PRINCE2 Practitioner Resource Book v3.7

PRINCE2 Practitioner Resource Book
Version: 3.7 03092012
COPYRIGHT NOTICE This document is the copyrighted intellectual property of ILX Group plc and may not be copied, disassembled or in any way modified without the express and written permission of ILX Group plc.
PRINCE2 is a Registered Trade Mark of the Office of the Cabinet Office.
2009 ILX Group plc
2009 ILX Group plc
Table of Contents
TOPIC Introduction Session 1 - Course Introduction Session 2 - PRINCE2 Walkthrough Session 3 - PRINCE2 Project Simulation PRINCE2 Project Scenario Exercise 1 - Organisation simulation Exercise 2 - Business Case simulation Exercise 3 - Product Based Planning simulation Exercise 4 - Management of Risk simulation Exercise 5 - Quality in a Project Environment simulation Session 4 - Marking Up the PRINCE2 Manual Session 5 - Practical Practitioner Exercises Session 6 - Practitioner Exam Technique Session 7 - Practitioner Exam Simulator Session 8 - Practitioner Exam Questions 8(a) - Question Styles 8(b) - Sample Exam Papers Practitioner Exam Scenario 1: Pleasure Park Project Practitioner Exam Scenario 2: Calendar Project
PAGE 1 3 5 7 8 10 12 14 18 21 23 58 82 83 84 85 89 89 154
2009 ILX Group plc
Introduction
Introduction
Welcome to the PRINCE2 Practitioner Resource book. This document is intended to support students studying the ILX e-learning PRINCE2 Practitioner course and as such, access to a copy of the elearning should be considered a prerequisite. The book reflects the structure and sequence of the e-learning course and where appropriate provides easy access to the relevant supporting information including: o o o o o Project Scenarios Project information including, meeting transcripts, diagrams and project communications PRINCE2 Process Map PRINCE2 Practitioner exercises PRINCE2 Practitioner exam questions and answers
Students should work through each of the lessons completing all questions, exercises simulations and exam questions prior to sitting the Practitioner examination. You should allow 25 40 hours to complete the full PRINCE2 Practitioner course. There are three objectives that you need to achieve prior to attending the revision/exam workshop. These are: o o o Develop your basic knowledge of PRINCE2 Convert from e-learning to the PRINCE2 Manual Complete Practitioner style exercises Course prerequisites
It is anticipated that students will have completed PRINCE2 Foundation level study prior to commencing this course. ILX Group can provide Foundation level courses in the following format: o o E-learning Classroom based
If you would like to discuss your requirements further, please call +44 (0)1270 611600.
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2009 ILX Group plc
Course Introduction 2
Course Introduction Introduction

Welcome to the Practitioner section of this PRINCE2 e-learning course. This section of the course is intended to help you apply your knowledge of PRINCE2 in practical terms using, amongst other things, activities, exercises and simulations. By this point you should have completed all the lessons in the Foundation section of the course and you should be feeling confident about your knowledge of PRINCE2. If you havent already completed your Foundation exam, we recommend that you periodically practice in the Foundation Exam Simulator, to top up your knowledge and further familiarise yourself with the style of the Foundation exam questions. You will have noticed that this section of the course contains several lessons intended to help you with your Practitioner studies. W ell take a few moments to describe each in a little more detail. An Advanced PRINCE2 process model walkthrough
This lesson takes a detailed step-by-step look at what is considered by many, as the heart of the PRINCE2 method, the Process Model. The lesson looks at the processes, sub processes, inputs, outputs and main decision points which form the cornerstones of the PRINCE2 method. PRINCE2 Practitioner Simulations
Putting PRINCE2 in to practice is the subject here. This group of simulations shows how the method is applied in practical terms whilst testing your understanding. Based on a typical project scenario, this suite of six simulation based exercises is intended to test and extend your knowledge of PRINCE2 and to provide a level of understanding required to pass the Practitioner exam. The exercises are based on a variety of topics including PRINCE2 Processes, the preparation of a Business Case, Risk Analysis, Quality, Product Breakdown Structures and Product Descriptions. Each exercise is stand-alone, and once completed, provides useful feedback and pointers on further revision and study. Marking Up The Manual
This lesson explains how to highlight all the key PRINCE2 manual references. Key information becomes easier to find, making the best use of your time in the Practitioner exam. Practical Practitioner Exercises
This lesson consists of a suite of six exercises intended to test and extend your knowledge of PRINCE2 and to provide a level of understanding required to pass the Practitioner exam. The exercises are based on a variety of topics including PRINCE2 Processes, the preparation of a Business Case, Risk Analysis, Quality, Product Breakdown Structures and Product Descriptions. Each exercise is stand-alone, and once completed, provides useful feedback and pointers on further revision and study.
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Course Introduction 2
Practitioner Exam Technique
This lesson begins by outlining the PRINCE2 qualification structure and the awarding bodies and associated accrediting organizations. It goes on to take a detailed look at the make up of the Practitioner examination questions, the paper based documents used in the examination and provides practical guidance on how to approach and answer the Practitioner level examination questions. PRINCE2 Practitioner Exam Simulator
Weve also included a full electronic version of the PRINCE2 Practitioner exam plus two further mini exams to help familiarise you with the style and nature of the Practitioner exam. The Exam Simulator is timed and scored, just like the real exam, providing you with as near to exam conditions as possible.
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PRINCE2 Walkthrough
PRINCE2 Walkthrough Introduction
Welcome to this chronological walkthrough of a project managed using the PRINCE2 method. This lesson starts by introducing the major processes identified in PRINCE2. The second part of the walkthrough will cover the main management products input to and output from each of the processes. In a nutshell, this is a summary of the context diagrams of the sub processes in the PRINCE2 Manual. We call our map PRINCE2 on a Page! Although there is much more detail of the sub processes and the appropriate Management Products in the PRINCE2 manual, our process map is analogous to a jigsaw puzzle which could be printed on the front of the PRINCE2 Manual. It explains the individual pieces of the PRINCE2 method and how they link together as a composite picture when applied to running projects. This lesson also explains the symbols used on the process map and the significance of the colour scheme.
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PRINCE2 Walkthrough
An Advanced PRINCE2 process model walkthrough
2009 ILX Group plc
PRINCE2 Walkthrough
PRINCE2 Project Simulation Introduction

Welcome to the PRINCE2 Practitioner Simulation.
At the centre of this multifaceted simulation is a project scenario typical of those youll encounter in the PRINCE2 Practitioner examination. The scenario introduces you to an organisation intent on improving its operational efficiency and increasing its range of customer services. You will take the role of a consultant project manager hired to advise the organisation on its facilities project. The simulator also contains several complex activities on some key practitioner-level subject areas, including Business Case, Management of Risk, Organisation, Product Based Planning and Quality. Each activity is stand-alone and provides valuable feedback on your given answers. You should reference the scenario and any supporting documents whenever you see fit. Feel free to attempt the scenarios in any order.
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PRINCE2 Walkthrough
Project Scenario
Recent changes to the lending criteria of an international bank have made it financially advantageous for one of its customers to make some strategic changes. The organisation intends to reduce its dependency on overdraft and capital loans services, improve its operating efficiency and increase its range of customer services. Proposals by senior managers have resulted in a decision to use a programme to bring about these changes. Currently there are three projects in this programme: These are project 1 Accounts, project 2 Facilities and project 3 Staff. The objective of the Accounts project is the integration of the numerous accounting practices into one coherent process. This will use a software package now under development by an external software house. The Facilities project intends to bring about a reduction in the space utilisation and associated running costs by: o o o o constructing an extension to the North West branch building upgrading the facilities of the North West branch building transferring all operations and necessary staff to the North West branch and disposal of un-required assets
Finally the Staff project involved the assessment of the staffing needs of the organisation for the next five years. This project closed a few days ago having produced the confidential document known as Proposed Staffing Needs which was approved at the highest level.
You are a consultant Project Manager hired to advise the organisation on the second project Facilities. It is your responsibility to help the organisation use PRINCE2 as its preferred project management method. Several people have been trained to Foundation level and one has been successful at Practitioner level. However, most employees are unfamiliar with projects so you will need to mentor them in the best use of PRINCE2. Whilst discussing the situation with the Chief Executive you touched on the companys growth predictions. She indicated that although they are realistic in the current economic climate it would not take much for demand to rise sharply. The Project Mandate recommended that the project should be undertaken in three stages. Stage 1. This is the Initiation Stage for the development of the Project Initiation Document and the Stage Plan for Stage 2. Stage 2 this stage will include the following: o o o Upgrading the facilities at the North West branch. Inviting tenders from external construction companies for the extension to the North West branch and choosing the successful contractor. Obtaining market values for the South East branch building and putting the building up for sale.
Stage 3 this stage will include the following:
2009 ILX Group plc
PRINCE2 Walkthrough
o o o
Building the extension to the North West branch building. Moving all necessary staff and operations to the North West site. Closing the project.
Early estimates suggest that this project may take 15-18 months to complete.
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PRINCE2 Walkthrough
Exercise 1 Organisation Simulation

Summary Details of all Candidates
Angela Brown (Chief Executive) Ive benefited from the organisations growth over the past few years with promotion from Service Delivery Manager through Head of Operations to Chief Executive. I see it as my responsibility to ensure that the programme is a success so I can hand onto my successor a thriving and efficient organisation. Debbie Davies (Head of Finance) I joined the organisation a few months ago from a senior position in the finance sector and have been tasked with ensuring that the organisation spends every penny on projects and business as usual in the most cost effective way. George Goldman (Head of Services) Ive worked my way up from maintenance electrician and fully intend replacing Angela when she retires. This project is my chance to show what I can do and Ill push it through at all costs if need be. I fully understand the needs of external suppliers. Steven Chang (Head of Operations) After seven years in the job I have eventually got the Operations division into reasonable shape. I know its not perfect and changes are still required. I have fully researched the services we deliver and have formed some business based views on how we might improve them. Amrit Sond (Accountant) I enjoy my job and dont want promotion as I have huge domestic responsibilities. Nonetheless there are times in my day when I could undertake investigative type work. I really enjoy analysing the actual state of things and recommending appropriate courses of action especially in areas involving finance. Joe Simmons (Book-keeper) (A note handed to you by someone in Human Resources reads: Joe is likeable and enthusiastic but makes costly mistakes. He is too focused on becoming Head of Finance and thinks that his move from Mechanical Services was a promotion. He may not last long in the organisation!). Emily Duncan (Personal Assistant) Now that Ive organised Stevens office activities I have more time to devote to other aspects of the business which need someone to pay attention to detail. I would like to use the PRINCE2 understanding I gained on my Foundation course. Brian Hardman (Buildings Manager) Ive got over twenty years experience in building construction and maintenance. My company went into liquidation in the last downturn and I have decided to remain as an employed person. During the last five years in this position I have brought all the data on the buildings up to date. Jeff Wall (Mechanical Services) Im keen to be involved with the refurbishment of the buildings we have. My team of people has the whole range of technical skills necessary for refurbishment work but we may have to employ some contract staff at peak workload times. Monica Shapiro I headed up the work to update the data on the electrical services for Brian and can now confidently organise my staff to alter any of the facilities to meet future needs.
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PRINCE2 Walkthrough
2
Stacey Brewins (Service Designer) Ive designed all but one of the services we provide to clients. I know what our clients need and can translate that into proposals for service delivery. I have an impressive background in project work, have been released from the technical work of the organisation and recently passed my PRINCE2 Practitioner exam. Michael Hanes (Service Delivery Manager) Ive made some improvements to the North West (NW) branch over the last few months and have made it the most efficient part of Service Delivery. We could do better but that would need some amalgamations with all that implies. Richard Gamble (Service Delivery Manager) I look after the South East (SE) branch but dont agree with all the paperwork imposed on me. I take a few short cuts but I get the work done. I usually answer to my nickname Risk.
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PRINCE2 Walkthrough
Exercise 2 Business Case Simulation

Interview Transcript
Interviewer
Hi Angela, Its good of you to take the time to tell us about your vision for the company, especially your views on the Facilities Rationalisation project which is just getting underway. Thank you. As you know this project is part of a programme of initiatives I have sponsored to ensure that we are well placed to take advantage of the market over the next seven years. We have just completed a study into the possible ways we could move forward. One of the major problems facing us has been the time and money incurred between our two north west sites. It doesnt seem to matter where you were located; the person you needed to talk to always seemed to be in the other building. Additionally, the cost of running two buildings has escalated significantly in the last two years.
Angela
Interviewer
Indeed Ive noticed that extra travelling time myself it can be very frustrating. Are there any other drivers for this initiative? Oh, yes. We have recently concluded a project looki ng at staffing needs and the consolidation of the accounts package will bring significant advantages. Can we be assured that redundancies are not part of the proposals? Oh yes, whilst there are significant advantages to be gained if we implement the recommendations of the staffing project, redundancies are not part of the equation. How much do you think the project will cost? Well its difficult to estimate it exactly at this stage, but we estimate building costs at 1,000 per square metre and were allowing for a 4,000 square metre extension, which will cater for 400 people. Thats 200 staff from the satellite building and al lows for expansion in the future. So were allowing a total of 4m in the budget. I can see the rationale in that, but it seems like a lot of money. Did you consider any other solutions? Yes. The study considered a number of things. Firstly, moving location altogether, but as we own both the buildings this seemed excessively costly and very disruptive for staff. Secondly we considered staying as we were, but re-organising into different work streams. However as we are a matrix type of organisation this seemed a backward step. Or, by extending, we can co-locate all the staff for a modest investment in the building and sell off the satellite site. This provides us with cost savings almost from day one. This was documented as our preferred option.
Angela
Interviewer Angela
Interviewer Angela
Interviewer
Angela
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PRINCE2 Walkthrough
We costed out a further option which was do nothing. This ensured that the 2 selected option was both cost effective and offered value for money. Interviewer Angela So when do you expect the extension to be ready? Assuming that the planning permission goes to plan in the next 4 months, Im hoping that the build will be completed in 12 months and weve allowed a couple of months for moving and finalising the extension. So a total of 18 months. So how have you justified this expenditure to the board? Well there are a number of things I reported. The consolidation of the accounts software will only cost 250,000 and we shall save approximately 100,000 p.a. in reconciliation activities. This includes the time wasted by my Accounts team. Most importantly we will save 250,000 per annum on rent and rates. We expect to realise 2.5m from the sale of the satellite building and the savings on expenses should amount to about 25,000 per annum. Saved time by integrating the work of both offices amounts to another 50,000 per annum, so we expect to get payback within 5 years. Additionally, the general improvement in staff morale will provide a number of benefits to us. Interviewer I understand that we are using PRINCE2. Will that ensure we deliver on time and on budget? Itll certainly help. Assuming that everything goes to plan then well be spot on. However, whilst the extension is relatively problem free we could have difficulties with selling the old site and it is very important that we address the communication with the staff so that they integrate and enjoy the new premises. How do you propose to address these issues? This interview is the first of a series of communication initiatives. We also intend to run a series of road shows that we hope all staff will attend to keep everyone informed of project progress and will encourage feedback from the staff. Thank you for your time Angela. Thank you.
Interviewer Angela
Angela
Interviewer Angela
Interviewer Angela
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PRINCE2 Walkthrough
Exercise 3 Product Based Planning Simulation

Planning Workshop Transcript
Stacey
Welcome to this project planning workshop. As you know Im the project manager and Id like to discuss the requirements for the project with a view to establishing a product breakdown structure and flow diagram. Before we start, Emily will take notes and just to make sure she knows who you all are can we just have a roll call for Emily, just for the record?
Brian
Hi Im Brian Hardman and my responsibility is to provide Assurance to George Goldman, the Senior Supplier. Jeff Wall, Team Manager for the mechanical side of things. Hello, Im Monica, Team Manager for electrical services. Mike Hanes, Service Delivery Manager, doing assurance for the Senior User. This is all a bit new to me Stacey, could you just explain what you mean by a Breakdown Structure? No problem Mike. All I want to achieve today is to generate a li st of products or deliverables that we need to create in order to complete the project. Its a first pass to help us identify the scope of the project and the work involved. Because were dealing with products we call it a product breakdown structure and its basically a structured list of things to make, build or buy in. Whats the Flow diagram? This is like a network of activities in MSProject, except that its a network of products. It shows the order that well develop the products. Thanks Stacey, thats cleared it up for me. How are we going to go about it then? Id like you just to think about the project for a few minutes and then shout out your products and Ill draw them up on the flipchart. TIME PASSES
Jeff Monica Michael
Stacey
Monica Stacey
Michael Stacey
Jeff
I guess the first thing will be getting the plans sorted out and then therell be planning permission. Yes, and then theres all the decorating to sort out. What do you think that will entail? Well last time we had a dcor plan. I need to make sure we get the right furniture items flat-pack desks, chairs and storage units for example. And the carpets need to tie in with the colour scheme. Therell have to be a contract and that means an Invitation to Tender, we call it an ITT. Well have to evaluate the replies. The Contracts Manager normally does that.
Monica Stacey Michael
Jeff
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PRINCE2 Walkthrough
Monica Michael Stacey
Ill need to get all the IT sorted out, Cables, PCs, Printers and the Servers.
Yes, thats very important. My lot will want to get involved in the testing. Dont forget the building works. Therell be foundations for a start, walls and the roof of course. What about the old building, isnt that being sold? Yes, quite right, Angela wants it sold so well have to place an advert and get an agreed sale. Then when its all done we can move the staff so well need a contract with a removal company. Thanks for that everybody, I think weve gone as far as we can for now. Perhaps youll be thinking about the risks opportunities and threats please before our next meeting. Emily will get this written up and out to you by close of play today. Bye for now. Bye everybody, see you later.
Emily Michael
Stacey
Jeff Monica Michael Emily
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2009 ILX Group plc
Product Breakdown Structure
New Building
Sample Product Breakdown Structure
Furniture / Flooring Group Infrastructure Group Sale Group
IT Group
Plans
ITT
Contract
Walls
Roof
Foundations
PCs
Printers Servers
Cables
Planning Permission Replies
PRINCE2 Walkthrough
Carpets & Flooring Dcor Plan
Desks
Chairs Storage
Advert
Agreed Sale
Removal Contract
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3 2
PRINCE2 Project Simulation
Sample Product Flow Diagram
Product Flow Diagram

ITT Replie s Contract Foundations Walls Roof
Planning Permission
Printers
Dcor plan
Plans
Carpets & Flooring

Chairs
Cables
PCs
Servers
Desks
New Building
Advert Storage Units
Removal Contract
Agreed Sale
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Exercise 4 Management of Risk Simulation

Communication Transcript
Communications to Stacey No.

