PRINCE2F People: organizations, teams, and leadership Practice Question

Answer analysis

Option-by-option breakdown

For each option: why learners choose it and why it is or isn't the right answer here.

• ✗

  To reduce the workload of the Project Manager

  Why it's wrong here

  Workload reduction is a side effect, not the principle; assurance is separated so that those checking the Project Manager's outputs are not the Manager themselves, preserving independent scrutiny for the project board. Reducing a manager's workload would be the answer if the question asked about administrative delegation.

• ✗

  To align with a functional organizational structure

  Why it's wrong here

  PRINCE2 is explicitly designed to work with any organisational structure, including project and matrix arrangements, so functional alignment is not the driver. Functional alignment would matter if the question concerned embedding projects into departmental hierarchies rather than preserving independent scrutiny of the manager.

• ✓

  To provide independent assurance to the Project Board

  Why this is correct

  Separating the roles lets Project Assurance report independently to the Project Board, avoiding the conflict where a Project Manager would otherwise audit their own work. This satisfies the stem's constraint: the Project Board needs objective confidence that the project remains viable, so assurance must sit outside the manager's line of accountability.

• ✗

  To allow the Project Manager to focus on team management

  Why it's wrong here

  Team management is a Project Manager duty regardless of assurance separation; assurance exists to give the project board an independent check on the manager's work, so freeing management time is a by-product, not the rationale. Delegating line management would be the answer if the question asked how a manager handles large teams.