PRINCE2F Practice Questions

Question 1

Which TWO of the following are differences between the Starting Up a Project (SU) and Initiating a Project (IP) processes?

Accepted Answer

SU produces the Project Brief; IP produces the Project Initiation Documentation. The Starting Up a Project (SU) process produces the Project Brief, which provides a high-level overview of the project's justification, scope, and approach. The Initiating a Project (IP) process then produces the Project Initiation Documentation (PID), which is a more detailed and comprehensive set of documents that forms the basis for managing the project. This distinction is a fundamental difference in the PRINCE2 methodology, where SU focuses on the initial concept and IP on detailed planning and controls.

Answer

SU is optional; IP is mandatory

Answer

SU creates the Stage Plan for the first stage; IP creates the Project Plan

Answer

SU includes the appointment of the Project Board; IP includes the appointment of the Project Manager

Question 2

Which TWO of the following are activities performed in the Directing a Project process?

Accepted Answer

Authorize initiation. The Directing a Project process includes authorizing initiation and authorizing the project. Producing Highlight Reports is an activity in the Controlling a Stage process, managing product delivery is part of Managing Product Delivery, and escalating issues is typically a project manager role, not a Directing a Project activity. Therefore, the correct answers are B and C.

Answer

Produce Highlight Reports

Answer

Escalate issues to the Project Board

Answer

Manage product delivery

Question 3

Which process is triggered when a stage tolerance is forecast to be exceeded?

Accepted Answer

Controlling a Stage. In PRINCE2, when a stage tolerance is forecast to be exceeded, the project manager must escalate the issue to the project board. This is done through the 'Controlling a Stage' process, which includes the 'Escalate' activity. The process ensures that the project manager reports the forecast deviation and requests guidance or a decision from the project board, rather than taking corrective action independently.

Answer

Starting Up a Project

Answer

Directing a Project

Answer

Managing a Stage Boundary

Question 4

During the Controlling a Stage process, the Project Manager receives a Checkpoint Report indicating a team member will be unavailable for two weeks. What should the Project Manager do first?

Accepted Answer

Assess the impact on the stage plan and take corrective action if necessary. In the Controlling a Stage process, the Project Manager's first responsibility upon receiving a Checkpoint Report is to assess the impact of any reported issue on the current Stage Plan. This aligns with the PRINCE2 principle of 'Manage by Exception' and the 'Manage by Stages' theme, where the Project Manager must evaluate whether the team member's two-week absence threatens the stage tolerances before deciding on corrective action or escalation. Option A is correct because the immediate step is to analyze the variance and determine if corrective action within the stage's tolerance is possible.

Answer

Authorize overtime to compensate for the lost time

Answer

Update the project plan to reflect the delay

Answer

Escalate immediately to the Project Board as a potential exception

Question 5

What is the main reason PRINCE2 separates the role of Project Manager from Project Assurance?

Accepted Answer

To ensure that the Project Board receives independent and objective assurance. B is correct because PRINCE2's principle of 'defined roles and responsibilities' mandates that Project Assurance be independent from the Project Manager to provide objective oversight of the project's progress, risks, and compliance with the Business Case. This separation ensures that the Project Board receives unbiased information, preventing the Project Manager from having unchecked control over assurance activities. Without this independence, assurance could be compromised by the Project Manager's personal or operational biases.

Answer

To reduce the workload of the Project Manager

Answer

To comply with regulatory requirements

Answer

To allow the Project Manager to focus only on the Business Case

Question 6

What is the key output of the Initiating a Project process?

Accepted Answer

Project Initiation Documentation. The Initiating a Project process is where the project's scope, objectives, and approach are fully defined and documented. Its key output is the Project Initiation Documentation (PID), which consolidates all the baseline plans and strategies needed to justify and manage the project. The PID replaces the Project Brief, which is created earlier in the Starting Up a Project process.

Answer

Project Brief

Answer

Checkpoint Report

Answer

End Stage Report

Question 7

Which document is the key output of the Initiating a Project process?