1
Method
Phone
Detail
Hi Stacey. Just a thought. There may be some objections to the planning application causing a delay to the project.
From
Brian Hardman
Email
Dear Stacey. For your information. Due to the fall in property prices the sale of the old building has been postponed. Regards Angela
Angela (CEO)
Email
Hi Stacey, There may be problems with the foundation work for the extension resulting in delays and additional costs. Brian Hardman
Brian Hardman
Phone
Hello Stacey, its Michael Hanes here. I was thinking about the buildings project and it occurred to me that the staff may not actually like the dcor plan.
Michael Hanes
Email
Dear Stacey, I had a meeting earlier today with some of the staff representatives. I thought I should let you know that the Unions are unhappy about the proposed move. This is something that we will have to address. Let me know your thoughts. Regards Michael We have discovered that the IT system hasnt enough capacity to cater for the additional users.
Michael Hanes
Meeting
Monica Shapiro
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Phone
Hi Stacey, Mike here. Following on from my earlier email and the meeting I had with the staff representatives Well, have we considered involving the staff in discussions about the new extension they might have some good ideas. Id appreciate your thoughts.
Michael Hanes
Email
Dear Stacey, I hope all is going well for you on the building extension project. If the cost savings have been exaggerated the project will not pay for itself as suggested in the Business Case. This will need to be considered. Best Regards Angela
Angela (CEO)
Meeting
The staff from the other building may not integrate and morale will suffer.
Mike Hanes
10
Email
Hi Stacey, Ive just been informed that the structural engineers have found a problem with the architects proposal. It concerns the access route into the extension. Could you get back to me when its convenient? Thanks Brian.
Brian Hardman
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Risk Parameters
Parameters for probability and impact have been identified as follows:

Low not very likely to happen Medium it has a 50/50 chance of happening High very likely to happen Low less than 3 weeks delay Medium 3 to 7 weeks delay High more than 7 weeks delay Low increase less than 10% in cost Medium 10 - 20% increase in cost High more than 20% increase in cost Low benefits reduced by less than 5% Medium benefits reduced by 5 - 10% High benefits reduced by more than 10%
Probability:
Impact on Time:
Impact on Cost:
Impact on benefit:
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Exercise 5 Quality in a Project Environment Simulation

