PRINCE2F PRINCE2 Practices Practice Question
Which practice describes the project management team structure and defines roles and responsibilities?
⚠ Common exam trap
Watch out — candidates often confuse the Organising practice with the Plans practice, mistakenly thinking that defining the team structure is part of planning, when in PRINCE2 it is a separate practice focused specifically on roles and responsibilities.
Answer choices
Why each option matters
Answer the question above first, then reveal the full breakdown to understand why each option is right or wrong.
Correct answer & explanation
✓
Organising
The Organising practice defines the project management team structure, roles, and responsibilities, including the four levels of management (corporate/programme management, project board, project manager, and team manager) and the three project interests (business, user, supplier). It establishes clear accountability and authority within the PRINCE2 project management team.
Answer analysis
Option-by-option breakdown
For each option: why learners choose it and why it is or isn't the right answer here.
- ✗
Plans
Why it's wrong here
Plans describe products, activities, schedules and tolerances across the plan levels; they do not define who fills which role. It is tempting because a plan's product descriptions imply who delivers what, but the Organisation practice is what specifies the project management team structure and assigns roles and responsibilities.
- ✗
Business Case
Why it's wrong here
The Business Case justifies the project's continued viability by comparing benefits, costs and risks; it does not define team roles or reporting lines. It is tempting because the Business Case names the executive as accountable for benefits realisation, yet the Organisation practice is what actually documents the team structure and responsibilities.
- ✓
Organising
Why this is correct
Organising is the practice that defines the project management team structure, roles and responsibilities, and the layers of accountability within the project. It satisfies the stem's requirement by establishing who is accountable to whom, covering the project board, project manager, team manager and assurance roles.
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Progress
Why it's wrong here
Progress tracks achievement against the plan's baselines and forecasts, covering time and cost tolerances, not team structure. It is tempting because Progress does address accountability for delivering products, but role definitions and the project management team hierarchy belong to the Organisation practice, which assigns responsibilities.
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