PRINCE2-PRACTITIONER Practice Questions

Issue Register: A request to change a baselined product (even a minor one) constitutes a Request for Change, which is a formal issue type managed in the Issue Register. The Daily Log is for informal issues; formal changes require elevation to the Issue Register.

Lessons Log: An observation that something went well (useful communication) is a Lesson Learned (specifically a positive lesson). These are recorded in the Lessons Log during the stage to inform future work.

Team Plan: "Formal instructions to begin planned work" refers to the issuance of a Work Package. While the Project Manager authorizes the Work Package, the direct result (and the product "created" or "updated" in response) is the Team Plan, which the Team Manager produces to detail how the work will be executed.

Risk Register: A "likely" delay indicates uncertainty or a potential future threat, not a current certainty. Uncertain events that may affect project objectives are recorded in the Risk Register.

Axelos, Managing Successful Projects with PRINCE2 (6th Edition):

Issue Register: Section 15.4.2 states that the Issue Register captures and maintains information on all formal issues (including Requests for Change) that are being managed formally.

Lessons Log: Section 11.2 confirms the Lessons Log is used to record lessons (both good and bad) that can be applied to other projects or future stages.

Team Plan / Work Package: Section 17.4.1 ("Authorize a Work Package") and Section 18.2 ("Accept a Work Package") outline that the Team Plan is produced by the Team Manager in response to the Work Package authorized by the Project Manager.

Risk Register: Section 10.2 defines the Risk Register as the record of identified risks (threats and opportunities) relating to the project, such as the likelihood of delays.

The question asks for statements that should be recorded under the "Timing of risk management activities" heading within the Risk Management Approach document. This section specifies when formal risk management activities will occur throughout the project lifecycle.

Option E is correct because checking risk exposure when authorizing a stage is a mandatory, timed activity for the Project Board within the 'Managing a Stage Boundary' process. It ensures the project's ongoing viability.

Option C is correct as it describes a crucial risk management activity performed at a specific time: "When closing a project". This ensures that risks related to the post-project realization of benefits are identified and passed on for future action, which is a key part of the 'Closing a Project' process.

A. This is an overly specific operational detail for one supplier in one stage, not a general procedural statement for the project's overall Risk Management Approach.

B. The frequency of Project Board meetings is a project control defined in the Communication Management Approach, not a specific risk management timing activity.

D. This describes poor practice. Risks must be escalated as soon as they are identified, not delayed until the completion of a Work Package.

1. AXELOS. (2017). Managing Successful Projects with PRINCE2® 2017 Edition. The Stationery Office Ltd.

Page 353

Appendix A

Section A.23.2 (Risk Management Approach): This section lists the required contents for the Risk Management Approach. Under the heading "Timing of risk management activities

" it states this section should define "when formal risk management activities are to be undertaken (e.g. at the end of stages)". Options C (at project closure) and E (at stage authorization) are perfect examples of such formal

timed activities.

Page 289

Section 23.4.3 (Activity: Prepare for the stage boundary): This section confirms that the Project Manager must "review and

if necessary

update the Risk Register" in preparation for the end stage assessment

directly supporting option E.

Page 299

Section 24.4.4 (Activity: Evaluate the project): As part of closing a project

the Project Manager must "ensure that any follow-on action recommendations related to unfinished work

ongoing issues and risks... are included

" which directly supports option C.

2. The Open University. (n.d.). M815: Project Management. Courseware.

In its discussion of PRINCE2 processes

the courseware emphasizes that risk is formally reviewed at key control points

particularly at the end of each management stage before the Project Board authorizes continuation. This aligns with option E. It also highlights that project closure involves ensuring a clear handover of any outstanding risks that may affect benefits after the project

aligning with option C.

Quality: The first action involves ensuring a product has gained approval against its Product Description. The Quality theme defines the PRINCE2 quality review technique and ensures products are "fit for purpose" by verifying them against the criteria established in their Product Descriptions.

Risk: The second action describes analyzing a "favourable impact" (an opportunity). The Risk theme manages uncertain events that affect project objectives, explicitly categorizing them as either threats (negative) or opportunities (favorable).

Progress: The third action involves defining tolerances (permissible deviations) for a Work Package. The Progress theme establishes the mechanisms to monitor and control the project, specifically using tolerances to manage the delegation of authority from the Project Manager to the Team Manager.

AXELOS, Managing Successful Projects with PRINCE2 (6th Edition / 2017):

Theme - Quality (Section 8): Specifically Section 8.1 and 8.3, which detail that the Product Description includes quality criteria and that quality control involves checking results against these criteria.

Theme - Risk (Section 10): Section 10.1 defines risk as "an uncertain event or set of events that, should it occur, will have an effect on the achievement of objectives," noting that these can be opportunities or threats.

Theme - Progress (Section 12): Section 12.2.3 and Table 12.1 detail the six types of tolerance and how they apply to the levels of management (including Work Package tolerances). Section 12.1 states the theme's purpose is to "monitor and compare actual achievements against those planned... and control any unacceptable deviations."