Meeting Transcript Hi, Claire. Thanks for coming in this morning. No problem Stacey. Were really looking forward to this job. I just want to make sure we get it right first time and that youre pleased with the result. Thats great. Were starting the planning of the project and one of the most important things that PRINCE2 suggests we do is write Product Descriptions for each of the products were having delivered. One of the key aspects of each description is the quality criteria as this makes sure that what we get is what we wanted. Hence our meeting as I want to produce a Description for the Dcor Plan, which is something that you will be doing for us. Sounds great to me. It sounds like itll save a lot of confusion to-ing and fro-ing between me and you as I try to get to grips with what you want. How can I help? Well I know that the reason for having a dcor plan is to make sure we can sign off your designs before you start work, but how does it help you? Well, itll make sure that I know what colours are going where and Ill be able to order the right amount of materials, which should keep the costs to a minimum. Thats great. Im assuming that the architect will tell you what the colours will be? Thats correct. It would also be useful if he were to provide a set of drawings showing the relationships between the colours. Is there anything else that would be useful? Yes, it would be useful to have a list of RAL colours and swatches so you can see exactly what the colours will look like. An artists impression of the main areas would also be good for you too. Okay, lets include those as well, although I guess we could do without the artists impression. Where will you get them from? The RAL numbers and artists impression from the architect, and Ill provide the swatches. When will you have completed the dcor plan Claire? It wont take me any longer than three weeks from now.
Stacey Claire
Stacey
Claire
Stacey
Claire
Stacey Claire
Stacey Claire
Stacey
Claire
Stacey Claire
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Stacey
Thats good news itll have to be in the standard format. How will we know that youve done it properly then Claire? Well Im hoping that the architect will check it and also your Senior User and maybe some of the people within the departments. Thats what usually happens with my clients and it makes sure that the end users have bought into the scheme. I guess theyll have to check that youve included everything and that the colours are correct. Well use the quality review technique for this, I think. Sounds good to me! Well, if thats all Ill be getting along Ill hear from you in a couple of days then? Yes you will. Thanks for your time.
Claire
Stacey
Claire
Stacey
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Marking Up a PRINCE2 Manual
Marking Up the PRINCE2 Manual
Marking up Exercise - Table of Contents
Overview: PRINCE2 manual chapter Chapter 1 Chapter 2 Chapter 3 Chapter 4 Chapter 5 Chapter 6 Chapter 7 Chapter 8 Chapter 9 Chapter 10 Chapter 11 Chapter 12 Chapter 13 Chapter 14 Chapter 15 Chapter 16 Chapter 17 Chapter 18 Chapter 19 Appendix A Appendix C
Introduction to the exercise Chapter title P2 manual page number 3 11 17 21 31 47 61 77 91 101 113 121 135 149 167 185 193 205 215 235 269
24 Resource book page number 25 26 28 28 30 33 35 38 41 42 45 45 47 49 51 53 54 55 56 56 57
Introduction Principles Introduction to PRINCE2 Themes Business Case Organization Quality Plans Risk Change Progress Introduction to processes Starting up a Project Directing a Project Initiating a Project Controlling a Stage Managing Product Delivery Managing a Stage Boundary Closing a Project Tailoring PRINCE2 to the project environment Product Description Outlines Roles and responsibilities
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Overview:
This document has been compiled to provide students who are using the ILX Group Computer based Training or On-line Study programme to gain the PRINCE2 Foundation qualification or in preparation for the PRINCE2 Practitioner Exam. The purpose of the document is to provide students with an insight into the PRINCE2 manual and to identify many of the key statements in the manual; it also serves as an exercise for those going on to the Practitioner Exam to break them out of the CBT and into the manual. Candidates may take a copy of the PRINCE2 manual into the Practitioner examination. If students are not familiar with the contents of the manual, valuable time may be lost, trying to find the appropriate information during the exam. Highlighting the manual will act as a reference to key statements and areas of the manual that are required for the Practitioner paper. Task: Work through the exercise reading and highlighting the PRINCE2 manual as suggested, annotating the margin with any notes you feel will assist you. Hint: It is suggested that the student refers to the e-learning material on a section at a time basis, and then refers to the manual and highlights the appropriate elements as suggested. This will help to emphasise the context of the information and, through reading the supporting text, facilitate further learning, familiarisation and appreciation of the PRINCE2 method. Many of the suggested highlighted sections of the manual relate directly to Foundation Exam questions. In many cases, the context of the statement to be highlighted has been left deliberately vague in this document. This is to ensure that the student reads and understands the full text involved and also reads the text associated with the highlighted element. It is suggested that, prior to undertaking the e-learning Foundation course and highlighting exercise, the manual chapters should be tabbed up for ease of reference this will be especially useful when progressing to the Practitioner Exam. Walk Through Example: The PRINCE2 manual is a bound guide, although the table of contents is very comprehensive, we have found that students who put tabs into the manual can find their way round much quicker. E.g. using small post-it-notes adding one per Process and one per Theme along the long edge, and one for the Tailoring chapter and Appendices along the short edge. Now, with a highlighter and pencil work through the exercise below. Materials Required: Highlighter Pen, Pencil/pen, small post-it-notes PRINCE2 Manual. Time Required: Approx 4-5 hours in total. It should be noted that the highlighting exercise is intended as a revision aide, and should not in itself be considered as a guide to passing either of the PRINCE2 exams. It should be used in conjunction with other learning materials to provide an all round learning experience.
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CHAPTER 1 INTRODUCTION
Page
Section Heading
S P B D H TB TB S B B B B B TB S D B P B D B B H S B
Sentence beginning Paragraph beginning Bullets Diagram Heading Text Box A project is a temporary organization.. There are a number of Change Temporary Cross functional Unique Uncertainty Project management is the planning .. There are six variables involved .. Project Management Headings only : Costs, Timescales, Quality, Scope, Risk, Benefits It is not intended (or possible) Headings only : Specialist aspects, Detailed techniques, Leadership Capability OGC best-practice guidance Detailed techniques Leadership capability BENEFITS OF PRINCE 2 Before introducing the structure of the All fourteen bullet points
NOTES
3 3 3 3 3 4 4 4 4 5 5 6 6/7 6 7 7 7 7 7
1.3 1.3 1.3 1.3 1.3 1.3 1.3 1.4 1.5.2 1.1 1.5.2 1.6.1 1.6.1 1.3 1.6.1 1.6.1 1.7 1.7 1.7
Word only Word only Words only Word only Word only
Words only
Words only Words only
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CHAPTER 2 PRINCIPLES Page Section Heading S P B D H TB S B S B TB S B P S TB S B B B S TB P S B B B TB S S S B S TB P B B Sentence beginning Paragraph beginning Bullets Diagram Heading Text Box Principles are characterized as: All three bullet points The seven PRINCE2 principles can be summarised as: All seven bullet points A PRINCE2 project .. A requirement for a PRINCE2 project .. All three bullet points In PRINCE2, the justification If, for whatever reason, the project .. PRINCE2 project teams learn .. In PRINCE2, learning from When starting a project As the project progresses As the project closes It is the responsibility A PRINCE2 project .. To be successful, projects must have an All projects have the following primary Business sponsors Users Suppliers A PRINCE2 project is planned .. At the end of each stage, Planning can only be done to a level PRINCE2 overcomes the planning All three bullet points PRINCE2 requires there to be a minimum of A PRINCE2 project has defined tolerances .. PRINCE2 enables appropriate governance .. Delegating authority from one management .. Time, Cost, Quality, Scope, Risk, Benefit Headings of bullet points Words only Word only Word only Words only Words only Words only NOTES
11 11 11 11 11 11 11 11 11 12 12 12 12 12 12 12 12 12 12 12 12 13 13 13 13 13 13 13 13 13 13
2 2 2 2 2.1 2.1 2.1 2.1 2.1 2.2 2.2 2.2 2.2 2.2 2.2 2.3 2.3 2.3 2.3 2.3 2.3 2.4 2.4 2.4 2.4 2.4 2.4 2.5 2.5 2.5 2.5
CHAPTER 2 PRINCIPLES (continued)
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Page
Section Heading
S P B D H TB B B TB S S P TB S S S B S P
Sentence beginning Paragraph beginning Bullets Diagram Heading Text Box Setting up controls Putting an assurance mechanism in place A PRINCE2 project focuses on A successful project is output-oriented .. The purpose of a project is to fulfil The product focus supports almost PRINCE2 is tailored to suit .. The value of PRINCE2 is that If PRINCE2 is not tailored, it is unlikely The purpose of tailoring is to: Both bullet points Tailoring requires the Project Manager To ensure that all those people involved ..
NOTES
13 13 14 14 14 14 14 14 14 14 14 14 14
2.5 2.5 2.6 2.6 2.6 2.6 2.7 2.7 2.7 2.7 2.7 2.7 2.7
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CHAPTER 3 INTRODUCTION TO PRINCE2 THEMES Page Section Heading S P B D H TB S S D D D Sentence beginning Paragraph beginning Bullets Diagram Heading Text Box The PRINCE2 themes describe aspects .. The PRINCE2 processes address The PRINCE2 themes Themes: Business Case to Progress Answers: Why to Should we carry on? All Theme headings All Answer headings NOTES
17 17 17 17 17
3.1 3.1 3.1 3.1 3.1
CHAPTER 4 BUSINESS CASE Page Section Heading S P B D H TB TB S P S S P P P B S D P S D S S S S B S Sentence beginning Paragraph beginning Bullets Diagram Heading Text Box The purpose of the Business .. It is a PRINCE2 principle The business justification is The reasons for undertaking This is based on whether the project The Senior User(s) is responsible .. In PRINCE2, the Business Case is .. Since this viability question .. All three bullet points The reasons for undertaking projects . Relationship between outputs, outcomes and benefits In PRINCE2, the Business Case In PRINCE2 the Executive The development path of the Business Case If not, then the Project Due to the inputs The Business Case drives To drive the decision making .. All eight bullet points It is the responsibility of the Executive NOTES
21 21 21 21 21 21 21 21 21 22 22 22 22 23 23 23 23 23 23 23
4.1 4.1 4.1 4.1 4.1 4.1 4.1 4.2.1 4.2.2 4.2.3 4.1 4.3 4.3.1 4.2 4.3.1 4.3.1 4.3.2 4.3.2 4.3.2 4.3.2
CHAPTER 4 BUSINESS CASE (continued)
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Page
Section Heading
S P B D H TB S B S S S S S B H S H B H S P B S B H S H S B H H H TB D
Sentence beginning Paragraph beginning Bullets Diagram Heading Text Box The approach to confirming benefits is to: All four bullet points By default, the Executive is responsible The Benefits Review Plan is first created The benefits that can be measured during The post-project benefits review(s) will It typically contains: All nine bullet points Reasons The Business Case should explain .. Business options All three bullet points Expected benefits The Business Case should list each Benefits can be financial and non-financial All five bullet points If the project includes benefits that cannot .. All three bullet points Expected dis-benefits A dis-benefit is an Timescale Corporate and/or programme All five bullet points Costs Investment appraisal Major risks Investment appraisal techniques Responsibilities relevant to the Business Case
NOTES
24 24 24 24 24 25 25 25 25 25 25 25 25 25 25 25 26 26 26 26 26 26 26 26 27 27 27 28
4.3.3 4.3.3 4.3.3 4.3.3 4.3.3 4.3.3 4.3.4 4.3.4 4.3.4.1 4.3.4.1 4.3.4.2 4.3.4.2 4.3.4.3 4.3.4.3 4.3.4.3 4.3.4.3 4.3.4.3 4.3.4.3 4.3.4.4 4.3.4.4 4.3.4.5 4.3.4.5 4.3.4.5 4.3.4.6 4.3.4.7 4.3.4.8 4.4 4.1
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CHAPTER 5 - ORGANIZATION Page Section Heading S P B D H TB TB S P S B H S S S S H S D B B B S H S D B B B D B H S S S S B 5.3.2.1 5.3.2.1 5.3.2.1 5.3.2.1 5.3.2.1 5.3.2.1 Sentence beginning Paragraph beginning Bullets Diagram Heading Text Box The purpose of the Organization theme .. PRINCE2 is based on a customer/supplier .. One of the principles of PRINCE2 is A successful project management All four bullet points Project PRINCE2 defines a project as A project which forms part of In order to be flexible It defines roles, each . Three project interests Figure 5.1 shows the three primary interests.. The three project interests Business User Supplier Customer can usually be interpreted Levels of organization The project management structure has The four levels of management within the project management structure Corporate or programme management Directing Managing Project management team structure Delivering Project management team structure A project management team is a temporary structure The Executive (representing the Some of the PRINCE2 responsibilities .. For example: Highlight both bullet points Highlight heading Highlight heading Highlight heading Highlight heading Highlight heading Highlight heading Highlight heading NOTES
31 31 31 31 31 31 31 31 31 31 31 32 32 32 32 32 32 32 32/ 33 33 33 33 33 33 34 34 34 34 34 34 34
5.1 5.1 5.1 5.1 5.1 5.2.1 5.2.1 5.2.2 5.2.4 5.2.4 5.2.5 5.2.5 5.1 5.2.5 5.2.5 5.2.5 5.2.5 5.3.1 5.3.1 5.2 5.3.1 5.3.1 5.3.1 5.3 5.3.1
CHAPTER 5 ORGANIZATION (continued)
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Page
Section Heading
S P B D H TB S S B S B B B B S H S S S H P S P H S S S H S S B D H S S D H P
Sentence beginning Paragraph beginning Bullets Diagram Heading Text Box PRINCE2 provides role description outlines PRINCE2 defines the duties All eight bullet points A good Project Board should Authority Credibility Ability to delegate Availability The frequency and detail Executive Although the Project Board is responsible .. The Executives role is to ensure Throughout the project, the . Senior User The Senior User(s) is responsible for specifying .. The Senior User role commits user The Senior User(s) specifies the benefits and is held Senior Supplier The Senior Supplier(s) represents the interests .. If necessary, more than one person Project Board members are responsible Change Authority One consideration at project initiation To facilitate this, the Project Board All four bullet points Possible reporting structure using user and supplier groups Project Manager The Project Manager is the single focus The Project Manager manages the Team Managers The many facets of the Project Manager role Team Manager The Team Managers primary responsibility ..
NOTES
34 34 34 34 34 35 35 35 35 35 35 35 35 35 35 35 35 35 35 36 36 36 36 36 36 37 38 38 38 38 38 38
5.3.2.1 5.3.2.2 5.3.2.2 5.3.2.2 5.3.2.2 5.3.2.2 5.3.2.2 5.3.2.2 5.3.2.2 5.3.2.2 5.3.2.2 5.3.2.2 5.3.2.2 5.3.2.2 5.3.2.2 5.3.2.2 5.3.2.2 5.3.2.2 5.3.2.2 5.3.2.2 5.3.2.3 5.3.2.4 5.3.2.4 5.3.2.4 5.3.2.4 5.4 5.3.2.6 5.3.2.6 5.3.2.6 5.5 5.3.2.7 5.3.2.7
Word only Word only Words only Word only
CHAPTER 5 ORGANIZATION (continued)
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NOTES
Page
Section Heading
S P B D H TB S S S H S S S H H H H H H H S S B H H P B H S H S D
Sentence beginning Paragraph beginning Bullets Diagram Heading Text Box The Team Manager role may be assigned to the Project Manager Among these are the size of the project If the Team Manager comes from Project Support Project Support is the responsibility .. It is important to stress that the role of Project Project Support and Project Assurance roles Working with the project team Balancing the project, team and individual Training needs for project teams Part-time teams Working with the corporate organization Line management/functional management Centre of excellence The concept of a centre of excellence is that .. A centre of excellence can be useful where : All four bullet points Working with stakeholders Types of stakeholder There are likely to be individuals or groups .. All four bullet points Stakeholder engagement Stakeholder engagement is the process of .. The Communication Management Strategy The Communication Management Strategy contains Responsibilities relevant to the Organization theme
38 38 39 39 39 39 39 39 39 40 40 40 40 41 41 41 41 41 41 41 41 41 41 42 42 43
5.3.2.7 5.3.2.7 5.3.2.7 5.3.2.8 5.3.2.8 5.3.2.8 5.3.2.8 5.3.3 5.3.3.1 5.3.3.2 5.3.3.3 5.3.4 5.3.4.1 5.3.4.2 5.3.4.2 5.3.4.2 5.3.4.2 5.3.5 5.3.5.1 5.3.5.1 5.3.5.1 5.3.5.2 5.3.5.2 5.3.5.3 5.3.5.3 5.1
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CHAPTER 6 - QUALITY Page Section Heading S P B D H TB TB S B H H P H S H S H P H S B S S S B S D S B S D H S B B B S B H Sentence beginning Paragraph beginning Bullets Diagram Heading Text Box The purpose of the The Quality theme defines .. Both bullet points QUALITY DEFINED Quality Quality is generally defined as Scope The scope of a plan is Quality management and quality management systems Quality management is defined . Quality planning To control anything, including quality .. Quality control Quality control focuses on the Both bullet points Quality assurance provides a check .. Quality assurance activities are outside the The term quality assurance .. Both bullet points Quality assurance should not be confused The relationship between Project Assurance and quality assurance However, Project Assurance and.. All three bullet points The first two of these are covered .. The quality audit trail Quality planning The purpose of quality planning Project Board agreement Communicating Control Quality planning comprises: All six bullet points The customers quality expectations Words only Word only Word only NOTES
47 47 47 47 47 47 47 47 47 47 48 48 48 48 48 48 48 48 48 48/49 48 49 49 49 49 50 50 50 50 50 50 50 50
6.1 6.1 6.1 6.2 6.2.1 6.2.1 6.2.2 6.2.2 6.2.3 6.2.3 6.2.4 6.2.4 6.2.5 6.2.5 6.2.5 6.2.6 6.2.6 6.2.6 6.2.6 6.2.6 6.1 6.2.6 6.3 6.3 6.1 6,3,1 6.3.1 6.3.1 6.3.1 6.3.1 6.3.1 6.3.1 6.3.1.1
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CHAPTER 6 QUALITY (continued) Page Section Heading S P B D H TB S B H S P TB H S B H S S H P P S H S H S H S H S B H P D H S B H B Sentence beginning Paragraph beginning Bullets Diagram Heading Text Box To avoid misinterpretations All three bullet points Acceptance criteria The projects acceptance criteria .. Acceptance criteria should be .. Example of a prioritization technique MoSCoW The Project Product Description The Project Product Description includes: All five bullet points The Quality Management Strategy The Quality Management Strategy is prepared .. The Quality Management Strategy is maintained, subject .. Product Descriptions Once detailed planning gets underway, .. The level of detail in a Product Description .. Care should be taken not to write .. Quality criteria The quality criteria should be of sufficient Quality tolerances Quality tolerances for a product can be Quality methods The quality methods section of the Product .. Quality responsibilities The responsibilities will fall Highlight headings in all three bullet points The Quality Register The Quality Register is effectively a diary Example of a Quality Register Quality control Quality control comprises: All three bullet points Quality methods In-process methods Bold heading only This heading only NOTES
50 50 51 51 51 51 51 51 51 52 52 52 52 52 52 52 52 52 52 52 53 53 53 53 53 53 53 53 54 54 54 54 54
6.3.1.1 6.3.1.1 6.3.1.2 6.3.1.2 6.3.1.2 6.3.2.1 6.3.1.3 6.3.1.3 6.3.1.3 6.3.1.4 6.3.1.4 6.3.1.4 6.3.1.5 6.3.1.5 6.3.1.5 6.3.1.5 6.3.1.5 6.3.1.5 6.3.1.5 6.3.1.5 6.3.1.5 6.3.1.5 6.3.1.5 6.3.1.5 6.3.1.5 6.3.1.6 6.3.1.6 6.2 6.3.2 6.3.2 6.3.2 6.3.2.1 6.3.2.1
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CHAPTER 6 QUALITY (continued) Page Section Heading S P B D H TB B S B TB TB P S H H H H H H H S B H P H S S S D Sentence beginning Paragraph beginning Bullets Diagram Heading Text Box Appraisal methods A systematic but flexible All three bullet points All text box contents All text box contents The formal approval of a product .. The PRINCE2 quality review Stakeholder engagement Leadership Team Building Developing individuals Quality documentation Quality culture Quality records The records support entries in the Quality All five bullet points Approval records While quality records provide Acceptance records But during the Closing a Project process PRINCE2 uses the term acceptance to Acceptance may be qualified, and documented . Responsibilities relevant to the Quality theme Bold heading only Bold heading only Bold heading only Bold heading only Bold heading only Bold heading only NOTES
