PRINCE2 Practices practice questions

Quality practice

Why wrong: Quality practice ensures products meet requirements, not benefit-objective linkage.

Risk practice

Why wrong: Risk practice deals with uncertainties, not benefit-objective linkage.

Plans practice

Why wrong: Plans practice focuses on how the project will be delivered, not on benefit justification.

Revise the project plan to absorb the delay

Why wrong: The project manager cannot change the project plan without authorization; this exceeds their authority.

Reassign resources to the delayed product

Why wrong: This may help but the project manager must first inform the project board if tolerance is at risk.

Request a concession from the project board

Why wrong: Concessions are not a PRINCE2 term; the correct action is to escalate the deviation.

Risk practice

Why wrong: Risk practice focuses on uncertainties, not change control.

Organization practice

Why wrong: Organization practice defines roles and responsibilities.

Progress practice

Why wrong: Progress practice monitors and reports on project performance.

Request an exception plan to reallocate the surplus

Why wrong: An exception plan is only needed if tolerance is exceeded; here, costs are under tolerance.

Immediately authorize the next stage as the project is under budget

Why wrong: The board should first understand the reasons for the under-run before authorizing.

Ask the project manager to revise the project plan to increase costs

Why wrong: There is no reason to increase costs; the board should understand the variance first.

Plans practice

Why wrong: Plans practice deals with plans, not the project product description.

Risk practice

Why wrong: Risk practice deals with risks, not product descriptions.

Quality practice

Why wrong: Quality practice focuses on quality management, but the project product description is part of the Business Case.

The risk budget is used to fund the project's activities.

Why wrong: The risk budget is used to fund risk responses, not general project activities.

Only threats are considered as risks.

Why wrong: Both threats and opportunities are risks in PRINCE2.

The risk register is optional if the project is small.

Why wrong: The risk register is a mandatory management product.

Project product description

Why wrong: The project product description is part of the Business Case practice, not the Quality practice.

Quality register

Why wrong: The quality register is a management product that records quality activities, but it is not an element of the Quality practice itself; it's a document.

To identify risks that could affect the project

Why wrong: Dis-benefits are not risks; they are certain negative outcomes.

To show the full cost of the project including ongoing operational costs

Why wrong: The dis-benefit shown is an initial investment, which is a cost, but the purpose is broader: to show negative impacts.

To document the project's key performance indicators

Why wrong: KPIs are not dis-benefits; they measure performance.

Low

Why wrong: Low probability and High impact often result in Medium exposure.

Very High

Why wrong: Very High is not a standard level in PRINCE2's simple risk scoring.

High

Why wrong: High exposure would require High probability and High impact.

Business Case

Why wrong: The Business Case records the justification but does not detail review activities.

Project Plan

Why wrong: The Project Plan covers schedule and resources, not benefit measurement.

Risk Register

Why wrong: The Risk Register lists threats and opportunities, not benefit review processes.

Risk

Why wrong: Risk practice manages uncertainties, not quality.

Plans

Why wrong: Plans practice focuses on defining the project's stages and activities, not specifically on quality.

Change

Why wrong: Change practice manages change requests, not quality.

Business Case

Why wrong: The Business Case practice justifies the project, not risk management.

Progress

Why wrong: Progress practice monitors and controls project performance, not risk management.

Organizing

Why wrong: Organizing practice defines roles and responsibilities, not risk identification.

Change

Why wrong: Change practice manages change requests, not product definition.

Risk

Why wrong: Risk practice manages uncertainties, not product definition.

Plans

Why wrong: Plans practice focuses on the sequence and resources for delivering products, not their detailed definition.

Risk

Why wrong: Risk practice deals with uncertainties, not schedule performance.

Plans

Why wrong: Plans practice defines the schedule but not the control mechanisms.

Organizing

Why wrong: Organizing practice defines roles, not control processes.

Quality control is the responsibility of the project board.

Why wrong: Quality control is typically performed by the team, not the project board.

Quality assurance is performed by the project manager.

Why wrong: Quality assurance is independent of project management; the project manager does not perform it.

The project product description is a specialist product.

Why wrong: The project product description is a management product, not a specialist product.

Risk owners are responsible for the risk budget.

Why wrong: Risk owners manage the risk, but the risk budget is controlled by the project manager.

Risks are assessed only during the initiating a project process.

Why wrong: Risks are assessed throughout the project, not only during initiation.

Escalate directly to senior management without discussion with the stakeholder.

Why wrong: The issue should first be resolved at the project level; escalation is a last resort.

Proceed with including the product as the project manager has authority over product definitions.

Why wrong: The project manager does not have unilateral authority; decisions about products should be agreed with stakeholders.

Remove the product to satisfy the stakeholder, as stakeholder satisfaction is key.

Why wrong: Stakeholder satisfaction is important, but the product may be necessary for the project's success; a balanced decision should be made.

The risk register with identified risks.

Why wrong: The risk register is a dynamic log, not part of the approach document.

The risk appetite of the organization.

Why wrong: Risk appetite is an organizational factor that influences the approach but is not defined within it.

The risk budget for the project.

Why wrong: The risk budget is a resource allocation, not a description of the risk management approach.

Use the lower benefit estimate of $300,000 to be conservative.

Why wrong: This may be too pessimistic; the Business Case should reflect the expected value.

Use the expected benefits of $500,000 as the primary figure, with a note that benefits may vary.

Why wrong: The Business Case should include a range or probabilistic assessment, not just a note.

Omit the risk from the Business Case to avoid discouraging stakeholders.

Why wrong: Risks must be included to ensure informed decision-making.

The project manager reports to the project board through the senior user.

Why wrong: The project manager reports to the executive.

The project board consists of four roles: executive, senior user, senior supplier, and project manager.

Why wrong: The project board has three roles; the project manager is not on the board.

Project assurance is a role within project support.

Why wrong: Project assurance is independent of project support.