CCNA Prince2 People Questions — Page 5 of 5

301

Multi-Selecthard

Which THREE statements about the Project Board's responsibilities in PRINCE2 are correct?

Select 3 answers

A.It is responsible for the day-to-day management of the project.

B.It provides direction and control to the Project Manager.

C.It meets on an exception-driven basis.

D.It is responsible for preparing the Stage Plans.

E.It is accountable for the overall success of the project.

AnswersB, C, E

Correct. The Project Board provides direction and control to the Project Manager, including approving plans, authorizing stages, and making key decisions.

Why this answer

In PRINCE2, the Project Board is accountable for the overall success of the project (Option E) and provides direction and control to the Project Manager (Option B). The Board meets on an exception-driven basis to review exception reports when tolerances are exceeded (Option C), which is the principle of management by exception. Option A is incorrect because day-to-day management is the Project Manager's responsibility.

Option D is incorrect because Stage Plans are prepared by the Project Manager, not the Board.

Exam trap

PeopleCert often tests the distinction between 'accountability' and 'responsibility' — the trap here is confusing the Project Board's accountability for overall success (Option E) with the Project Manager's responsibility for day-to-day management (Option A), leading candidates to incorrectly select A or D.

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302

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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303

MCQhard

In PRINCE2, what is the recommended leadership style for a Project Manager when dealing with a team that has high competence and low commitment?

A.Supporting

B.Coaching

C.Delegating

D.Directing

AnswerA

Supporting is appropriate for high competence and low commitment to boost morale and engagement.

Why this answer

In PRINCE2, the recommended leadership style for a Project Manager when the team has high competence but low commitment is Supporting (S3). This is because the team already possesses the necessary skills and knowledge (high competence) but lacks motivation or confidence (low commitment), so the PM should focus on encouraging, praising, and involving them in decision-making rather than providing technical direction or close supervision.

Exam trap

The trap here is that candidates often confuse 'Supporting' with 'Coaching' because both involve supportive behaviors, but coaching is specifically for building competence, not for addressing low commitment in an already competent team.

How to eliminate wrong answers

Option B (Coaching) is wrong because coaching is appropriate when the team has low competence but high commitment, requiring the PM to provide both direction and support to build skills. Option C (Delegating) is wrong because delegating is used when the team has both high competence and high commitment, allowing the PM to hand over responsibility with minimal oversight. Option D (Directing) is wrong because directing is for teams with low competence and low commitment, where the PM must give clear instructions and close supervision.

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304

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

Planning support is a common function of Project Support.

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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305

MCQhard

What is the difference between a Request for Change (RFC) and an Off-specification?

A.An RFC is raised by the Project Manager; an Off-specification is raised by the team.

B.An RFC is related to cost; an Off-specification is related to time.

C.An RFC seeks to change a product's specification; an Off-specification occurs when a product does not meet its specification.

D.There is no difference; they are the same.

AnswerC

Correct. RFC proposes a change; Off-spec is a deviation from the existing specification.

Why this answer

An RFC proposes a change or enhancement; an Off-specification is a product that fails to meet its specification. Both are issues but differ in cause.

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306

MCQmedium

What is the difference between a Request for Change (RFC) and an Off-specification (Off-spec)?

A.An RFC requires an Exception Plan; an Off-spec requires a corrective action

B.An RFC proposes a change; an Off-spec identifies a failure to meet a requirement

C.An RFC is always approved by the Change Authority; an Off-spec is always approved by the Project Board

D.An RFC is raised by the Project Board; an Off-spec is raised by the Project Manager

AnswerB

An RFC is a request for a desired change; an Off-spec is when a product does not meet its specification.

Why this answer

An RFC is a proposal for a change that adds value or modifies requirements; an Off-spec is something that should be provided but is not (e.g., a defect or omission).

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307

MCQmedium

What is the difference between a Request for Change and an Off-specification?

A.A Request for Change proposes a change to an agreed product; an Off-specification identifies a product that is not meeting its specification.

B.A Request for Change is about cost; an Off-specification is about quality.

C.A Request for Change is raised by the Project Manager; an Off-specification is raised by the Team Manager.

D.They are the same thing.

AnswerA

This is the correct distinction.

Why this answer

A Request for Change (RFC) is a formal proposal to modify an agreed product, baseline, or configuration item, while an Off-specification (Off-spec) is a notification that a product does not meet its agreed specification. In PRINCE2, these are distinct issue types: RFCs seek authorization for a change, whereas Off-specs report a deviation from the specification that must be resolved.

Exam trap

The trap here is that candidates often conflate the two concepts because both involve deviations from the plan, but PRINCE2 explicitly separates them by intent: RFCs are proactive changes, while Off-specs are reactive reports of non-compliance.

How to eliminate wrong answers

Option B is wrong because both RFCs and Off-specs can have cost and quality implications; RFCs are not exclusively about cost, nor are Off-specs exclusively about quality. Option C is wrong because both RFCs and Off-specs can be raised by any project role, not limited to Project Manager or Team Manager; the PRINCE2 guidance does not restrict who raises them. Option D is wrong because RFCs and Off-specs are fundamentally different: one proposes a change, the other reports a failure to meet specification.

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308

MCQmedium

Which PRINCE2 role is responsible for ensuring that the project's products meet the required quality criteria?

A.Project Manager

B.Senior User

C.Project Assurance

D.Senior Supplier

AnswerB

The Senior User defines the desired outcomes and ensures that the products meet quality expectations.

Why this answer

The Senior User is responsible for specifying the required quality criteria for the project's products and ensuring that the delivered products meet those criteria. This role represents the interests of those who will use the project's outputs and is accountable for defining acceptance standards and verifying that products satisfy the defined quality expectations.

Exam trap

PeopleCert often tests the distinction between the roles responsible for defining quality criteria (Senior User) versus those responsible for performing quality activities (Project Manager) or providing independent assurance (Project Assurance), leading candidates to confuse the 'doing' with the 'owning' of quality.

How to eliminate wrong answers

Option A is wrong because the Project Manager is responsible for managing the project on a day-to-day basis and ensuring that quality management activities are performed, but not for defining or verifying the quality criteria themselves. Option C is wrong because Project Assurance provides independent oversight and checks that the project is being conducted correctly, but it does not own the quality criteria for the products. Option D is wrong because the Senior Supplier is responsible for providing the resources and expertise to create the products, not for defining or verifying the quality criteria that the products must meet.

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309

MCQeasy

Which role is responsible for maintaining the Business Case throughout the project?

A.Senior Responsible Owner (SRO/Executive)

B.Senior User

C.Project Assurance

D.Project Manager

AnswerA

The SRO owns the Business Case and is accountable for its viability throughout the project.

Why this answer

The Senior Responsible Owner (SRO/Executive) is accountable for the Business Case and ensuring it remains viable. The Project Manager maintains it day-to-day, but the SRO owns it. This is a key PRINCE2 principle.

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310

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 (SRO) is accountable for the business case and its viability.

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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311

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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312

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 role in the project management team; quality review is a technique for product evaluation.

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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