PRINCE2F PRINCE2 Processes Practice Question
Who is responsible for producing the Highlight Report?
⚠ Common exam trap
In PRINCE2, a common trap is confusing the Project Manager's responsibility for the Highlight Report with the Team Manager's responsibility for the Checkpoint Report.
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
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Project Manager
The Highlight Report is a progress report that provides the Project Board with a summary of the project's status at a management stage level. According to PRINCE2, the Project Manager is responsible for producing the Highlight Report at intervals defined in the Communication Management Strategy, typically on a regular basis such as weekly or monthly.
Answer analysis
Option-by-option breakdown
For each option: why learners choose it and why it is or isn't the right answer here.
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Project Assurance
Why it's wrong here
Project Assurance checks that the project remains viable and compliant, feeding concerns to the Board, but does not author Highlight Reports. It is tempting because assurance reviews progress information, yet production of the report sits with the Project Manager.
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Team Manager
Why it's wrong here
The Team Manager produces Checkpoint Reports on work package progress, not Highlight Reports. The Highlight Report is the Project Manager's product, created for the Project Board at defined intervals. Confusion arises because Team Managers do report progress upward, but through Checkpoint Reports during stage execution.
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Project Manager
Why this is correct
The Project Manager produces the Highlight Report during Controlling a Stage, summarising stage progress, issues and tolerances for the Project Board. This satisfies the stem's accountability question, since the board receives rather than creates it, and the Team Manager only supplies Checkpoint Reports.
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Project Board
Why it's wrong here
The Project Manager produces Highlight Reports for the Project Board at agreed intervals; the Board receives and acts on them. It is tempting because the Board owns project direction, yet reporting is delegated to the Project Manager as part of managing stage boundaries.
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