Appoint the executive and the project manager: This is the first activity in SU. It involves identifying the key individuals who will run the project. Discussing the need to find a suitable candidate for the PM role falls directly under this activity.

Select the project approach and assemble the project brief: The "project approach" defines how the work will be done (e.g., in-house vs. outsourced). Determining whether the IT department or an external supplier should develop the e-learning course is a fundamental project approach decision.

Plan the initiation stage: This activity defines how the project will be managed during the next stage. Setting up reporting and control arrangements, specifically informed by previous lessons, is a core component of creating the Stage Plan for the initiation stage.

AXELOS, (2017). Managing Successful Projects with PRINCE2 2017 Edition.

Section 14.4.1 (Appoint the Executive and the Project Manager): Focuses on establishing the initial management roles to allow the project to start.

Section 14.4.5 (Select the Project Approach and Assemble the Project Brief): Explicitly states that the approach defines whether the solution will be "developed in-house or contracted to a third party." (Page 168).

Section 14.4.6 (Plan the Initiation Stage): Details the requirement to define reporting and control mechanisms for the upcoming Initiation stage. (Page 170).

Office of Government Commerce (OGC), PRINCE2 Processes.

SU Process Map: Validates the sequence of activities and their specific objectives regarding resource selection and approach definition.

1. Line 1: Splitting a single activity (label competition) into two management stages is unnecessary complexity (false). Decisions are not restricted only to stage boundaries; the Board can make decisions regarding exceptions or issues at any time (false).
2. Line 2: The Project Manager cannot automatically trade one tolerance (quality) for another (time) without authority; a threat to stage tolerance requires an Exception Report (false). PRINCE2 does not mandate that quality is sacrificed first to save time (false).
3. Line 3: The scenario states the Board must review the forecast to decide if the project continues; this "Go/No Go" decision is the definition of a Stage Boundary (true/true/explains).
4. Line 4: A tolerance of +1 week allows a 1-week delay. Two weeks later is outside tolerance (false). Negative time tolerance refers to finishing early, not a permissible delay (false).
5. Line 5: The PM reports to the Project Board, not Corporate Management (false). The Project Board loses authority if project tolerances (set by Corp) are exceeded (true).
6. Line 6: The Board reviews the forecast as part of the "Directing a Project" process to authorize the next stage (true). However, the Board does not review all specialist products (e.g., every photo); they review management products (false).

AXELOS, Managing Successful Projects with PRINCE2 (2017 Edition)

Line 1 & 3: Chapter 13 (Progress), Section 13.4.4 "Project Board decisions"; Chapter 14 (Managing a Stage Boundary), Section 14.1.

Line 2 & 4: Chapter 13 (Progress), Section 13.2.2 "Tolerances" (specifically Time and Cost definitions).

Line 5: Chapter 11 (Plans), Section 11.2 "Exceptions"; Chapter 15 (Directing a Project), Section 15.4.3 "Give ad-hoc direction".

Line 6: Appendix A (Product Description outlines); Chapter 15 (Directing a Project), Section 15.3 "Authorizing a Stage".

According to the PRINCE2 methodology, expected benefits must be measurable so their achievement can be proven. The Business Case, which is central to the project, relies on quantifiable benefits to justify the investment. The Benefits Management Approach document explicitly defines how and when each benefit will be measured, both during and after the project. Without measurement, it is impossible to determine if the project has delivered value or to hold individuals accountable for benefit realization. This aligns with the principle of 'continued business justification'.

A. Responsibility for specifying benefits is assigned to the Senior User(s), and accountability for their realization often lies with them post-project. The Executive owns the Business Case.

B. Benefits must align with corporate, programme management, or customer objectives. This alignment is a fundamental part of the project's business justification.

D. Tolerances can and should be set for benefits. Benefits are one of the six performance targets (along with time, cost, quality, scope, and risk) that are managed by exception.

1. AXELOS. (2017). Managing Successful Projects with PRINCE2® 6th Edition. TSO (The Stationery Office).

For Correct Answer (C): Section 6.2.2

page 60

states

"The benefits should be aligned to corporate

programme management or customer objectives and should be quantified and measurable." Also

Appendix A

Section A.3 (Benefits Management Approach)

page 352

details that this document should describe "How the achievement of each benefit will be measured".

For Incorrect Option (A): Section 7.2.1.3

page 85

describes the Senior User role as being "responsible for specifying the needs of those who will use the project’s products

for user liaison with the project team

and for monitoring that the solution will meet those needs within the constraints of the Business Case... The Senior User is responsible for specifying the benefits and in many cases will be held to account by demonstrating to corporate

programme management or the customer that the forecast benefits... have actually been realized."

For Incorrect Option (B): Section 3.1

page 17

under the 'Continued business justification' principle

explains that a Business Case drives decision-making and must show how the project aligns with organizational objectives.

For Incorrect Option (D): Section 10.1

page 168

explicitly lists the six areas for which tolerances are set: "PRINCE2 requires tolerances to be set for the six objectives of the plan... time

cost

quality

scope

risk and benefits."