54 54 54 55 56 56 56 56 56 57 57 57 57 57 57 57 57 57 57 57 57 57 58
6.3.2.1 6.3.2.1 6.3.2.1 6.3.2.1 6.3.2.1 6.3.2.1 6.3.2.1 6.3.2.1 6.3.2.1 6.3.2.1 6.3.2.1 6.3.2.1 6.4.2.1 6.3.2.2 6.3.2.2 6.3.2.2 6.3.2.3 6.3.2.3 6.3.2.4 6.3.2.4 6.3.2.4 6.3.2.4 6.3
Bold heading only
CHAPTER 7 PLANS Page Section Heading S P B D H TB TB S B H Sentence beginning Paragraph beginning Bullets Diagram Heading Text Box The purpose of the .. Planning provides all personnel involved All four bullet points What is a plan? NOTES
61 61 61 61
7.1 7.1 7.1 7.2.1
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CHAPTER 7 PLANS (continued) Page Section Heading S P B D H TB P P H S H S D S S S P H S B H S S B H P S S H P P S D P H H S B H S Sentence beginning Paragraph beginning Bullets Diagram Heading Text Box A PRINCE2 plan is more comprehensive Plans are the backbone of the management .. What is planning? Planning is the act or process of Levels of plan PRINCE2 recommends three levels of plan .. PRINCE2s planning levels The Project Plan is created .. The Initiation Stage Plan is created Team Plans are created The only other plan in PRINCE2 is .. The Project Plan The Project Plan: All three bullet points Stage Plans The stage plan is similar .. This approach allows the Stage Plan to: All three bullet points Team Plans A Team Plan is produced Team Plans are optional; PRINCE2 does not prescribe the format .. Exception Plans An Exception Plan is a plan prepared .. If a Stage Plan is being replaced, this .. It picks up from the current plan .. The PRINCE2 approach to plans The philosophy behind Prerequisites for planning design the plan Define and analyse the products The benefits of product-based planning include: All eight bullet points Create the product breakdown structure When creating a product breakdown structure.. These words only NOTES
61 61 61 61 61 61 62 62 62 62 62 62 62 62 62 62 62 62 62 62 62 63 63 63 63 63 63 64 64 64 65 65 65 65
7.2.1 7.2.1 7.2.2 7.2.2 7.2.3 7.2.3 7.1 7.2.3 7.2.3 7.2.3 7.2.3 7.2.4 7.2.4 7.2.4 7.2.5 7.2.5 7.2.5 7.2.5 7.2.6 7.2.6 7.2.6 7.2.6 7.2.7 7.2.7 7.2.7 7.2.7 7.2 7.3.1 7.3.2 7.3.3 7.3.3 7.3.3 7.3.3.2 7.3.3.2
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CHAPTER 7 PLANS (continued) Page Section Heading S P B D H TB B B B B B B H P B B B B B B B H P S B H H S B H S B TB H S B TB H H S Sentence beginning Paragraph beginning Bullets Diagram Heading Text Box First two bullets Fourth bullet starting It is useful .. When using product-based When presenting the product .. If the project is broken down .. In some cases, the organizations .. Write the Product Descriptions A Product Description is required Product Descriptions should be written . A Product Description should be baselined . Although the responsibility Successful Product Descriptions If a detailed requirements specification For a small project Quality criteria, aimed at Create the product flow diagram A product flow diagram needs to When creating a product flow diagram .. All four bullet points Identify activities and dependencies Activities There are several ways .. Both bullet points Dependencies External dependencies may, for example, be All three bullet points Examples of estimating techniques Prepare estimates A decision about how much time Both bullet points Basic rules for estimating Prepare the schedule Define activity sequence Identifying a plans critical path .. All points First sentence of bullet First sentence of bullet First sentence of bullet First sentence of bullet First sentence of bullet First sentence of bullet First two sentences only First sentence of bullet First two sentences only First sentence of bullet First sentence of bullet NOTES
65 65 66 66 66 66 66 66 66 66 66 66 66 67 67 67 67 67 67 67 67 67 67 67 67 67 68 68 68 68 68/69 69 69 69
7.3.3.2 7.3.3.2 7.3.3.2 7.3.3.2 7.3.3.2 7.3.3.2 7.3.3.3 7.3.3.3 7.3.3.3 7.3.3.3 7.3.3.3 7.3.3.3 7.3.3.3 7.3.3.3 7.3.3.3 7.3.3.4 7.3.3.4 7.3.3.4 7.3.3.4 7.3.4 7.3.4.1 7.3.4.1 7.3.4.1 7.3.4.2 7.3.4.2 7.3.4.2 7.3.4.2 7.3.5 7.3.5 7.3.5 7.3.5 7.3.6 7.3.6.1 7.3.6.1
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CHAPTER 7 PLANS (continued) Page Section Heading S P B D H TB B D H H H TB H H H S B S H H TB TB H D Sentence beginning Paragraph beginning Bullets Diagram Heading Text Box Both bullet points Simple activity-on-node diagram Assess resource availability Assign resources Level resource usage The critical chain technique Agree control points Define milestones Calculate total resource requirements and costs The budget should include: All four bullet points The use of risk budgets and Present the schedule Analyse the risks Examples of presentation formats for the schedule Examples of planning risks Document the plan Responsibilities relevant to the Plans theme NOTES
69 69 70 70 70 70 70 70 71 71 71 71 71 71 71 72 72 73
7.3.6.1 7.4 7.3.6.2 7.3.6.3 7.3.6.4 7.3.6.4 7.3.6.5 7.3.6.6 7.3.6.7 7.3.6.7 7.3.6.7 7.3.6.7 7.3.6.8 7.3.7 7.3.7 7.3.7 7.3.8 7.1
CHAPTER 8 RISK Page Section Heading S P B D H TB H TB H S B B H S S Sentence beginning Paragraph beginning Bullets Diagram Heading Text Box PURPOSE The purpose of the Risk .. What is a risk? A risk is an uncertain event .. Threat Opportunity What is risk management? The term risk management .. For risk management to be Word only Word only NOTES
77 77 77 77 77 77 77 77 77
8.1 8.1 8.2.1 8.2.1 8.2.1 8.2.1 8.2.3 8.2.3 8.2.3
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CHAPTER 8 RISK (continued) Page Section Heading S P B D H TB B B B D B B B P H B H B S B S B S B TB H B S B B B H H TB S B TB H D D Sentence beginning Paragraph beginning Bullets Diagram Heading Text Box Identified Assessed Controlled Organizational perspectives All nine bullet points An organizations risk management policy should An organizations risk management process .. A key decision that needs to be recorded Risk Register All eleven bullet points Risk management procedure All five bullet points The following will have an influence All seven bullet points The Risk Management Strategy will include .. All twelve bullet points Early warning indicators could include .. All eight bullet points Risk identification techniques Identify risks All three bullet points A useful way of expressing risk .. Risk cause Risk event Risk effect Assess Estimate Risk estimation techniques PRINCE2 recommends that the following .. All four bullet points Risk evaluation techniques Plan Probability impact grid Summary risk profile Words only Words only Words only First sentence only First sentence only NOTES
77 77 77 78 78 78 78 79 79 79 79 79 80 80 80 80 80 80 81 81 81 81 81 81 81 82 82 82/83 83 83 83 83 84 84
8.2.3 8.2.3 8.2.3 8.1 8.3.1 8.3.2 8.3.2 8.3.3 8.3.4 8.3.4 8.3.5 8.3.5 8.3.5.1 8.3.5.1 8.3.5.1 8.3.5.1 8.3.5.1 8.3.5.1 8.3.5.1 8.3.5.1 8.3.5.1 8.3.5.1 8.3.5.1 8.3.5.1 8.3.5.1 8.3.5.2 8.3.5.2 8.3.5.2 8.3.5.2 8.3.5.2 8.3.5.2 8.3.5.3 8.5 8.6
Word only Word only Word only
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CHAPTER 8 RISK (continued) Page Section Heading S P B D H TB D H B B D D D D D D D D D D H S B B B H P D Sentence beginning Paragraph beginning Bullets Diagram Heading Text Box Threat and opportunity responses Implement Risk owner Risk actionee Risk responses Avoid (threat) Reduce (threat) Fallback (threat) Transfer (threat) Accept (threat) Share (threat or opportunity) Exploit (opportunity) Enhance (opportunity) Reject (opportunity) Communicate Risks are communicated as part of the All four bullet points A projects exposure to risk is never Effective risk management is dependent on .. Risk budget A risk budget, if used, is a sum of money .. Responsibilities relevant to the Risk theme First sentence only Words only Words only Words only Words only Words only Words only Words only Words only Words only Words only Words only NOTES
85 85 85 85 86 86 86 86 86 86 86 86 87 87 87 87 87 87 87 87 87 88
8.7 8.3.5.4 8.3.5.4 8.3.5.4 8.2 8.2 8.2 8.2 8.2 8.2 8.2 8.2 8.2 8.2 8.3.5.5 8.3.5.5 8.3.5.5 8.3.5.5 8.3.5.5 8.3.6 8.3.6 8.3
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CHAPTER 9 CHANGE Page Section Heading S P B D H TB TB P S S H P D H H H H S B H B TB B V H H H H H H B B B B B H D H S Sentence beginning Paragraph beginning Bullets Diagram Heading Text Box The purpose of .. Change is inevitable during the life .. Issue and change control is a continual .. The aim of issue and change control .. Issues PRINCE2 uses the term issue to Types of issue Request for change Off-specification Problem/concern Establish controls The following management products are All six bullet points Configuration Management Strategy All seven and three bullet points Example of priority and severity Change Authority Change budget Configuration Item Records Product Status Account Daily Log Issue Register Issue Report Configuration management procedure Planning Identification Control Status accounting Verification and audit Issue and change control procedure Issue and change control procedure Capture The purpose of distinguishing between Also all five headings Word only Word only Word only Words only Words only Also highlight inside box MoSCoW Words only Words only Words only Words only Words only NOTES
91 91 91 91 91 91 92 92 92 92 92 92 92 92 92 93 93 93 93 93 93 94 94 94 94 94 94 94 94 94 95 95 95
9.1 9.1 9.1 9.1 9.2.3 9.2.3 9.1 9.1 9.1 9.1 9.3.1 9.3.1 9.3.1 9.3.1.1 9.3.1.1 9.3.1.1 9.3.1.1 9.3.1.1 9.3.1.2 9.3.1.3 9.3.1.4 9.3.1.5 9.3.1.6 9.3.2 9.3.2 9.3.2 9.3.2 9.3.2 9.3.2 9.3.3 9.1 9.3.3.1 9.3.3.1
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CHAPTER 9 CHANGE (continued) Page Section Heading S P B D H TB B H S B P H D H S H B H D D Sentence beginning Paragraph beginning Bullets Diagram Heading Text Box All three bullet points Examine The impact analysis should All three bullet points The Issue Register and Issue Report .. Propose Options analysis Decide The escalation could be in the form of an Issue .. Implement Both bullet points RESPONSIBILITIES Project Board decisions Responsibilities relevant to the Change theme NOTES
95 95 95 95 96 96 96 96 96 96 96 96 97 97
9.3.3.1 9.3.3.2 9.3.3.2 9.3.3.2 9.3.3.2 9.3.3.3 9.2 9.3.3.4 9.3.3.4 9.3.3.5 9.3.3.5 9.4 9.2 9.3
CHAPTER 10 PROGRESS Page Section Heading S P B D H TB TB H H P H S B H P P D H Sentence beginning Paragraph beginning Bullets Diagram Heading Text Box The purpose of the .. PROGRESS DEFINED What is progress? Progress is the measure of the What are progress controls? Progress controls ensure that for All six bullet points Exceptions and tolerances An exception is a situation where .. Tolerances are the permissible deviation .. The six tolerance areas by level THE PRINCE2 APPROACH TO PROGRESS NOTES
101 101 101 101 101 101 101 101 101 101 102 102
10.1 10.2 10.2.1 10.2.1 10.2.2 10.2.2 10.2.2 10.2.3 10.2.3 10.2.3 10.1 10.3
CHAPTER 10 PROGRESS (continued)
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Page
Section Heading
S P B D H TB S B H H B H B D H B B B H S B H S S B H B B B B H S D D D H B
Sentence beginning Paragraph beginning Bullets Diagram Heading Text Box PRINCE2 provides progress All four bullet points Delegating authority The four levels of management All four bullet points Project Board controls All bullet points Delegating tolerance and reporting actual and forecast progress Project Manager controls Authorizations Progress updates Exceptions and changes Use of management stages for control Management stages: All four bullet points Number of stages The use of management stages in a PRINCE2 .. Defining management stages is All bullet points Length of stages The planning horizon at any point in time The technical stages within the project Alignment with programme activities The level of risk Technical stages Technical stages often overlap Specialist work defined in technical stages Specialist work crossing management stage boundary Specialist work aligned to management stages Event-driven and time-driven controls Event-driven controls
NOTES
102 102 102 102 103 103 103/ 104 103 104 104 104 104 104 104 104 104 104 104 104/ 105 105 105 105 105 105 105 105 106 106 106 106 106
10.3 10.3 10.3.1 10.3.1.1 10.3.1.1 10.3.1.2 10.3.1.2 10.1 10.3.1.3 10.3.1.3 10.3.1.3 10.3.1.3 10.3.2 10.3.2 10.3.2 10.3.2.1 10.3.2.1 10.3.2.1 10.3.2.1 10.3.2.2 10.3.2.2 10.3.2.2 10.3.2.2 10.3.2.2 10.3.2.3 10.3.2.3 10.2 10.3 10.4 10.3.3 10.3.3
Word only Words only Words only
These words only These words only These words only These words only
These words only
CHAPTER 10 - PROGRESS (continued)
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NOTES
Page
Section Heading
S P B D H TB B H B H S B H B H S B H B D
Sentence beginning Paragraph beginning Bullets Diagram Heading Text Box Timedriven controls Baselines for progress control Headings: Project Plan, Stage Plans, Exception Plan, Work Packages Reviewing progress The following management products assist Headings : Daily Log, Issue Register, Product Status Account, Quality Register, Risk Register Capturing and reporting lessons Headings : Lessons Log and Lessons Report Reporting progress The following management products are used .. Headings : Checkpoint Report, Highlight Report, End Stage Report, End Project Report Raising exceptions Headings : Work-Package-level exceptions, Stage-level exceptions, Project-level exceptions Responsibilities relevant to the Progress theme
106 106 106/ 107 107 107 107 108 108 108 108 108/ 109 109 109 110
10.3.3 10.3.3.1 10.3.3.1 10.3.3.2 10.3.3.2 10.3.3.2 10.3.3.3 10.3.3.3 10.3.3.4 10.3.3.4 10.3.3.4 10.3.4 10.3.4 10.2
These words only
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CHAPTER 11 INTRODUCTION TO PROCESSES Page Section Heading S P B D H TB S S D D H S H S H P S D S P D D Sentence beginning Paragraph beginning Bullets Diagram Heading Text Box PRINCE2 is a process based .. Figure 11.1 shows The PRINCE2 processes PRINCE2 process model Notes 1 and 2 Purpose This section Objective This section .. Activities PRINCE2 processes comprise The relationship between .. Relationship between processes, activities and actions Each activity is concluded .. Note that management products An example of a table of responsibilities Key to process diagrams NOTES
113 113 113 115 115 115 115 115 115 115 115 116 116 116 116 117
11.1 11.1 11.1 11.2 11.4.1 11.4.1 11.4.2 11.4.2 11.4.4 11.4.4 11.4.4 11.3 11.4.4 11.4.4 11.1 11.2
CHAPTER 12 STARTING UP A PROJECT Page Section Heading S P B D H TB S S S B D S S S P Sentence beginning Paragraph beginning Bullets Diagram Heading Text Box The purpose of the Starting The aim is to do the minimum The objective of the Starting up .. All seven bullet points Overview of Starting up a Project PRINCE2 calls the trigger .. The term project mandate The project mandate should provide the The preparation of the outline Business Case . NOTES
121 121 121 121 121 122 122 122 122
12.1 12.1 12.2 12.2 12.1 12.3 12.3 12.3 12.3
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CHAPTER 12 STARTING UP A PROJECT (continued) Page Section S Sentence beginning Heading P Paragraph beginning B Bullets D Diagram H Heading TB Text Box 122 122 122 123 123 123 123 124 124 124 124 124 124 124 125 125 126 126 126 127 127 128 128 128 128 129 129 12.3 12.4 12.4 12.4.1 12.4.1 12.4.1 12.1 12.4.2 12.4.2 12.4.2 12.4.2 12.4.3 12.4.3 12.3 12.2 12.4 12.4.4 12.4.4 12.3 12.5 12.4 12.4.5 12.4.5 12.4.5 12.4.5 12.6 12.5 P P B H S S D H P S S H S D D D H P D D D H S S S D D The contents of the Project Brief .. The activities within the Starting up .. All six bullet points Appoint the Executive and the Project Manager To get anything done in the project .. The appointment of a Project Manager .. Appoint the Executive and the Project Manager : responsibilities Capture previous lessons A number of lessons may have It may be useful Attendees could include any interested Design and appoint the project management team The project needs the right .. Capture previous lessons: activity summary Capture previous lessons: responsibilities Design and appoint the project management team: activity summary Prepare the outline Business Case When setting up, and particularly .. Design and appoint the project management team: responsibilities Prepare the outline Business Case : activity summary Prepare the outline Business Case : responsibilities Select the project approach and assemble the Project Brief Before any planning of the project .. For example, will .. An agreed Project Brief .. Select the project approach and assemble the Project Brief: activity summary Select the project approach and assemble the Project Brief: responsibilities
NOTES
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CHAPTER 12 STARTING UP A PROJECT (continued) Page Section Heading S P B D H TB H P D D Sentence beginning Paragraph beginning Bullets Diagram Heading Text Box Plan the initiation stage Initiating a Project takes .. Plan the initiation stage: activity summary Plan the initiation stage: responsibilities NOTES
130 130 130 131
12.4.6 12.4.6 12.7 12.6
CHAPTER 13 DIRECTING A PROJECT Page Section Heading S P B D H TB H P S B S S S S S D S H S B H P D P D D D Sentence beginning Paragraph beginning Bullets Diagram Heading Text Box PURPOSE The purpose of the The objective of the Directing .. All six bullet points The Directing a Project process .. The Project Board manages by exception. There should be no need for other .. There needs to be a two-way flow .. This need, and how it is Overview of Directing a Project The Project Board is responsible ACTIVITIES The activities within the Directing .. All five bullet points Authorize initiation Projects take time and cost .. Authorize initiation: activity summary This activity will be triggered by a Authorize initiation: responsibilities Authorize the project: activity summary Authorize the project: responsibilities NOTES
135 135 135 135 135 135 135 135 135 135 136 136 136 136 136 136 136 137 137 138 139
13.1 13.1 13.2 13.2 13.3 13.3 13.3 13.3 13.3 13.1 13.3 13.4 13.4 13.4 13.4.1 13.4.1 13.2 13.4.2 13.1 13.3 13.2
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CHAPTER 13 DIRECTING A PROJECT (continued) Page Section Heading S P B D H TB H S S P D H S S D D H P B D D D Sentence beginning Paragraph beginning Bullets Diagram Heading Text Box Authorize a Stage or Exception Plan It is important that Approval of Stage Plans occurs .. If an exception has occurred during Authorize a Stage or Exception Plan: activity summary Give ad hoc direction Project Board members may offer . Ad hoc direction may be .. Authorize a Stage or Exception Plan: responsibilities Give ad hoc direction: activity summary Authorize project closure The controlled close of a project .. All three bullet points Give ad hoc direction: responsibilities Authorize project closure: activity summary Authorize project closure: responsibilities NOTES
139 139 139 139 140 141 141 141 141 142 143 143 143 143 144 145
13.4.3 13.4.3 13.4.3 13.4.3 13.4 13.4.4 13.4.4 13.4.4 13.3 13.5 13.4.5 13.4.5 13.4.5 13.4 13.6 13.5
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CHAPTER 14 INITIATING A PROJECT Page Section Heading S P B D H TB H P S B D H S S B H P D D H S D H S D D D H P D H P Sentence beginning Paragraph beginning Bullets Diagram Heading Text Box PURPOSE The purpose of the Initiating .. The objective of the Initiating All ten bullet points Overview of initiating a Project CONTEXT Initiating a Project is aimed .. The activities within the Initiating .. All eight bullet points Prepare the Risk Management Strategy The Risk Management Strategy .. Prepare the Risk management Strategy: activity summary Prepare the Risk Management Strategy: responsibilities Prepare the Configuration Management Strategy Configuration management is essential .. Prepare the Configuration Management Strategy: activity summary Prepare the Quality Management Strategy A key success factor of any .. Prepare the Configuration Management Strategy: responsibilities Prepare the Quality Management Strategy: activity summary Prepare the Quality Management Strategy: responsibilities Prepare the Communication Management Strategy The Communication Management Strategy .. Prepare the Communication Management Strategy: activity summary Set up the project controls The level of control required NOTES
149 149 149 149/ 150 149 150 150 150 150 150 150 151 151 152 152 152 153 153 153 154 154 155 155 155 156 156/ 157
14.1 14.1 14.2 14.2 14.1 14.3 14.3 14.4 14.4 14.4.1 14.4.1 14.2 14.1 14.4.2 14.4.2 14.3 14.4.3 14.4.3 14.2 14.4 14.3 14.4.4 14.4.4 14.5 14.4.5 14.4.5
CHAPTER 14 INITIATING A PROJECT (continued)
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NOTES
Page
Section Heading
S P B D H TB D D D H P D D D H P D H S B D D
