PRINCE2F PRINCE2 Processes Practice Question
Which THREE of the following are responsibilities of the Project Board in the Directing a Project process?
⚠ Common exam trap
Test-takers frequently confuse the Project Board's strategic oversight role with the Project Manager's operational duties, leading candidates to mistakenly select day-to-day management or reporting tasks as Board 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
✓
Giving ad-hoc direction to the Project Manager
In PRINCE2, the Project Board is the directing authority, and in the Directing a Project process it provides ad-hoc direction to the Project Manager (option B) when issues, exceptions, or changes require a decision beyond the Project Manager's authority. It also authorizes the initiation of the project (option C) via the 'Authorize Initiation' activity, approving the Project Initiation Documentation before the project proceeds. Additionally, it authorizes the closure of the project (option D) through the 'Authorize Project Closure' activity, confirming that the project has delivered its products and can be closed. Option A is incorrect because producing Highlight Reports is the Project Manager's responsibility, not the Project Board's. Option E is incorrect because managing the day-to-day work of the project is delegated to the Project Manager, not performed by the Project Board.
Answer analysis
Option-by-option breakdown
For each option: why learners choose it and why it is or isn't the right answer here.
- ✗
Producing Highlight Reports
Why it's wrong here
Highlight Reports are produced by the Project Manager for the Project Board's information; the Board receives and reviews them rather than authoring them. It is tempting because the Board clearly consumes these reports, but its Directing a Project responsibilities are authorising, giving ad hoc direction and confirming closure.
- ✓
Giving ad-hoc direction to the Project Manager
Why this is correct
Giving ad-hoc direction lets the Project Board respond to issues, exceptions or changes raised outside scheduled decision points, exercising overall control while the Project Manager runs the stage. This authority sits within Directing a Project, alongside approving plans and stage boundaries.
- ✓
Authorizing the initiation of the project
Why this is correct
Authorising project initiation sits within Directing a Project, where the Project Board approves the Project Initiation Documentation and commits resources before the Initiating a Project process begins. This satisfies the stem's requirement for a genuine Project Board responsibility, since only the Board holds the authority to sanction that transition.
- ✓
Authorizing the closure of the project
Why this is correct
Authorising project closure sits within Directing a Project, where the Project Board approves the End Project Report and confirms the project may close. This satisfies the stem's requirement for a Board responsibility, since closure approval is a directing-level decision, distinct from the Project Manager's day-to-day managing of stage boundaries.
- ✗
Managing day-to-day work of the project
Why it's wrong here
Day-to-day management of the project sits with the Project Manager, delegated through Managing a Stage Boundary and Controlling a Stage, not with the Project Board. It is tempting because the Board does direct the project, but its role is decision-making at stage boundaries and exceptions rather than operational delivery.
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