In PRINCE2, the Executive is accountable for ensuring the project delivers value and is typically a senior business leader; an Operations Director fits this role. The Senior supplier represents those providing specialist resources or products to the project; a Training Delivery Manager supplies training outputs and specialist capability, aligning with this role. Project support provides administrative and configuration support, including document control and standards; a Corporate Document Manager naturally fits this function. Delegated assurance roles (business, user, supplier) are optional and focus on independent assurance rather than delivery or administration, making them less appropriate here.

AXELOS. Managing Successful Projects with PRINCE2® (2017).

Roles & Responsibilities: Executive, Senior Supplier, Project Support (Ch. 7; Sections 7.2–7.6).

Document control and configuration management under Project Support (Ch. 10).

AXELOS. PRINCE2® Roles and Responsibilities Official Guidance.

Definitions and accountability of Executive and Senior Supplier (Role descriptions).

University of Oxford, Saïd Business School – PRINCE2 Course Materials.

Mapping organizational roles to PRINCE2 project roles (Role alignment examples).

According to PRINCE2, the Executive is ultimately accountable for the project's success and represents the business interests. The Marketing Director is the most suitable candidate because she can represent the business needs for this marketing project (C) and has the authority to commit the necessary funding from the marketing budget (D). These are core responsibilities of the Executive role, which include securing funding and ensuring the project remains focused on achieving its objectives and delivering benefits, as detailed in the Business Case.

A. Her tenure with the company is not a defining criterion for the authority and accountability required of a PRINCE2 Executive.

B. While her past career is beneficial, it is her current authority and business representation that qualify her for the Executive role.

E. A need for more experience is a weakness, not a justification for appointing someone to a role with ultimate project accountability.

1. AXELOS. (2017). Managing Successful Projects with PRINCE2® 6th Edition. The Stationery Office (TSO).

Appendix C

Section C.3

The Executive: This section details the Executive's responsibilities

stating

"The executive is ultimately responsible for the project... The executive’s role is to ensure that the project is focused throughout its life on achieving its objectives and delivering a product that will achieve the forecast benefits." This supports option C.

Appendix C

Section C.3.1

Responsibilities: A key responsibility listed for the Executive is to "Secure the funding for the project." This directly supports option D.

The Executive role is accountable for the project's success, owns the Business Case, and must ensure the project delivers value for money.

Option C (Retain): This is a valid action. The Director of the Information Technology Division, as a senior director, likely has the required level of authority to secure funding and commit resources, which is a key responsibility for an Executive on a strategic project.

Option B (Replace): This is also a valid alternative action. The Director of Finance Division is explicitly responsible for ensuring a cost-conscious approach across the entire organization. This aligns perfectly with the Executive's primary duty to ensure value for money and champion the Business Case. Her previous experience in the IT division is an additional strength.

A. Simply accepting a proposed solution is not a sufficient qualification; the Executive must be accountable for the project's business justification.

D. A PRINCE2 project board must have only one Executive to ensure a single point of accountability. Therefore, adding another person is incorrect.

E. The Payroll Manager reports to a director and is unlikely to have the necessary seniority or authority to secure strategic funding and resources.

1. AXELOS. (2017). Managing Successful Projects with PRINCE2® 6th Edition. The Stationery Office Ltd.

Section 7.3.2

The Executive: "The executive is ultimately accountable for the project... The role is accountable for ensuring that the project is focused throughout its life on achieving its objectives and on delivering a product that will achieve the forecast benefits... The executive has to ensure that the project gives value for money... The executive must have sufficient authority to be able to resolve conflicts... and commit the user resources and funds required." (This supports the reasoning for B and C

and against E).

Section 7.2.1

What is required for the organization theme?: "There should be a single point of accountability for the project." (This makes option D incorrect).

According to the PRINCE2 methodology, there is a clear hierarchy for setting tolerances, which enables the 'Manage by Exception' principle. The Project Board sets stage-level tolerances for the Project Manager. The Project Manager, in turn, is responsible for the day-to-day management of the stage and authorizes work to be done by Team Managers through Work Packages. As part of authorizing a Work Package, the Project Manager sets the tolerances for time, cost, scope, quality, risk, and benefits for that specific package of work. These Work Package tolerances must be within the overall stage tolerances.

A. The project board: The Project Board sets tolerances for each management stage and delegates the day-to-day management of that stage to the Project Manager.

C. The team manager: The Team Manager accepts the Work Package and is responsible for delivering its products within the tolerances set by the Project Manager.

D. Corporate or programme management: This level of management sets the overall project-level tolerances for the Project Board, not the detailed Work Package tolerances.

1. AXELOS. (2017). Managing Successful Projects with PRINCE2 (6th ed.). TSO (The Stationery Office).

Section 10.2.2

Tolerances

Figure 10.2 ‘Levels of tolerance’: This diagram explicitly shows that the Project Manager sets Work Package tolerance for the Team Manager.

Section 18.4.1

‘Authorize a Work Package’: This section details the activity where the Project Manager agrees on the constraints

including tolerances

for a Work Package with a Team Manager.

Appendix A

Section A.20.2

‘Project Manager responsibilities’: States the Project Manager is responsible to "Agree the Work Package with the Team Manager". This agreement includes defining and setting the tolerances.