Sentence beginning Paragraph beginning Bullets Diagram Heading Text Box Prepare the Communication Management Strategy: responsibilities Set up the project controls: activity summary Set up the project controls: responsibilities Create the Project Plan Before committing to major .. Create the Project Plan: activity summary Create the Project Plan: responsibilities Refine the Business Case: activity summary Refine the Business Case The outline Business Case .. Refine the Business Case: responsibilities Assemble the Project Initiation Documentation There needs to be a focal point .. Both bullet points Assemble the Project Initiation Documentation: activity summary Assemble the Project Initiation Documentation: responsibilities
156 157 158 159 159 159 160 161 161 161 162 162 162 162 163 164
14.4 14.6 14.5 14.4.6 14.4.6 14.7 14.6 14.8 14.4.7 14.4.7 14.7 14.4.8 14.4.8 14.4.8 14.9 14.8
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CHAPTER 15 CONTROLLING A STAGE Page Section Heading S P B D H TB H S H S B D S S S H S B H S S D H S D D D H S D D H P D D H P Sentence beginning Paragraph beginning Bullets Diagram Heading Text Box PURPOSE The purpose of the Controlling a Stage .. OBJECTIVE The objective of the Controlling a Stage .. All five bullet points Overview of Controlling a Stage The Controlling a Stage process .. Towards the end of each stage .. Work Packages are used to .. ACTIVITIES Controlling a Stage activities are .. All three bullet points Authorize a Work Package It would be chaotic to .. It is therefore important that .. Authorize a Work Package: activity summary Review Work Package status This activity provides the means .. Authorize a Work Package: responsibilities Review Work Package status: activity summary Review Work Package status: responsibilities Receive completed Work Packages Where work has been allocated .. Receive completed Work Packages: activity summary Receive completed Work Packages: responsibilities Review the stage status If the project is not checked .. Review the stage status: activity summary Review the stage status: responsibilities Report highlights The Project Manager must provide .. NOTES
167 167 167 167 167/ 168 167 168 168 168 168 168 168 168 168 168 169 170 170 170 171 171 172 172 172 173 173 173 174 175 175 175
15.1 15.1 15.2 15.2 15.2 15.1 15.3 15.3 15.3 15.4 15.4 15.4 15.4.1 15.4.1 15.4.1 15.2 15.4.2 15.4.2 15.1 15.3 15.2 15.4.3 15.4.3 15.4 15.3 15.4.4 15.4.4 15.5 15.4 15.4.5 15.4.5
CHAPTER 15 CONTROLLING A STAGE (continued)
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Page
Section Heading
S P B D H TB D H S D D D H P D H S D D D
Sentence beginning Paragraph beginning Bullets Diagram Heading Text Box Report highlights: activity summary Capture and examine issues and risks In the course of managing .. Report highlights: responsibilities Capture and examine issues and risks: activity summary Capture and examine issues and risks: responsibilities Escalate issues and risks A stage should not exceed the tolerances .. Escalate issues and risks: activity summary Take corrective action Changes and adjustments .. Escalate issues and risks: responsibilities Take corrective action: activity summary Take corrective action: responsibilities
NOTES
176 176 176 177 178 178 179 179 179 180 180 180 181 182
15.6 15.4.6 15.4.6 15.5 15.7 15.6 15.4.7 15.4.7 15.8 15.4.8 15.4.8 15.7 15.9 15.8
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CHAPTER 16 MANAGING PRODUCT DELIVERY Page Section Heading S P B D H TB H P H S B H P D D D H S B H P D H S D D D H S Sentence beginning Paragraph beginning Bullets Diagram Heading Text Box PURPOSE The purpose of the Managing Product .. OBJECTIVE The objective of the Managing .. All four bullet points CONTEXT Managing Product Delivery Overview of Managing Product Delivery Accept a Work Package: activity summary Accept a Work Package: responsibilities ACTIVITIES The activities within .. All three bullet points Accept a Work Package The fundamental principle is that .. Execute a Work Package: activity summary Execute a Work Package The work has to be executed .. Execute a Work Package: responsibilities Deliver a Work Package: activity summary Deliver a Work Package: responsibilities Deliver a Work Package Just as the Work Package was accepted .. NOTES
185 185 185 185 185 185 185 185 186 186 186 186 186 187 187 187 188 188 188 189 189 190 190
16.1 16.1 16.2 16.2 16.2 16.3 16.3 16.1 16.2 16.1 16.4 16.4 16.4 16.4.1 16.4.1 16.3 16.4.2 16.4.2 16.2 16.4 16.3 16.4.3 16.4.3
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CHAPTER 17 MANAGING A STAGE BOUNDARY Page Section Heading S P B D H TB H P P D H S B H S S H S B H P D D H P D H P D D H S D H S D D S D Sentence beginning Paragraph beginning Bullets Diagram Heading Text Box PURPOSE The purpose of the Managing a Stage .. Projects do not always go to plan .. Overview of Managing a Stage Boundary OBJECTIVE The objective of the Managing a Stage .. All eight bullet points CONTEXT A project, whether large or small, .. A positive decision not to .. ACTIVITIES The activities within the Managing a Stage .. All five bullet points Plan the next stage The Stage Plan for the next Plan the next stage: activity summary Plan the next stage: responsibilities Update the Project Plan The Project Plan is updated .. Update the Project Plan: activity summary and Update the Project Plan: responsibilities Update the Business Case The Project Board is ordinarily Update the Business Case: activity summary Update the Business Case: responsibilities Report stage end The results of a stage should .. Report stage end: activity summary Produce an Exception Plan If a stage or the project is forecast .. Report stage end: responsibilities Produce an Exception Plan: activity summary Exception Plans are requested .. Produce an Exception Plan: responsibilities NOTES
193 193 193/194 193 194 194 194 194 194 194 194 194 194 194 194 195 195 196 196 196 197 197 198 198 199 199 199 200 200 200 201 201 202
17.1 17.1 17.1 17.1 17.2 17.2 17.2 17.3 17.3 17.3 17.4 17.4 17.4 17.4.1 17.4.1 17.2 17.1 17.4.2 17.4.2 17.3/ 17.2 17.4.3 17.4.3 17.4 17.3 17.4.4 17.4.4 17.5 17.4.5 17.4.5 17.4 17.6 17.4.5 17.5
CHAPTER 18 CLOSING A PROJECT
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Page
Section Heading
S P B D H TB H P H S B S D B S B H S D D H P D H P D D D H P D D H S D D
Sentence beginning Paragraph beginning Bullets Diagram Heading Text Box PURPOSE The purpose of the Closing a Project .. OBJECTIVE The objective of the Closing a .. All five bullet points A clear end to a project: Overview of Closing a Project All three bullet points The activities within the Closing All five bullet points Prepare planned closure Before closure of the project .. Prepare planned closure: activity summary Prepare planned closure: responsibilities Prepare premature closure In some situations, the . Prepare premature closure: activity summary Hand over products The projects products must Prepare premature closure: responsibilities Hand over products: activity summary Hand over products: responsibilities Evaluate the project Successful organizations learn from .. Evaluate the project: activity summary Evaluate the project: responsibilities Recommend project closure Once the Project Manager .. Recommend project closure: activity summary Recommend project closure: responsibilities
NOTES
205 205 205 205 205 205 205 206 206 206 206 206 206 207 207 207 207 208 208 208 209 209 210 210 210 211 211 211 212 212
18.1 18.1 18.2 18.2 18.2 18.3 18.1 18.3 18.4 18.4 18.4.1 18.4.1 18.2 18.1 18.4.2 18.4.2 18.3 18.4.3 18.4.3 18.2 18.4 18.3 18.4.4 18.4.4 18.5 18.4 18.4.5 18.4.5 18.6 18.5
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CHAPTER 19 TAILORING PRINCE2 TO THE PROJECT ENVIRONMENT Page Section Heading S P B D H TB H P P Sentence beginning Paragraph beginning Bullets Diagram Heading Text Box WHAT IS TAILORING PRINCE2 can be used .. Tailoring refers to the appropriate .. NOTES
215 215 215
19.1 19.1 19.1
APPENDIX A PRODUCT DESCRIPTION OUTLINES Page Section Heading S P B D H TB H H H H H H H H H H H H H H H H H H H H H H Sentence beginning Paragraph beginning Bullets Diagram Heading Text Box BENEFITS REVIEW PLAN BUSINESS CASE CHECKPOINT REPORT COMMUNICATION MANAGEMENT STRATEGY CONFIGURATION ITEM RECORD CONFIGURATION MANAGEMENT STRATEGY DAILY LOG END PROJECT REPORT END STAGE REPORT EXCEPTION REPORT HIGHLIGHT REPORT ISSUE REGISTER ISSUE REPORT LESSONS LOG LESSONS REPORT PLAN PRODUCT DESCRIPTION PRODUCT STATUS ACCOUNT PROJECT BRIEF PROJECT INITIATION DOCUMENTATION PROJECT PRODUCT DESCRIPTION QUALITY MANAGEMENT STRATEGY NOTES
235 237 238 239 240 241 242 243 244 245 245 246 247 248 249 250 251 253 253 254 256 257
A.1 A.2 A.3 A.4 A.5 A.6 A.7 A.8 A.9 A.10 A.11 A.12 A.13 A.14 A.15 A.16 A.17 A.18 A.19 A.20 A.21 A.22
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APPENDIX A PRODUCT DESCRIPTION OUTLINES (continued) Page Section Heading S P B D H TB H H H H Sentence beginning Paragraph beginning Bullets Diagram Heading Text Box QUALITY REGISTER RISK MANAGEMENT STRATEGY RISK REGISTER WORK PACKAGE NOTES
258 259 260 261
A.23 A.24 A.25 A.26
APPENDIX C ROLES AND RESPONSIBILITIES Page Section Heading S P B D H TB H H H H H H H H H Sentence beginning Paragraph beginning Bullets Diagram Heading Text Box PROJECT BOARD EXECUTIVE SENIOR USER SENIOR SUPPLIER PROJECT MANAGER TEAM MANAGER PROJECT ASSURANCE CHANGE AUTHORITY PROJECT SUPPORT NOTES
269 270 270 271 271 272 273 274 274
C.1 C.2 C.3 C.4 C.5 C.6 C.7 C.8 C.9
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Practical Practitioner Exercises
Practical Practitioner Exercises Introduction
This section of the course contains a selection of Practitioner based exercises. These are intended to extend your ability to apply PRINCE2 in a practical manner. Each exercise is stand-alone and is intended to increase your knowledge of the PRINCE2 manual in specific areas. Subjects include Risk Analysis, Organisation and the Business Case. Feel free to attempt the exercises in any order. You may find they provide a useful departure from the e-learning course. Suggested answers to each exercise are provided towards the end of this lesson. The suggested answers are intended to provide you with valuable feedback on how you should have approached each activity and why.
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Exercise 1
PRINCE2 Processes
Overview: Success in the Foundation Exam requires a good understanding of what makes up the PRINCE2 method and the flows of documents, i.e. Management Products, within it. Task: For this exercise you are to produce an overall process map for the seven PRINCE2 processes showing the main products and information flows. Hints: a) You do not need to produce a detailed map showing each individual activity within a given process. Your map should show in which process where the important Management Products are created and their subsequent flow into further processes. In other words, a good high level overview of the method is required. b) Start your map by drawing the seven PRINCE2 Processes on an A4 sheet splitting them into the three management levels in a project structure prior to adding what you think are the important Management Products. The main benefits from this exercise will be knowledge gained from the research you will need to do into each process. You should feel confident when dealing with PRINCE2 by gaining a clear understanding of the relationships between the processes and information flow, expressed on a single page.
Answer/Notes:
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PRINCE2 Practitioner Resource Book Answer/Notes:
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Exercise 2
Business Case Scenario:
The Government has brought in a great deal of new Social Services legislation. The local council has realised belatedly that their current Social Services information systems (SSIS) will not cope with this legislation. Central Government has given councils one more year to meet the new requirements, after which failure to provide the necessary returns could result in substantial fines. A new system to meet the requirements will also automatically collate data that currently requires three administration staff to do manually. Up to now the different Social Services functions have held their own records on small computers, offering only basic facilities. Duplications and omissions are a big problem. This has led to many costly mistakes in payments in the past. These records will have to be corrected by Social Workers before transferring to the new system when the latter has been installed. It has been decided to place a contract with an external supplier for hardware and software. This will replace all the current small computers with one powerful machine, which offers many extra facilities plus operating economies. The supplier is already part way through the design of a system, based on specifications agreed with two other councils. The purchase order will be signed as soon as the Project Initiation Document is approved. The supplier also uses PRINCE2. The old and new programs use the same database software, so no major conversion work will be needed. Five computer operators and seven other SSIS staff will need training in the new hardware and software. There will then be further significant work by SSIS staff to prepare the new system for operational use. The supplier, in the tender, has offered to make small adjustments at no cost at certain points in the new software to fit in with local practices. From the suppliers point of view these have to be carefully monitored in order to stay within a very tight timescale and budget if the supplier is to make a profit. The Council must specify these changes within three months of the contract being signed. Two hundred Social Services staff need to be trained to use the new software. a) Based on the above scenario, give the information that you would expect to see in the Customers Business Case under the headings of Reasons, Costs, Timescale and Expected benefits. b) Identify the PRINCE2 activities and products that create, modify or use the Business Case.
Answer/Notes:
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Exercise 3
Organisation Scenario:
Sunny View Caravans Limited is a small but successful specialist firm producing very high quality static caravans. They have been producing the caravans for over 30 years at a factory unit that has been rented from a property company. They have been given warning that the property company has sold the land on which the factory is based for housing development and that they must have vacated the property by 1st July. Since receiving notice of termination, the owner of the business has identified new premises, which are located some 10 miles away. The new factory is a brand new unit on a small industrial estate which is being developed by the local authority. At present, the roadways onto the estate are not completed, so access is restricted to light vehicles. The local authority expects the roadways to be finished by 31st May. The unit is just a shell at the moment and it will be necessary to partition off offices within the shell this work will be done by the workers who build the caravans and the production manager estimates that six of his workers will be able to complete the work within 10 days of the drawing office completing the designs. It is planned that a sub-contractor will be brought in to fit the services, computer network and decorate the offices. All the factory machinery will require moving to the new site during the month of June (ie. after the roads have been completed, but before the deadline for vacating the old premises). A three-phase electricity supply will also have to be installed by special arrangement with the local electricity company. A further complicating factor is that there are twelve caravans in the process of construction these will have to be transported in their part-finished condition from the old to the new factory. A suitable transport contractor with a large enough low-loader and crane has already been identified. The firm estimates that each caravan will take one day to transport and they only have one low-loader and crane capable of doing the job. The owner of the business is concerned that they do not have the necessary skills to manage such an important project and they have retained your services, as a professional Project Manager, to manage the whole re-location. Today is your first day of work on the project and the date is 1st May.
a) Draw an Organisation Structure for the project, identifying the people who would fill each role. b) Briefly explain any other project organisation options that you might consider. c)
Answer/Notes:
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Exercise 4
Risk Analysis Based on the Sunny View Caravans scenario (see Exercise 3):
a) Select three risks associated with this scenario and using the PRINCE2 approach, carry out a risk analysis giving reasons for each step for each risk. b) Make proposals for the implementation of the risk response and the subsequent communication activities.. c) Identify when risks are considered throughout a project.
Answer/Notes:
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Exercise 5
Quality Scenario:
You work for a large company that has a history of delivering poor quality products. In particular the company seems to get a lot of poor quality work from its sub-contractors, but things are so muddled that it is difficult to pin down who did the work. On return from a PRINCE2 course you are given an existing project to manage where a major slippage has been announced, but too late for senior management to do much about it. The previous project manager has been moved to other work, but is available for information about the project. The project has not been run under PRINCE2. The senior management in charge blame the previous project manager, but the chairman tells you in confidence that she believes there is a lack of senior management control. At the first chat with the previous project manager he says, "Its such a huge, complex plan for a 12-month project. Its impossible with such a timescale to spot small slippages until the accumulative effect ruins the schedule. As it is I am spending nearly all of my time trying to keep this monster plan up-to-date." The problem is made worse because the project in question is working to a very tight deadline. Management is worried that a competitor might beat them to the market with a similar product. a) How does PRINCE2 address the problem of delivering poor quality products? Be specific in terms of components, processes and techniques that would contribute. b) How would PRINCE2 tackle the problem of sub-contractors delivering poor quality products?
Answer/Notes:
Answer/Notes:
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Exercise 6
Product Breakdown Structures Based on the Sunny View Caravans scenario (see Exercise 3):
a) Create a Product Breakdown Structure and a Product Flow Diagram for the specialist products of the project.
Answer/Notes:
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Exercise 7
Produce a Product Description Based on the Sunny View Caravans scenario (see Exercise 3): Produce a Product Description for the new office design.
Answer/Notes:
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Exercise 1 - Suggested Answer
In order to check your finished map, please compare it with the Process Model diagram printed in Session 2 of the e-learning. Apart from the triggers shown on the Process Model, your map should be similar. The three levels of management in a PRINCE2 project team are Direction, Management and Delivery, represented by the Project Board, Project Manager and Team Managers respectively.
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a) Reasons: New SS legislation Government mandating compliant systems (avoid fines) Operational economies and improvements Cost: Hardware & software costs Project Management costs Correcting existing duplications & omissions Training operators (5+7) Training 200 staff to use the new software Preparing new system for use Timescale: System changes to be specified within three months System must be fully operational within one year Expected benefits: Avoidance of fines Ability to cope with new legislation Additional facilities Operational economies Proven solution (with two other councils) Improvement to quality of data
b) PRINCE2 Activities within Processes that create, modify or use the Business Case: Starting Up a Project process: Prepare the outline Business Case Select the project approach and assemble the Project Brief Directing a Project: Authorize initiation Authorize the project Authorize a Stage or Exception Plan Give ad-hoc direction Authorize project closure Initiating a Project: Refine the Business Case Assemble the Project Initiation Documentation Controlling a Stage: Review Stage status Capture and examine issues and risks Escalate issues and risks
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Exercise 2 - Suggested Answer (continued)
Managing a Stage Boundary: Update the Business Case Report Stage End Closing a Project: Hand over products Evaluate the project
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PROJECT BOARD
Snr. User Production Manager Project Assurance Executive Business Owner Snr. Supplier 3 x Sub-Cont. Reps
Project Manager Contract Project Manager