Accepted Answer

Project Initiation Documentation. The Initiating a Project process is responsible for establishing a solid foundation for the project, and its key output is the Project Initiation Documentation (PID). The PID consolidates all the planning and analysis work into a single, controlled document that defines the project's scope, business justification, risks, and management controls. This document is used to obtain authorization to proceed with the project's delivery stages.

Answer

End Stage Report

Answer

Project Brief

Answer

Exception Report

Question 8

Who is responsible for authorizing a Work Package?

Accepted Answer

Project Manager. In PRINCE2, the Project Manager is responsible for authorizing Work Packages, which are defined in the 'Managing Product Delivery' process. The Project Manager issues the Work Package to the Team Manager, specifying the product description, reporting requirements, and constraints. This authorization ensures the team has clear instructions to produce the required deliverables.

Answer

Project Board

Answer

Team Manager

Answer

Executive

Question 9

Who is responsible for producing the Highlight Report during the Controlling a Stage process?

Accepted Answer

Project Manager. The Project Manager is responsible for producing the Highlight Report during the Controlling a Stage process because this report provides the Project Board with a summary of the stage's progress, including achievements, next steps, and any issues or risks. PRINCE2 explicitly assigns this responsibility to the Project Manager to ensure the board receives timely and accurate information for decision-making.

Answer

Project Board

Answer

Project Support

Answer

Team Manager

Question 10

Which of the following correctly describes the relationship between the Change Authority and the Project Board?

Accepted Answer

The Project Board delegates authority to the Change Authority to approve changes within set limits. In PRINCE2, the Change Authority is a role to which the Project Board delegates authority to approve change requests within predefined limits (e.g., cost, time, or scope thresholds). This delegation is documented in the Work Package or the Project Initiation Documentation, ensuring that the Change Authority can make decisions without requiring the Project Board's involvement for every minor change, thus streamlining the change control process.

Answer

The Change Authority is a role within the Project Support office

Answer

The Project Board and Change Authority are the same

Answer

The Change Authority reports to the Project Manager

Question 11

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

Accepted Answer

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

Answer

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

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

Answer

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

Question 12

Drag and drop the steps to manage a stage boundary in PRINCE2 into the correct order.

Accepted Answer

Step 1: Plan the next stage, Step 2: Update the project plan, Step 3: Update the business case, Step 4: Report stage end, and if required, produce an exception plan.. Managing a Stage Boundary: plan next stage, update project plan, update business case, report, and produce exception plan if required.

Answer

Step 1: Update the project plan, Step 2: Update the business case, Step 3: Plan the next stage, Step 4: Report stage end.

Answer

Step 1: Report stage end, Step 2: Plan the next stage, Step 3: Update the project plan, Step 4: Update the business case.

Answer

Step 1: Plan the next stage, Step 2: Report stage end, Step 3: Update the project plan, Step 4: Update the business case.

Question 13

Which THREE of the following are responsibilities of the Project Board during the Directing a Project process?

Accepted Answer

Approving stage plans and updates. The Project Board is responsible for approving Stage Plans and any updates to them during the Directing a Project process. This ensures that the project remains aligned with the business case and that management stage boundaries are properly controlled.

Answer

Producing Checkpoint Reports

Answer

Managing the day-to-day activities of the project team

Question 14

Which process is responsible for producing the End Project Report?

Accepted Answer

Closing a Project. The End Project Report is produced during Closing a Project (CP) to summarize project performance and confirm closure.

Answer

Managing a Stage Boundary

Answer

Initiating a Project

Answer

Directing a Project

Question 15

A project is underway, and the project manager notices that the team is frequently re-prioritizing work and losing focus. Which PRINCE2 process should the project manager use to re-establish control?

Accepted Answer

Controlling a Stage. The project manager should use the Controlling a Stage process because it is specifically designed to monitor the day-to-day work of the stage, manage issues and risks, and take corrective action to keep the stage on track. The symptom of frequent re-prioritization and loss of focus indicates a lack of control within the current stage, which this process directly addresses by providing mechanisms for work package assignment, progress monitoring, and escalation. It ensures the stage remains within tolerance and that the team's efforts are aligned with the stage plan.

Answer

Managing Product Delivery

Answer

Managing a Stage Boundary

Answer

Directing a Project

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