approved first.

Update the Project Plan

Why wrong: The Project Plan is updated at stage boundaries, not during a stage.

Raise an Exception Report

Why wrong: No exception has occurred.

Directing a Project is performed by the Project Manager; Controlling a Stage is performed by the Team Manager

Why wrong: Directing a Project is for the Board; Controlling a Stage is for the PM.

Both are performed by the Project Board

Why wrong: Controlling a Stage is the PM's process.

Directing a Project is performed once; Controlling a Stage is performed multiple times

Why wrong: DP is ongoing across the project.

Senior User

Why wrong: Senior User is a Board role, not involved in day-to-day reporting.

Project Manager

Why wrong: The Project Manager does not produce Checkpoint Reports; these are created by the Team Manager for the Project Manager during the Managing Product Delivery process to report on work package progress and any issues, such as the identified quality problem. The Project Manager's primary reporting responsibility is to the Project Board, producing Highlight Reports to keep them apprised of overall project status. This option is tempting because the Project Manager is central to project communication and reporting, but their role is to receive Checkpoint Reports, not originate them.

Project Support

Why wrong: Project Support may assist but is not responsible for Checkpoint Reports.