Team Manager Electric Company Team Manager Transport Contractor
Project Support Office Staff
Team Manager Office Sub-Contr
Reasons: Senior User: Senior Supplier: Executive & Change Authority: Project Assurance: Project Support: Team Managers:
Team Manager Drawing Office Manager
Team Manager Production Manager
The Production Manager has been chosen because he/she will be most affected by the outcome of the project. The three major contractors for this project are the electricity company, the transportation company and the office fitters. A representative from each of these has been chosen. The owner had the main business interest in the outcome and carries full accountability for the project. With such a small project as this it is likely that the first choice for the Change Authority would be the Executive. However, some limited delegation may be made to the Project Manager. No suitable candidate is mentioned within the scenario, so as this is a small project, it is recommended that the Project Board fulfil their own PA role. The contract Project Manager should be able to use existing office staff to maintain project files and organize configuration management. Several Team Managers will be needed for this project, some external to the company, some internal. The Production Manager, who also acts as Senior User, will act as Team Manager for the team of workers who he has nominated to build the offices. The Team Managers chosen are representative of the main discrete Work Packages that can be identified from the scenario.
b) It would not be unreasonable for the owner of the business to act as both Executive and Senior User thus combining those roles. Consideration has been given to nominating a single Senior Supplier to represent the three main sub-contractors. However, no suitable candidate is obvious and the three suppliers are so disparate that it is unlikely they would be able to agree on a single person. The Project Manager could do the Project Support function if resources were not readily available. The Project Manager could also act as Team Manager for some or all of the internal Work Packages. It would not be a good idea for the Project Manager to Team Manage external Work Packages. No reference is made within the scenario to the companys Quality Management System. If a formally accredited system exists then the use of PRINCE2 to manage projects would be referenced within that system. It is therefore possible that someone from the QA function could act in a Project Assurance role for this project.
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a) Three identified risks in this project are shown in the Risk Register below:
Risk identifier Risk author Date registered Risk category Risk description Probability, impact and expected value Probability 2 Impact 2 Expected value not used Proximity Risk response categories Fallback Risk response Risk status Risk owner Risk actionee
R1
PM
Date
Schedule
R2
PM
Date
Schedule
The completion of the roadway may be delayed resulting in a delay to transporting machinery and work in progress The transport contractor has only one crane and lowloader capable of moving the work in progress caravans. If either of these were unavailable there would be a delay in transporting the WIP The part-completed caravans may be damaged during transportation serious damage which may result in expensive re-work or even the scrapping of the unit
Close
Maintain contact with the Local Authority and plan for work to continue in old factory until road is completed 1. Negotiate weekend working if needed 2. Negotiate compensation with the contractor in the contract 3. Identify alternative contractor that could be considered in the event of a major failure Negotiate compensation with the contractor in the contract
Active
Executive
PM
Probability 2 Impact 2 Expected value not used
When machinery due to move
1. Fallback 2. Transfer 3. Fallback
Active
PM
1.PM 2.PM to negotiate the Contractor to take action 3.PM
R3
PM
Date
Financial
Probability 3 Impact 1 Expected value not used
During transport
Fallback
Active
Production manager
PM to negotiate then contractor to take action.
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The Risk Register shown is based on the Product Description outline given in 2 the PRINCE2 Manual. The scores are 1=Low, 2=Medium and 3=High. Any contingency actions should have a contingency budget allocated. Answer/Notes: Reasons: Risk 1: Local authority road projects are often delayed, although the indication on this fairly small development is good so probability has been assessed at 2. The impact has also been assessed at 2 since while a delay could cause serious problems there are about two weeks worth of float on the activity before it would actually delay completion. The Executive (Owner of the business) has been nominated the owner because he/she would be affected by the outcome and has also been the primary contact with the local authority regarding the lease of the new factory. The PM has been chosen to take the action. Risk 2: The transport equipment is relatively new and reliable so probability has only been assessed as 2 (Medium). The impact will also be medium since there is float on this activity. The Project Manager has been chosen as the owner because he/she is best positioned to monitor the risk. The PM will also take the actions. For the second action, once the action has been implemented the Contractor will be responsible for making sure the work is completed. Risk 3: Whilst the probability of this risk occurring is low (1) the impact, in terms of cost, if it does could be considerable, so impact has been assessed at 3. Work in progress is the responsibility of the Production Manager who has therefore been chosen to own this risk. The PM and the contractor will take the actions as described above in risk 2. b) Implementing the response involves adding appropriate actions into the Plan and monitoring the new situation for any change in the risk status and to check that the actions are having the desired effect.. Risk 1: The Project Plan should make allowance for the fact that the roadways may be completed later than expected and contingency resources must be assigned if, for example weekend working is required to catch up on the schedule. The PB Executive must allow time in his/her schedule for maintaining pressure on the local council to ensure completion on time. Responsibility for monitoring the progress of the roads will rest with the owner of the risk (The PB Executive) who will inform the Project Manager of any problems. Risk 2: The Stage Plan covering the movement of the caravans and machinery needs to include provision for weekend working of that becomes necessary and also should specify the back-up transportation company. All the response activities associated with this risk can be resourced by the Project Manager. The Project Manager will keep the Project Board informed of the status off this risk via Highlight Reports, or an Exception Report if the risk materialises. Risk 3: The PM will be responsible for negotiating the contract and the Executive should check that the actions have been included. Once implemented the Production manager will keep in contact with the contractors and advise the PM of any problems. During a project risks are considered:
1. 2. 3. 4. 5. During Starting Up a Project when early risks are recorded in the Daily Log During the Initiation Stage when the Risk Management Strategy and Risk Register are created. As the Plans are produced risks are identified, assessed, responses planned and implemented. Risks are considered when work packages are authorised, reviewed during Controlling a Stage. Checkpoint, Highlight, End Stage, End Project and Lessons Reports all contain useful information about risks, their management and status.
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a) Theme:
Quality Is there a customer/supplier QMS? The quality audit trail, Chapter 6.3, figure 6.1 Organisation (Project Board check on quality at each End Stage Assessment) Table of responsibilities Chapter 6.4, Table 6.3 Configuration Management
Techniques:
Quality Review Product-Based Planning: Helps identify quality products Product Descriptions demand quality criteria, tolerance, method skills and responsibilities Change Control (use of Issue Reports to record quality problems)
Processes: & Products
Customer Quality Expectations identified in SU Acceptance Criteria (SU) Project Product Description (SU) Quality Management Strategy (IP) Product Descriptions (PL) Quality Register (IP) During Controlling a Stage Update Quality Register in Authorize a Work Package Check the Quality register in Review Work Package status, Receive completed Work Packages, Review the stage status, Report highlights. . Quality checks in Managing Product Delivery, Quality Register updated
b) The establishment of Product Descriptions with good quality criteria and defined quality checking methods. The use of Work Packages to ensure that quality requirements and reporting were clearly identified. The use of a Quality Register that the sub-contractor has to complete for all products. Project Assurance planning the involvement of the correct reviewers to check the quality of the sub-contractors deliverables. Ensuring the correct use of the issue and change procedure by the sub-contractor. The insistence on the use of team plans and the need to inspect these at draft time in order to check the suitability and adequacy of quality checking procedures.
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a) Product Breakdown Structure
New Factory
New Roads
Factory Machinery Grouping
Factory Building Grouping
Transported WIP Group
Dismantled Machinery Moved Machinery Recommissioned Machinery
Transport Contract Transported WIP
Office Grouping
Office Designs Office Shell Decorated Office Services/Wiring Moved Contents Product Flow Diagram
Transport Contract
Electricity Grouping
Electricity Supply Contract Installed Electricity Supply Sub-Contractor Contract Installed Cabling
Transported WIP
New Roads
Moved Machinery Recommissioned Machinery
Dismantled Machinery NEW FACTORY Electricity Supply Contract Installed Supply Installed Cabling
Sub-Contractor Contract
Office Designs
Office Shell
Services/Wiring
Decorated Office
Moved Contents
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b) Product Description Title: Office Designs Identifier: SC/00234 Purpose:
To document the proposed layout and structure of the new offices so that they can be agreed by all project stakeholders. Composition: The designs will be made up drawing of the physical layout, wiring diagrams, furniture positioning diagrams and technical specifications for materials to be used. Derivation: The designs will be produced by the Drawing Office staff under the supervision of the Production Manager. Format & presentation: The main drawing will be on A0 "blue-prints" and the technical specifications will be in accompanying A4 Ring Binders. Development skills required: Drawing and design skills. Quality criteria: 1) Design must be acceptable to and agreed by project stakeholders 2) Must satisfy all workplace Health & Safety legislation 3) Designs must comply with current Government Planning Standards Quality tolerance: Layouts may be indicative. Actuals can be refined on site. Quality method: The designs will be subjected to Quality Review before being submitted to the business owner for final sign-off. Quality skills required: Attention to detail. Ability to comment on behalf of the users of the offices. Quality responsibilities: To be advised - but will include the Production Manager as a reviewer.
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Practitioner Exam Technique
Practitioner Exam Technique Introduction

