CCNA Prince2 Overview Principles Questions

The seven PRINCE2 principles are these five plus 'Focus on Products' and 'Tailor to Suit the Project Environment'.

The decision to use a stage plan for the next stage rather than a detailed Gantt chart for the entire project directly reflects the 'Manage by stages' principle. This principle requires that the project board only plans in detail for the immediate next stage, while higher-level plans cover the remainder of the project, enabling control and flexibility.

The PRINCE2 principle 'Manage by stages' is missing from the exhibit because the configuration lists only 'Continued business justification,' 'Learn from experience,' 'Roles and responsibilities,' 'Manage by exception,' 'Focus on products,' and 'Tailor to suit the project environment.' The seven PRINCE2 principles are all required, and 'Manage by stages' is the one omitted. Without it, the project lacks the mandatory planning and control mechanism that divides the project into discrete management stages, each with its own plan and review points.

Continued business justification is a core PRINCE2 principle that requires the business case to remain viable throughout the project lifecycle. This principle ensures that the project is not started without a clear justification and that this justification is reviewed and updated at key decision points, such as stage boundaries. It directly supports the PRINCE2 focus on ongoing viability rather than a one-time approval.

The Starting up a Project process ensures that the prerequisites for initiating a project are in place, starting with appointing key roles, then learning from past projects, building the team, developing the outline business case, and finally selecting the approach.

The 'Focus on Products' principle requires that a project defines and agrees on product descriptions (including quality criteria) before development begins, ensuring that all stakeholders have a shared understanding of what will be delivered. Creating product descriptions after development violates this principle because it undermines the definition of scope, quality expectations, and acceptance criteria upfront, leading to potential rework and misalignment.

B is correct because PRINCE2's continued business justification principle requires that the business case remain viable throughout the project. As project manager, you must escalate to the project board for an immediate review when the senior user raises concerns about benefits and market changes. If the business case is no longer viable, the project should be stopped to avoid further waste of resources, regardless of sunk costs.

Option A is correct because 'Tailor to suit the project environment' is one of the seven PRINCE2 principles. This principle requires that the method be adapted to the specific context of the project, including its size, complexity, importance, capability, and risk, ensuring that PRINCE2 is applied appropriately without unnecessary bureaucracy.

The scenario describes scope changes being implemented without formal approval, which violates the 'Manage by stages' principle. PRINCE2 requires that a project be planned, monitored, and controlled on a stage-by-stage basis, with each stage ending in a formal review and approval before proceeding. Implementing changes informally bypasses stage boundaries and the associated management controls, directly breaking this principle.

The 'Tailor to suit the project environment' principle directly addresses the need to adapt PRINCE2 to the specific context of the project, including its size, complexity, importance, capability, and risk. For a complex infrastructure project, this means adjusting management products, roles, and processes (e.g., simplifying the Business Case or using a more detailed Risk Register) to fit the project's unique technical and organizational environment, ensuring the method remains effective without being overly burdensome.

The PRINCE2 principle of Continued Business Justification requires that the business case, which documents the project's justification, is reviewed and updated at key decision points (e.g., stage boundaries) to ensure the project remains viable. In this scenario, the project manager is actively verifying that the high initial investment is still justified by the expected revenue, directly applying this principle to avoid proceeding with an unviable project.

These are five of the seven PRINCE2 principles.

The principle 'Learn from experience' is not being applied because the project team is repeating the same mistakes from previous projects without reviewing lessons learned logs or incorporating feedback. PRINCE2 requires continuous learning throughout the project lifecycle, but the exhibit shows no evidence of lessons being documented or used to improve current practices.

Quality review: plan, distribute, prepare, meet, and follow up.