CCNA Prince2 Practices Questions

If the change is outside the Change Authority's delegated scope (e.g., affects items they cannot approve), the Project Manager must escalate to the Project Board.

The Project Manager should review the completed work package to ensure it meets acceptance criteria before approving it.

The Quality Register records all planned quality activities and their results, serving as a log of quality events.

The risk owner is accountable for the risk and ensures it is managed. The risk actionee is assigned to carry out specific responses. One risk owner may have several actionees.

Option A is correct because PRINCE2 requires the Business Case to be a living document that reflects realistic projections, including uncertainties. By showing a range of benefits ($300,000–$500,000) and a corresponding risk assessment, the project manager provides a balanced view that supports informed decision-making, aligning with the 'continued business justification' principle.

The Project Manager maintains the Business Case on a day-to-day basis, but the Executive owns it and is accountable for the business justification.

The risk actionee is assigned to implement the response actions, while the risk owner is accountable for managing the risk.

The PID includes the Business Case, Project Plan, Project Description, roles and responsibilities, etc. The Risk Register is a separate document, and the Checkpoint Report is a management product.

These are the four levels of management hierarchy in PRINCE2.

The Risk Register records identified risks, their analysis, planned responses, and status. It is a central repository for risk information.

The Project Initiation Documentation (PID) is the key output of the Initiating a Project process. It defines the 'what, why, who, when, and how' of the project.

The risk owner is responsible for managing the risk. The risk actionee performs actions.

The purpose of Managing a Stage Boundary is to provide the Project Board with information to approve the current stage's completion and authorize the next stage.

The Executive (Senior Responsible Owner) is responsible for maintaining the Business Case throughout the project because they own the project's justification and ensure it remains viable. PRINCE2 explicitly assigns this accountability to the Executive, who must approve any changes to the Business Case and confirm its continued alignment with corporate strategy. The Project Manager develops and updates the Business Case, but the Executive holds ultimate responsibility for its content and approval.

The Quality Register records all quality management activities, including planned and actual dates, and results.

The Product Description includes quality criteria and the quality method to be used. The Quality Register records the actual results of quality activities.

PRINCE2 defines quality as 'fit for purpose', meaning the product must satisfy the user's stated or implied needs.

The Business Case includes reasons, expected benefits, costs, timescale, major risks, and other elements. Benefits and dis-benefits are included.

PRINCE2 defines quality as 'fit for purpose', meaning the product meets its stated requirements.

PRINCE2 defines quality as 'fit for purpose', meaning the product meets the stated requirements and is suitable for its intended use.

The Project Manager is responsible for maintaining the Business Case on behalf of the Executive. The Executive owns it but the PM updates it as needed.

An RFC is a request to change a product's specification that has been agreed, whereas an Off-spec is something that should be provided but is not (or is forecast not to be).

Project Assurance is an independent role on behalf of the Project Board, separate from management and support.

When a stage tolerance is forecast to be exceeded, the Project Manager must immediately escalate to the Project Board via an Exception Report. This is a core aspect of management by exception.

Managing a Stage Boundary's purpose is to provide the Project Board with information to approve the next stage and review the Business Case.

Option C is correct because the PRINCE2 Business Case must include expected dis-benefits to provide a balanced view of the project's justification. Dis-benefits are measurable negative outcomes that, when weighed against benefits, allow the Senior User and Senior Supplier to make an informed go/no-go decision. Without documenting dis-benefits, the Business Case would present an incomplete picture, potentially leading to approval of a project with hidden negative impacts.

The Project Initiation Documentation (PID) is produced during Initiating a Project and provides a foundation for project execution.

Highlight Reports are from PM to Project Board; Checkpoint Reports are from Team Manager to PM.

The Project Board is responsible for ensuring that project assurance is independent of the Project Manager.

The Project Manager is accountable for day-to-day management and ensuring objectives are met.

Highlight Reports are from Project Manager to Project Board and cover the whole stage. Checkpoint Reports are from Team Manager to Project Manager and cover a team's work.

The Executive is the chair of the Project Board in PRINCE2 because they are ultimately accountable for the project's success and have the authority to make key decisions. The Project Board is a decision-making body, and the Executive, as the business representative, chairs it to ensure alignment with organizational objectives. The Project Manager is a board member but does not chair it, as they are responsible for day-to-day management.

For opportunities, PRINCE2 suggests responses: exploit, enhance, share, or reject. Avoid is a threat response.