Welcome to the lesson on PRINCE2 Exam Technique. The objective of this lesson is to provide you with a thorough understanding of: o o the structure of the PRINCE2 Practitioner examination the level of competence required to pass the Practitioner exam
This lesson looks at the nature of the practitioner examination itself and takes a detailed look at the documents youll encounter in the examination, includi ng the Scenario, Question and Answer booklets. Finally, this lesson looks at the format of the examination itself and looks in some detail at the format of the questions. The lesson concludes by looking at the guidelines provided to candidates when answering questions and how best to manage your time in the exam .
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Practitioner Exam Simulator
Practitioner Exam Simulator Introduction

Welcome to the PRINCE2 Practitioner Exam Simulator.
In order to help with your study and provide you with the best chance of passing the Practitioner examination, the course includes an electronic version of the Practitioner exam.
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Practitioner Exam Questions
a) Question Types Introduction
The objectives of the examination are to enable a candidate to demonstrate an understanding of PRINCE2 and an ability to apply the methodology in an appropriate way in a given set of circumstances described in a scenario. The Practitioner exam uses objective test questions which require a candidate to choose a response to a question from a set of choices for which the correct answer is pre-determined. The following paragraphs explain the format of the question papers, and the different types of question asked. There are also some suggestions on how to approach answering the various types of question. Structure of the Paper
The examination paper consists of three booklets. The Scenario Booklet will contain one scenario providing a description of the organisation, the business rationale for the project and the project objectives. The Scenario Booklet may also provide additional information for one or more of the nine questions. Where this additional information is required it will be clearly referenced within the relevant question and should only be used for that question. The combination of the scenario, each question and any additional information referenced in the Scenario Booklet will always position both the candidate (to consider a particular PRINCE2 role) and the project (in terms of the timescale, e.g. in the middle of a stage or at the end of a project). The role to be considered will be at a level suitable for a candidate who has recently attended the PRINCE2 Practitioner course. The Question Booklet will contain nine questions, each has a potential 12 marks available, and is broken down into a number of sections. One mark is assigned to each sub-part. Each question has a suggested duration of 15 minutes. It is suggested that candidates allow 5 minutes to familiarise themselves with the project scenario, which leaves 10 minutes from the 150 minutes allowed, to review your answers at the end of the examination. The Answer Booklet will contain the answer sheets on which your answers must be given. There will only ever be one answer to each question unless it is otherwise clearly stated within the question. There may be questions where the candidate is required to select one answer, but feels that more than one answer is correct. Because of the flexible nature of PRINCE2 this is inevitable on some topics. The exam does recognise this and for this reason some questions say 'Which of the following is MOST LIKELY.....' or partial marks are awarded for the less suitable but correct choice. One answer is still only required for these questions. If more than one answer is indicated in the answer booklet the response line will be void. PRINCE2 Syllabus Areas Addressed
The PRINCE2 Syllabus contains 15 defined syllabus areas covering each of the seven themes, each of the seven processes and an overview area also covering the principles and tailoring PRINCE2 to a project environment Within the Practitioner Examination, there will be 7 theme questions, each testing one of the 7 themes, and 2 process group questions, which will test 2 of the 3 groups of processes as identified below. Each of the nine questions will test a minimum of 2 syllabus topics from within the syllabus area. The Overview, Principles and Tailoring PRINCE2 to the project environment syllabus area will not be examined separately but details from this syllabus section may be included in the questions on each of the other syllabus areas. The full PRINCE2 syllabus is available from the APM Group or from an Accredited Training Organization.
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Types of Question
There are a number of different test types used with the paper. The test types are: o Classic Multiple Choice Questions choose one from a list of possible answers. The example given below requires a candidate to refer to some additional information provided in the scenario booklet and then answer questions about it by selecting the correct response from a list of 3 to 5 options.
Using the additional information and the Product Breakdown Structure (PBS) provided in the Scenario Booklet, answer the following question. 1 How should the Photo Design Ideas correctly be shown? A B C D o an External product a Source an Internal Product developed by an external supplier removed as it is not a product
Yes/No requires the candidate to assess whether a statement is correct Yes or No (chosen as the standard for True/False type questions). There are only 2 options in this question type.
Column 1 is a list of true and false statements about when the Business Case is updated. For each of the statements in Column 1 select either A (Yes, this is correct) or B (No, this is incorrect). Column 1 1 2 3 4 When raising an Exception Report. Column 2 A Yes, this is correct No, this is incorrect
When preparing for an End Stage Assessment. B When examining a Project Issue. When updating the Communication Plan.
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Multiple Response choose the correct options from a list. Candidates must remember to limit the number of responses to that requested in each question. If more responses are given 2 than required by the question, the answer will be void. This question follows exactly the same format as the Classic style, but more than one answer is required. It is the only question style that requires more than one answer. The number of correct answers is clearly stated in the question.
Answer the following question about the organisation within a PRINCE2 project. Remember to limit your answers to the number of selections requested in each question. 1 Which 2 of the following statements should be recorded under the heading of Customers quality expectation? A B C D E Photos should include members of staff. 10% more calendars should be printed than required to allow for any late additions to the list of customers. Project Assurance will monitor the use of applicable corporate standards. The calendar should reflect the company image. The calendar will increase orders by at least 10% with a further minimum of 10 orders from the list of prospective customer within 12 months.
Matching involves linking items in one list to items in a second list. There is only one correct response to each question, but options can usually be used more than once or not at all. The example below provides the headings of a Business Case in column 2. The candidate is required to read each statement about the project in column 1 and decide which, if any, Business Case heading it should be recorded under. Some of the statements may be recorded under the same heading in the Business Case and there may be some headings under which none of the statements are relevant.
Column 1 lists 5 statements, some or all of which will be included in this projects Business Case. Determine for each statement in Column 1, if it will be included and select from Column 2 under which heading it is most likely to be recorded. A selection from Column 2 may be used more than once or not at all. Column 1 1 2 MNO is experiencing a fall in orders due in part to the increased marketing operations of its competitors. The Calendar Pack must be ready for printing by November 30th. A competitor may also be producing a Calendar for its customers. The Marketing Department forecast that issuing a Calendar to our customers will increase our orders for next year by 10%. Staff availability for the Photo Session may cause delays to the completion date. Column 2 A B C Reasons Options Benefits
D
E F G
Risks
Costs Timescales Not applicable
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Sequencing events to be positioned in a sequence. There are two alternative styles of sequencing questions, one based on the Matching style and the other on 2 the Classic style question.
The example below demonstrates a Sequencing question based on the Matching style. The activities in column 1 have to be placed in the sequence in which they should be performed by the Project Manager. The candidate selects an option from column 2 for each activity in column 1. Even when the Project Manager is not undertaking a quality review role, the Project Manager has a number of activities to perform for a quality review. Consider the activities listed in Column 1 and decide if they are the responsibility of the Project Manager. For those activities that are the responsibility of the Project Manager, identify the sequence in which they should take place. Match your answer to the options provided in Column 2. Column 1 1 2 3 Get agreement on responsibility for follow-up action and sign-off. Agree agenda with the review chairperson. Update the Stage Plan with the actual date that the product was reviewed. Create an entry in the Quality Log and add the planned dates for the quality review. Add the quality review to the relevant Stage Plan. Column 2
A
B C
Not the Project Managers responsibility

First activity Second activity
D
4 E F
Third activity
Fourth activity Fifth activity
The example below demonstrates a Sequencing question based on the Classic style. Within the introduction to the question is a list of activities that should be performed. The question then presents a number of sequence options from which the candidate is required to select the correct sequence. There have been rumours of a competitor launching a similar marketing product to our customers before us. These rumours have now been confirmed and will have a major impact on the success of the Calendar. The following activities will now need to be undertaken. 1 2 3 4 5 1 Raise an Exception Report for the Project Board presenting the options available to them. Evaluate the Project Issue in terms of its impact on the stage and project tolerances. Hold an Exception Assessment. Raise a Project Issue and log it in the Issue Log. Produce an Exception Plan. Which of the following sequences correctly represents the order in which the above activities should be carried out? A B C D E 4, 2, 1, 5, 3 4, 2, 1, 3, 5 2, 4, 1, 5, 3 2, 4, 1, 3, 5 4, 1, 2, 5, 3
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Assertion/Reason each item consists of two statements, an assertion and a reason that are linked by the word because. First the candidate must determine whether the assertion 2 statement is true or false and then whether the reason statement is true or false. If either statement is false, the answer can be selected from options C, D or E. However, if both statements are true, a third step is required. To determine between options A or B, the candidate must determine whether or not the reason is a correct explanation for the assertion. There is only one correct response to each question, but options may be used once, more than once or not at all.
Using the Project Scenario, answer the following question. Lines 1 to 4 in the table below consist of an assertion statement and a reason statement. For each line identify the appropriate selection from options A to E that applies. A selection may be used more than once or not at all. Selection A B C D E Assertion 1 The Business Case should be revised if Marketings forecast for increased orders changes. If the paper supplier changes there may be a review of, and possible changes to, the Business Case. The Business Case will no longer be viable if the Prepared Calendar Pack is only available for printing in the first week of December. The fact that the projects aim is to try to counter the fall in orders should be documented in the Project Brief. BECAUSE Assertion True True True False False Reason True True False True False AND the reason explains the assertion BUT the reason does not explain the assertion
Reason The Business Case is an input to the Project Board in the decision to authorize a Stage or Exception Plan. The Business Case includes options for the delivery of the Calendar solution. The Business Case is deemed no longer viable if stage tolerances are exceeded during the project.
BECAUSE
BECAUSE
BECAUSE
The outline Business Case contains the reasons why the project is needed and forms part of the Project Brief.
A useful tip when tackling this type of question is to cover up the Reason column and go down the Assertions individually, as stand alone statements, marking each as True or False. Similarly, do the same for the Reasons statements by covering up the Assertion column. Having established whether each statement is true of false, it is easy to see if a numbered pair is option C, D or E, as these contain false statements. You only have to think about the pairs that are both true by deciding if the reason explains the assertion or both statements are independent of each other.
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Sample Practitioner Exam Question