The Checkpoint Report is produced by the Team Manager and sent to the Project Manager to report progress at the work package level.

PRINCE2 defines quality as 'fit for purpose', meaning the product meets its stated requirements and is suitable for its intended use.

The purpose is to enable the Project Board to review the current stage's performance, approve the next stage plan, and update the Business Case and project plan.

In PRINCE2, quality is defined as 'fit for purpose,' meaning the product must meet the stated user needs and expectations. This definition aligns with the PRINCE2 principle of continued business justification, ensuring the product delivers value. It is broader than mere conformance to specification, as it considers the product's usability and effectiveness in its intended environment.

When a tolerance is forecast to be exceeded, the Project Manager must escalate via an Exception Report to the Project Board.

The risk owner is accountable for managing the risk; the risk actionee performs the specific actions.

The Business Case includes expected benefits, costs, timescale, risks, and investment appraisal. The Project Plan is not a component; it is a separate management product. The Risk Register is also separate.

A Product Description includes: identifier, title, purpose, composition, derivation, format, quality criteria, quality tolerance, quality method, quality skills required.

The Business Case is owned by the Executive (Senior Responsible Owner) and is maintained by the Project Manager on a day-to-day basis.

The Executive (Senior Responsible Owner) owns the Business Case and is accountable for its viability.

The Executive (Senior Responsible Owner) owns the Business Case. The Project Manager maintains it on a day-to-day basis, but accountability rests with the Executive.

The Executive (Senior Responsible Owner) is accountable for the business justification.

A Request for Change is a proposal for a change that is not required to meet the original specification; an Off-specification is something that should be there but is not.

The End Stage Report is produced at the end of each stage to summarize progress for the Project Board.

Product-based planning ensures that the project focuses on defining and delivering products rather than activities. It starts with identifying the products needed, then plans the activities required to create them.

The Change Authority is a role that can approve changes within an agreed delegated authority level. It is set up by the Project Board and can be an individual or group.

The Executive (SRO) has single-point accountability for the Business Case.

The Quality Register records all planned quality activities and their results, providing a log of quality checks.

The Project Board provides direction, approves plans, and authorizes deviations. Detailed review of products is not a Board responsibility; that is done by quality review. The configuration management plan is part of the project's management approach and is approved by the Board but not 'maintained' by them.

The Quality Review technique is a formal process for reviewing product descriptions and checking quality. It involves a chair, presenter, and reviewers. Options A and D are correct; B is wrong because reviewers are not necessarily from the project team; C is wrong because it is a 'peer review', not an 'audit'; E is wrong because it can be used for any product, not just those for external stakeholders.

The Risk Management practice aims to identify and manage risks proactively. Avoiding all risks is unrealistic; removing uncertainty is not possible.

PRINCE2 defines quality as 'fit for purpose', meaning the product meets the user's needs and acceptance criteria.

The Plans practice aims to define the means of delivering the project, create a baseline for control, and communicate the work to stakeholders. Options A, B, and E are correct; C is the purpose of the Business Case; D is the purpose of the Risk practice.

The risk owner is responsible for managing the risk; the risk actionee is responsible for carrying out specific actions.

The Highlight Report is a periodic report from the Project Manager to the Project Board, summarizing progress against the current stage plan.

The Risk Register is the PRINCE2 management product used to record and track all identified risks that could affect the project. It captures details such as risk description, probability, impact, proximity, and planned responses, ensuring risks are managed proactively throughout the project lifecycle.

Managing a Stage Boundary enables the Project Board to review progress, approve the next stage plan, and update the Business Case.

Project Assurance provides independent oversight to ensure that the project is being managed correctly, separate from management and delivery.

PRINCE2 defines specific threat response types: avoid, reduce, fallback, transfer, accept, and share. 'Mitigate' is not a PRINCE2 term; 'reduce' is used instead.

Transfer involves shifting the financial impact of a risk to a third party, such as through insurance.

The purpose is to provide the Project Board with information to approve the current stage's completion and authorize the next stage.

Option B is correct. A Team Plan is created by the Team Manager to detail the work needed to deliver the products assigned in a Work Package. Stage Plans cover an entire stage; the Project Plan covers the whole project; Exception Plans replace a plan when tolerances are exceeded.

The Quality Review technique aims to assess whether a product meets its quality criteria and to involve stakeholders. Option C is correct.