Project Scenario 1 EX01 Pleasure Park
Pleasure Parks Ltd (PPL) operates a number of family theme parks in the UK. Visitor numbers have been static over the last financial year and all the company directors have expressed concern because their overall strategy has been aimed at a 10% increase in visitor numbers year on year. This strategy started two years ago. Six months ago (the end of the last financial year) PPL initiated a feasibility study to determine if any new rides or attractions should be installed. The feasibility study has recommended that PPL install a new ride at each location. The North East Theme Park (NETP) has been selected for the installation of a new ride called Explosion a roller coaster suspended from a rail incorporating two 360 degree spins within the ride. You have worked for PPL for 4 years and have been selected by the PPL Board to manage the installation of Explosion. Rides Galore have been selected to supply the new ride. Planning permission has been granted. The installation will be undertaken by a specialist contractor which you will have to select as part of the project. The project is to start without delay. Estimates from the feasibility study indicate a total cost of 8m with a 9 month timescale. It is now the end of May. The directors of PPL want the new ride ready for the start of the next season in 10 months time. You have completed the work involved in the Starting up a Project process and after discussion with the PPL Board you have agreed that the project will comprise of five management stages. Stage 3 Stage 4 Stage 5
Stage 1 Stage 2
Initiation activities as shown in Initiating a Project. Plan Stage 2. Finalise the civil engineering plans for the ride. Finalise the IT, electrical and mechanical services plans. Prepare Invitation to Tender to issue to the specialist contractors. Select a specialist contractor. Prepare a revised cost forecast for the project. Site works excavation and erection of mechanical structure. Inspection and acceptance of structure. Installation of IT and supporting electrical and mechanical services. Landscaping. Installation of roller coaster suspended seating. Final testing and commissioning. Demonstration to PPL Board. Opening ceremony. Close project.
Duration 3 weeks Duration 10 weeks
Duration 15 weeks
Duration 10 weeks
Duration 3 weeks
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A budget of 8m has been allocated for the project. A change budget of 500k has been agreed for the project. 2 PPLs Board has also agreed a project tolerance of +20% and -10% on costs. In terms of time the project is scheduled to complete by the second week of April. The PPL Park Director has insisted that the opening ceremony should take place by the end of April. The earliest the project can be completed is the end of March. Therefore the time tolerance for the project is -2 / +2 weeks.
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Business Case Theme - Question 1 - additional information Extract from the feasibility study into the consolidation project. 3 options were considered:
Do nothing: Taking this option does nothing to generate an increase in visitor numbers. It may even make matters worse as the public may perceive the lack of investment and view the Theme Park as tired and out of date. Do minimum. A number of options were considered in this category of which one was taken forward for further consideration. This option involved providing a new range of rides for children that would not be classified as white knuckle rides. Analysis of the customer profile indicated that whilst this may give a 10% rise in family visitors there would be a corresponding decrease in the age range that came for the white knuckle experience. This latter group is the higher spending group. The option was rejected as overall income would decrease despite numbers remaining the same or, at best, increasing slightly. Do something. Install a new white knuckle ride. Various options were considered and the Explosion ride has been selected. This is a suspended roller coaster including a double helix. These benefits have been estimated as: 1. Increased visitor numbers of 10% in the first year. 2. Assuming the year 1 experience is satisfactory the increase in visitor numbers will increase in a similar manner for the following two years. 3. Increase in revenue of 5% per annum from no ticket attractions such as food, drinks, and slot machines. 4. Increase in visitor numbers to the park will also help the local community due to increased visitor numbers and spending in the locality, estimated at 2,000 visitors spending 20,000 pa.
Our recommendation is to install the new roller coaster Explosion as it supports the business strategy, provides long term benefits and assists with our drive to help the local community.
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Organization Theme - Question 2 - additional information The following staff are available to help with the project: Board Members
Cyril Stead Park Director. Cyril has been with Pleasure Parks Ltd for ten years. He has lots of drive and enthusiasm coupled with a sound business background. He has an MA in Business Studies. It was his idea to establish the feasibility study and he is very excited by the new ride. He expects to be closely involved with the project. Barry Fletcher Finance Director. Barry has an accountancy degree and understands the theme park business very well. He has recently been promoted to Financial Director after four years as the Chief Accountant. He has total responsibility for the Pleasure Parks accounting systems. Sam Ohuru Sales & Marketing Director. Sam is new to the company although he has known Cyril for many years as they are both keen tennis players. He has an impressive track record in sales and marketing having worked for leading industry players. He joined PPL 6 months ago. He is very keen on the new project as he sees it as his opportunity to prove himself. He expects to take a leading role and is promoting the new ride in the Parks publicity and marketing material. Julia McKenzie Health and Safety Director. Julia has worked with Cyril for ten years and takes full responsibility for all health and safety matters. She wants to make sure all the safety margins have been built into the new ride. Lucy Large Operational Director. Lucy has been with the company for three months and is responsible for the day to day management of the Park. Her staff will be supervising the new ride once it opens and is keen that all park staff are suitably trained in the new ride, its operation, and safety features. Robert Roller Account Director, Rides Galore. Robert has been assigned to manage the Pleasure Parks account. He is a trained roller coaster engineer and will be able to liaise with the specialist contractors who will be installing the ride. Unit Heads David Webb Chief Accountant. David has been in post since Barry was promoted. He is very methodical and makes sure that the accounts are always in excellent order. He is a great asset to the company. He was instrumental in introducing quality procedures into the company 2 years ago. Tracy Currie Sales Manager. Tracy is responsible for all the sales in Park. She is keen to improve sales after the ride is installed. She has been with the company 5 years. Heather OConnor Marketing Manager. Heather joined the company on the same day as Tracy and they have been close friends and colleagues ever since. She is keen to promote the new ride. Walter Gabriel HR Manager Walter is an easy-going person who thoroughly enjoys his job. He has little ambition and enjoys working with the team. He has been in post for 6 years and knows everybody who works in the Park. Walter has to refer all major decisions to Cyril. Others Robert Roller Account Director, Rides Galore. Robert has been assigned to manage the Pleasure Parks account. He is a trained roller coaster engineer and will be able to liaise with the specialist contractors who will be installing the ride. Fred Winter Freelance consultant. Fred is a freelance consultant to construction companies and a specialist team leader. Sue George Manager in Coaster Constructors.
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Plans Theme - Question 5 additional information
Stage 2 is almost complete and is going to plan. The specialist installation contractor Coaster Constructors has been appointed. They have assigned a senior engineer to work with Robert Roller from Rides Galore to identify the products and work involved in the construction stage (Stage 3). You are preparing the Stage 3 plan based on this product summary. Product Summary In order to build the Explosion ride, site offices will be erected first. Once this is accepted by Coaster Constructors the existing ride layout plan provided by Rides Galore will be used to establish the foundations for the steelwork. The steelwork consists of supports, rails and maintenance platforms. Once the foundations are inspected and approved, the supports will be erected and encased at their base in reinforced concrete. Once the concrete has set, the rails will be installed between the supports and so that the maintenance platforms can be built. A crane will be hired to hoist the steelwork into position. It will be necessary to place a contract with the plant hire firm for this equipment. After acceptance of the foundations, the ride entry/exit platform will be built. This must be completed before the final section of rail can be installed inside the platform. Extract from Product Breakdown Structure (contains errors)
Roller Coaster
Steelwork products
Ride layout plan
Site offices
Maintenance platforms
Foundation products
Build entry/exit platform
Supports
Foundations
Acceptance certificate
Rails
Reinforced concrete Key External Product Product
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Quality Theme - Question 6 - additional information Quality notes from the Project Managers Daily Log
I know nothing about building foundations and acceptance certificates. Ill have to make sure I get some help in that area. The Park Director has insisted that we do everything to the best possible standard. It all sounds a bit subjective. I know we have to use Ride Standards 231/2 but Ill ask the Health and Safety Director for some more precise acceptance criteria as safety must be the prime concern. Our Sales and Marketing Director has specified that the structure must be painted emerald green with red seats. He has given me the RAL colour numbers RAL 6001 (green) and RAL 3026 (red). Whoever we get to undertake to build the new ride must have the appropriate certification in this type of construction work. All documentation must be reviewed and the Operational Director wants to review the plans personally. We must use the PPL standard version numbering system and make sure all the documents are filed in accordance with our standards.
Extract from the Quality Management Strategy (may contain errors or information which is under the incorrect heading) Introduction 1. This document describes PPLs approach to quality management for the Roller Coaster project. 2. The Project Board will have overall responsibility for the Quality Management Strategy. 3. Project Assurance will provide assurance to the Project Board that the Quality Management Strategy is being implemented correctly. Tools and techniques 4. All specialist work must be tested or checked by competent personnel. 5. All project management documentation should be reviewed by the Project Assurance every 6 weeks. Quality management procedure quality standards 6. All paint used should conform to RAL compliant colours. Roles and responsibilities 7. Team managers will provide details of quality checks that have been carried out. 8. The Operational Director will check the plans. 9. The Project Manager will ensure that all quality reviews have the appropriate user representation.
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Syllabus Area Business Case Theme
Question Number 1
Part 2 A
Marks 6
Use the scenario and the additional information relating to the Business Case question answer the following six questions. Each question contains a list of true statements about the Explosion project, but only 2 statements are appropriate entries for that heading of the Business Case. 1 Which two statements should be recorded under the Reasons heading? A. The new ride will increase visitor numbers by 10% in the first year. B. Visitor numbers have remained static for the last financial year. C. The forecast increase in visitor numbers supports the corporate strategy of a 10% increase year on year. D. Installing childrens rides will decrease overall income. E. Installing the new ride will increase sales of non ticket attractions. 2 Which two statements should be recorded under the Business Options heading? A. Do nothing, has been rejected as PPL have no confidence in marketing activities. B. Use Rides Galore to supply the new ride. C. Installing a range of childrens rides is not considered appropriate for the PPL core market. D. Recruit a specialist supplier to install the ride. E. Contract Rides Galore to plan the new ride. Which two statements should be recorded under the Expected Benefits heading? A. B. C. D. E. 4 Increased attendance of 10% in first year. Families with small children will go to a park with childrens attractions. The ride will cost 8m to install and commission. The new ride supports the local community through increased local spending. Benefits will begin to be realized within the first year.
Which two statements should be recorded under the Costs heading? A. B. C. D. E. We have estimated the costs at 8m. The project will be funded from the investment budget. The new ride will generate increased revenue of 3m per annum. If bad weather affects the build then the delays could cost 500,000 per month. The use of a risk budget will be considered when the Project Plan is completed.
Question continues
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2
5 Which two statements should be recorded under the Major Risks heading? A. The project might take longer than 10 months. B. If the weather is very bad when the foundations are being laid then work will be delayed resulting in delays to the completion of the project. C. Some visitors will not like the new ride. D. Some families may now perceive that PPL is not a child friendly park and go elsewhere, resulting in a loss of revenue. E. The project may cost more than 8m. 6 Which two statements should be recorded under the Timescales heading? A. The project will run for 10 months. B. The project Manager will be employed for 12 months to oversee the transfer into the live environment and sort out any issues which arise. C. The Executive has stated that there will be no tolerance on scope. D. Benefits will be realized over the first year of operation and continue at the same rate for the next three years. E. If a suitable installation company cannot be found in the UK then an overseas contractor will be considered.
Question 1
Part A 1 2 3 4 5 6 A B C D E
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Question Number 1
Part B
Marks 6
Use the scenario and the additional information relating to the Business Case question answer the following question. Lines 1 to 4 in the table below consist of an assertion statement and a reason statement. For each line identify the appropriate option, from options A to E, that applies. Each option can be used once, more than once or not at all. Option A B C D E Assertion True True True False False Assertion 1 The Do nothing option should NOT be considered for this project. 2 If the forecast number of visitors changes then the Business Case should be reviewed. The Benefits Review Plan should indicate when an assessment of the number of visitors should be made following the opening of the ride. It is only necessary to review the Business Case if there is a major change to the project. Once the decision is made on the appointment of the installation contractor and the costs fully understood, the business case should be reviewed. The Executive should delegate responsibility for the projects Business case to the Senior User. BECAUSE Reason True True False True False Reason The Do nothing option is an optional part of the business options section of the Business Case. Any change that affects the benefits will result in a review of the Business case. The Benefits Review Plan does NOT contain details of baseline measures from which improvements can be calculated. If Cost tolerance for the project is exceeded then the corporate body must be informed. The Business Case is reviewed at each stage boundary. AND the reason explains the assertion BUT the reason does not explain the assertion
BECAUSE
BECAUSE
BECAUSE
BECAUSE
BECAUSE
The Senior User is responsible for realising the benefits.
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Question 1
Part B 1 2 3 4 5 6 A B C D E
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Syllabus Area Organization Theme
Question Number 2
Part 2 A
Marks 6
Use the scenario and the additional information relating to the Organization question answer the following six questions. 1 In a PRINCE2 environment which two of these people are best suited to the role of the Executive? A B C D E 2 In a PRINCE2 environment which two of these people are best suited to role of Senior User? A B C D 3 In a PRINCE2 environment which two of these people are best suited to provide Business Assurance for the Executive role? A B C D 4 In a PRINCE2 environment which two of these people are best suited to perform User Assurance for the Senior User role? A B C D 5 In stage 3 which two of these people are best suited to perform the Senior Supplier role? A B C D 6 Which two of these people are best suited to perform Supplier Assurance for the Senior Supplier during stage 3? A B C D Cyril Stead Barry Fletcher Sam Ohuru Julia McKenzie Lucy Large Lucy Large Robert Roller Sam Ohuru Julia McKenzie Barry Fletcher Lucy Large Julia McKenzie David Webb Barry Fletcher Lucy Large Sam Ohuru David Webb Lucy Large Julia McKenzie Rep from Specialist Robert Roller Robert Roller Rep from Specialist Julia McKenzie Walter Gabriel
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Question 2
Part A 1 2 3 4 5 6 A B C D E
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Question Number 2
Part B
Marks 6
Use the scenario and the additional information relating to the Organization question answer the following question. Lines 1 to 4 in the table below consist of an assertion statement and a reason statement. For each line identify the appropriate option, from options A to E, that applies. Each option can be used once, more than once or not at all. Option A B C D E Assertion True True True False False Assertion 1 The Executive could be Cyril Stead or Barry Fletcher. 2 3 The Senior User should be Walter Gabriel. When the company undertaking the installation of the ride is appointed they should not be represented on the Project Board as a Senior Supplier. Julia McKenzie should take the Project Support role. In this project it will be necessary to combine the role of Executive and Senior User. During stages 1 and 2 the installation contractor could be represented by Robert Roller performing the Senior Supplier role. BECAUSE Reason True True False True False Reason Whoever takes the Executive roles should be able to represent the business and commit funds on its behalf. The Senior User should be able to represent all user interests. There is no need to have anyone in the Senior Supplier role as contracts are agreed. Senior Managers should always be involved in Project Support. Project Board roles can be combined on smaller projects. The Senior Supplier should be represented by someone who understands the specialist interests prior to their appointment. AND the reason explains the assertion BUT the reason does not explain the assertion
BECAUSE BECAUSE
BECAUSE
BECAUSE
BECAUSE
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Question 2
Part B 1 2 3 4 5 6 A B C D E
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105
Syllabus Area Risk Theme
Question Number 3
Part 2 A
Marks 4
The project is now at the end of Stage 2. The project manager has heard about a hurricane in America and the weather forecasters have suggested that this might cause a period of torrential rain which will hit the UK soon. There is a threat that torrential rain may cause localised flooding on the site during the excavation of the foundations which will cause delays to the construction of up to 4 weeks. PPL have an operational manager (Sandy) who watches the weather forecasts as weather affects visitor numbers. Column 1 contains a number of risk responses identified by the Project Manager following an assessment of the risk. Column 2 contains a list of threat response types. For each risk response in Column 1, select from Column 2 the type of response it represents. Each option in column 2 may be used once, more than once or not at all. Column 1 1 2 3 4 Hire a pump for the period of the excavation so that work can continue. Record the risk in the Risk Register and monitor the situation. Carry on as planned but prepare a plan to bring in a pump if there are signs of flooding. Ask the contractor, as part of his contract, to make alternative arrangements in the event of poor weather causing flooding. Column 2 A B C D E F Avoid Reduce Fallback Transfer Accept Share
Question 3
Part A 1 2 3 4 A B C D E F
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Question Number 3
Part B
Marks 4
The project is now at the end of Stage 2. The project manager has heard about a hurricane in America and the weather forecasters have suggested that this might cause a period of torrential rain which will hit the UK soon. There is a threat that torrential rain may cause localised flooding on the site during the excavation of the foundations which will cause delays to the construction of up to 4 weeks. PPL have an operational manager (Sandy) who watches the weather forecasts as weather affects visitor numbers. Lines 1 to 4 in the table below consist of an assertion statement and a reason statement. For each line identify the appropriate option, from options A to E, that applies. Each option can be used once, more than once or not at all. Option A B C D E Assertion True True True False False Assertion 1 The project manager should record this news as an Issue Report. If the risk cant be mitigated and the analysis shows that it exceeds the risk tolerance for the project then the PM should raise an Exception Report. A suitable risk owner for this risk is the operational manager (Sandy). It is never appropriate to accept a risk of this type. Part B 1 2 3 4 A B C D E BECAUSE Reason True True False True False Reason All new risks are recorded in the Risk Register. All deviations from agreed tolerances require reporting to the Project Board. The Risk owner will not only monitor the risk but will also take all the mitigating actions. It is not possible to do anything about events outside the project. AND the reason explains the assertion BUT the reason does not explain the assertion
BECAUSE
BECAUSE
BECAUSE
Question 3
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Question Number 3
Part C
Marks 4
The project is now at the end of Stage 2. The project manager has heard about a hurricane in America and the weather forecasters have suggested that this might cause a period of torrential rain which will hit the UK soon. There is a threat that torrential rain may cause localised flooding on the site during the excavation of the foundations which will cause delays to the construction of up to 4 weeks. PPL have an operational manager (Sandy) who watches the weather forecasts as weather affects visitor numbers. Column 1 contains a number of items from the risk assessment identified by the Project Manager and team following an assessment of the risk. Column 2 contains a list of headings from the Risk Register. For each item in Column 1, select from Column 2 the heading under which it should be recorded. Each option in column 2 may be used once, more than once or not at all. No 1 2 3 4 Column 1 Record the risk in the Risk Register and monitor the situation. Torrential rain is expected in November. This is a risk to the schedule. This risk is active. Column 2 A Risk category B Probability C Proximity D Risk response E Risk status F Risk Owner
Question 3
Part C 1 2 3 4 A B C D E F
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Syllabus Area Progress Theme
Question Number 4
Part 2 A
Marks 4
The project is now at the end of Stage 3. Using the project scenario answer these questions. 1 At the end of Stage 3, 10% of the cost tolerance has been used. Which statement is true? A. The remaining 10% MUST be allocated to stage 4. B. The Project Board can allocate as much or as little of the remaining cost tolerance to stage 4. C. Any deviation within the tolerances allocated will require an Exception Report. D. Additional cost tolerance can be generated by speeding up the project. 2 Having planned Stage 4 the project Manager has to do a number of other activities. Which of these is true? A. Raise an Exception Plan to cover the Project Plan updates for Stage 4. B. Consider whether the Project Product Description should be updated. C. Update the Project Plan and reflect any changes in the Project Plan in the Business Case. D. Update the Quality Register with the results of the stage 3 reviews. Having reviewed the amount of work to be undertaken in Stage 4 the Project Manager has been told that the Project Board require more control. Which two of these actions would give the Project Board more control? A. B. C. D. E. 4 Increase the frequency of Checkpoint Reports. Split Stage 4 into two smaller management stages. Increase the frequency of Exception reporting. Increase the frequency of Highlight Reports. Make sure all issues are handled formally.
Having looked at the Work Packages planned for Stage 4 the Project Manager wants to make sure they are under control. Which two actions will give the Project Manager more control? A. B. C. D. E. Increase the frequency of Checkpoint Reports. Reduce the degree of tolerance for the Work Package. Increase the frequency of Exception Reports. Increase the frequency of Highlight Reports. Make sure all issues are handled formally.
Question 4
Part A 1 2 3 4 A B C D E
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Question Number 4
Part B
Marks 4
Half of the positive (project) cost tolerance has been used in Stages 2, 3 and 4. The project is scheduled to complete 1 week before the end of April so there is 1 week positive (project) time tolerance remaining. Using the project scenario answer these questions. Lines 1 to 4 in the table below consist of an assertion statement and a reason statement. For each line identify the appropriate option, from options A to E, that applies. Each option can be used once, more than once or not at all. Option A B C D E Assertion True True True False False Assertion 1 All of the positive tolerance can be allocated to Stage 5. 2 There is no need for the project manager to maintain the Daily Log in the final stage. If the Project Manager wants to review the version number of the projects products then s/he may request a Product Status Account from Project Support. When reviewing the tolerances for Stage 5 Plan with the Project Board the PM must check that the benefits tolerance for the stage is allocated. Part B 1 2 3 4 A B C D E BECAUSE Reason True True False True False Reason Any remaining project tolerance for time and cost should always be allocated to the final stage of the project. All issues MUST be noted in the Issue Register. The Product Status Account is a report of the status of all products including their version number. AND the reason explains the assertion BUT the reason does not explain the assertion
BECAUSE
BECAUSE
BECAUSE
Benefit tolerance defines the range of a benefit.
Question 4
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Question Number 4
Part C
Marks 4
The project is now at the end of Stage 3. Use the project scenario to answer these questions. Column 1 contains a number of true statements that should be included within the End Stage Report. Select from Column 2 the appropriate heading for each statement. Each option in column 2 may be used once, more than once or not at all. No 1 Column 1 The project is scheduled to complete 1 week before the end of April. The excavation works took longer than expected we should have done a more detailed survey of the site. If the IT system doesnt require reconfiguring it is possible that the contractor can speed up the installation of the IT and this would save 3 weeks on the schedule. During Stage 3 fifty tests were undertaken of which only 3 failed. The rework was completed within tolerance. Column 2 A Review of team performance B Quality records C Issues and risks 3 D Lessons Report E Forecast 4
Question 4
Part C 1 2 3 4 A B C . D E
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Syllabus Area Plans Theme
Question Number 5
Part 2 A
Marks 6
Using only the Product Summary and extract from the Product Breakdown Structure provided as additional information, answer the following four questions Column 1 is a list of some of the entries in the product breakdown structure. Determine whether each entry in Column 1 has been correctly shown (or not) in the product breakdown structure. Select from Column 2 the appropriate statement that correctly describes that entry. Each selection in column 2 may be used once, more than once or not at all. Column 1 1 2 3 4 5 6 Ride layout plan Reinforced concrete Build entry/exit platform Acceptance certificate Site offices Rails C D E B Column 2 A External product incorrectly shown Internal product incorrectly shown as an external product NOT a product Correctly shown entry Incorrectly shown in a one to one relationship
Question 5
Part A 1 2 3 4 5 6 A B C D E
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Question Number 5
Part B
Marks 6
Use the scenario answer the following questions. Lines 1 to 4 in the table below consist of an assertion statement and a reason statement. For each line identify the appropriate option, from options A to E, that applies. Each option can be used once, more than once or not at all. Option A B C D E Assertion True True True False False Assertion 1 2 The plan for Stage 3 should be produced during the initiation stage. The activities required to close the project should be included within the Stage 5 plan. The fact that the rollercoaster can be completed up to 2 weeks earlier than the second week of April would be recorded under the Tolerances section of the Project Plan. Stage 1 activities do NOT require a plan. 5 The completion of the invitation to tender and having it ready for issue may be a suitable milestone. When planning Stage 3 the products should be broken down into a product breakdown structure for the Stage. BECAUSE BECAUSE Reason True True False True False Reason All Stage plans should be produced in Initiation. Project closure is part of the final stage of a project and its activities should be included within the stage plan. AND the reason explains the assertion BUT the reason does not explain the assertion
BECAUSE
All tolerances are recorded in the Project Plan.
BECAUSE
An Exception Plan may be required if a Stage Plan is forecast to exceed its tolerance. Milestones represent the completion of key activities. The schedule is derived from the product breakdown structure.
BECAUSE
BECAUSE
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Question 5
Part B 1 2 3 4 5 6 A B C D E
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Syllabus Area Quality Theme
Question Number 6
Part 2 A
Marks 4
Using the information in the project scenario and the additional information for the Quality question (quality notes from the Project Managers Daily Log) answer the following questions. Each of the following questions relates to entries in the Product Descriptions of the projects products. 1 Which is a correct statement for the quality criteria entry in the ride seats product description? A. B. C. D. 2 They must be painted red. They must be painted in RAL 3026 (red). They must be comfortable. The MD must like them.
Which is a correct statement for the quality responsibilities entry in the plans product description? A. The Park Director must check the plans to make sure they are correct. B. The Operational Director should be involved in reviewing the plans to confirm they are acceptable. C. The Project Manager should check that the plans conform to current building regulations. D. It is not necessary to check that the plans are correct we can take the suppliers word for it. Which is a correct statement for the quality tolerance entry in the plans product description A. All plans must be to scale 1:50. B. All plans must be to scale 1:50 but if necessary the overall layout plans can be produced at 1:100 scale. C. Plans must be produced at A0 size. D. The plans must be checked by the Operational Director.
Which is a correct statement for the quality method entry in the ride seats product description? A. B. C. D. Ask the staff if they like them. Wait until the ride is ready for use and then check to make sure they are adequate Ask the Park Director to check them. Visual Inspection of each seat for damage prior to installation.
Question 6
Part A 1 2 3 4 A B C D
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Question Number 6
Part B
Marks 4
Using the information in the project scenario and the additional information for the Quality question (quality notes from the Project Managers Daily Log and the extract from the Quality Management Strategy) answer the following questions. 1 Which statement applies to the Introduction section? A. Delete entry 1 because this is related to the project approach and should be recorded in the Project Brief. B. Delete entry 2 because the project board roles are not included here. C. Move entry 3 to the Roles and responsibilities section. D. Delete entries 2 and 3 because assurance roles are documented in the PID. 2 Which statement applies to the Tools and techniques section? A. Move entry 4 to roles and responsibilities as specialist staff need to know their delegated authority. B. Move entry 5 to quality management procedure. C. Move entry 4 and 5 to roles and responsibilities as these clarify roles for project quality. D. Add the architect will check the materials. 3 Which statement applies to the Quality management procedure - quality standards section? A. B. C. D. 4 Delete entry 6 as this describes a product. Add the contractor will check that the work meets the standards. Add there must be enough light. Add all modifications must comply with current building regulations.
Which statement applies to the Roles and responsibilities section? A. Delete entry 7 because external suppliers cannot provide quality checking. B. Delete entry 8 because this is the responsibility of corporate or programme management. C. Delete entry 9 because this is a responsibility of the Project Board. D. Move entry 7 to reporting because checkpoint reports contain an extract of the Quality Management Strategy.
Question 6
Part B 1 2 3 4 A B C D
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2
Syllabus Area Quality Theme Question Number 6 Part C Marks 4
Using the information in the project scenario and the additional information for the Quality question (quality notes from the Project Managers Daily Log and the extract from the Quality Management Strategy) answer the following questions. 1 Which statement is a correctly defined acceptance criterion for the ride? A. B. C. D. 2 It must be safe. Strong bolts must be used. The fixings must comply with the Ride Standards 231/2 para 22. It must be painted the right colour.
Which statement is a correctly defined acceptance criterion for the plans? A. B. C. D. The health and safety plan has been approved by the regulatory authority. They are at the right scale. They are complete. All parties are satisfied with them.
Which statement is a correct example of an in process method of checking the ride seats? A. B. C. D. Project Assurance will check the seats. As the seats are installed they are checked for damage. The Project Manager will review the Quality Register periodically. All seats will be painted red (RAL 3026).
Which statement is a correct example of an appraisal method of checking the ride seats? A. Check the seats during installation to check they are the right colour. B. The seats are to be painted red (RAL 3026). C. Once the seats are installed they will be tested against the relevant standard (see the product description). D. The Health and Safety Officer will inspect the seats.
Question 6
Part C 1 2 3 4 A B C D
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Syllabus Area Processes Starting up a Project, Initiating a Project
Question Number 7
Part 2 A
Marks 5
Each of the following 5 questions includes a list of true statements made during the Starting up a Project process. 1 Which statement is an appropriate entry for the Lessons Log? A. The last time PPL installed a ride staff wanted extra pay and there was trouble with the unions. B. PPL have never installed such a complex in ride in such a short timeframe before. C. The suppliers that will be used to supply the new ride are new to PPL. D. The Park Director wants the installation to be implemented with minimum disruption to the business. 2 Which statement is an appropriate entry for the Project Product Description? A. Sub-contract the work to an experienced builder. B. The representative from the ride supplier will take the Senior Supplier role on the Project Board. C. It is expected that Stage 2 will take six weeks. D. The Park Director has stated that there must be no compromise on the standard of finishes. 3 Which statement is an appropriate entry for the Project Product Description? A. The project must be completed within two weeks of the target date. B. Four coats of paint have been requested on all aspects of the ride but if costs are threatened three coats will be acceptable. C. The seats on the ride must be capable of supporting up to 30 stones weight. D. The Park Director has stated that the project must be kept secret for now. 4 Which statement is an appropriate entry for the project approach contained in the project Brief? A. When the contractor is appointed they should be represented on the Project Board. B. The materials for the work must comply with current environmental regulation. C. The PPL legal department will negotiate the lease and then following a tender process a suitable builder will be contracted to undertake the work at the new offices. D. There may be problems with negotiating the contract causing work on the ride to be delayed. 5 Which is an appropriate entry for the Stage Plan for the initiation stage? A. The Daily Log has been updated with new risks to the project that were identified when preparing the Project Brief. B. The plan is based on the ride supplier being available to assist with planning the project. C. The initial cost estimate for the project is 8m. D. The Park Director has stated that the project must be completed in time for Easter.
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2
Question 7 Part A 1 2 3 4 5 A B C D
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Question Number 7
Part B
Marks 2
Each of the following 2 questions includes a list of true statements made during the Initiating a Project process. 1 Which statement is an appropriate entry for the Business Case? A. B. C. D. Installing more childrens rides would have incurred a decrease in high spending visitors. Bad weather may delay the work in Stage 3. All plans must be checked by the Health and Safety Director. The quoted timescales are based on the understanding that funding can be made available immediately approval is granted.
Which statement is an appropriate entry for the Configuration Management Strategy? A. The Health and Safety Director must approve all plans. B. Any threats that cause more than 4 weeks delay should be classified as Very High Impact. C. All contracts must be approved by the legal department. D. Any new requirements incurring costs over 250,000 must be referred to the Project Board.
Question 7
Part B 1 2 A B C D
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Question Number 7
Part C
Marks 5
The project is now near the end of the Initiation Stage. All the work has been completed and it just remains for the Project Initiation Documentation to be assembled and the stage 2 Plan to be finalised. Lines 1 to 4 in the table below consist of an assertion statement and a reason statement. For each line identify the appropriate option, from options A to E, that applies. Each option can be used once, more than once or not at all. Option A B C D E Assertion True True True False False Assertion 1 The Risk Register should have been created before the Initiation Stage. BECAUSE Reason True True False True False Reason The Risk Management Strategy describes the specific techniques and standards to be applied. The Project Plan determines the duration and cost of the project and this information is required in the Business Case. Only people working within the project should be included in the Communications Management Strategy. Every project must have separate person or group designated as a dedicated Change Authority. All risks associated with Stage 2 should have an owner. AND the reason explains the assertion BUT the reason does not explain the assertion
The Business Case cannot be finalised until the Project Plan is completed.
BECAUSE
The Communications Management Strategy does not include people outside the PPL organisation. If the PPL Project Board decide to delegate to a Change Authority, the person(s) will be identified in the Configuration Management Strategy. The Risk Management Strategy should define scales for probability and impact.
BECAUSE
BECAUSE
BECAUSE
Question 7
Part C 1 2 3 4 5 A B C D E
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2
Syllabus Area Processes DP, CS, SB, MP & CP Question Number 8 Part A Marks 4
The project has completed Stage 2 successfully and has moved into Stage 3. The contractor will be excavating the site and erecting the structure. Each of the following 2 questions includes a list of true statements made during the Controlling a Stage process. 1 Which statement is an appropriate entry for the Foundations Work Package? A. B. C. D. The steelwork will be erected when the concrete has been signed off. Access to the site can only be arranged via the site agent. Stage 3 will take 15 weeks. The Park Director wants the work to be implemented with minimum disruption to the business.
Which statement is an appropriate entry for the first Highlight Report in stage 3? A. B. C. D. The contractor has been appointed. The Contractor has taken the Senior Supplier role on the Project Board. The work in Stage 2 completed ahead of schedule by 3 days. None of the stage tolerance has been used to date.
The project is coming to the end of Stage 3. It is 10 days ahead of schedule and the works are being inspected. Each of the following 2 questions includes a list of true statements made during the Managing a Stage Boundary process. 3 Which statement is an appropriate entry for the End Stage Report? A. Anyone working on the site until the work is completed must arrange access with the Site Agent. B. The Park Director is very pleased with the work done in stage 2. C. The contractor joined the Project Board during stage 2. D. The ride will be operational on 1 April, two weeks ahead of schedule. 4 Which is an appropriate entry for the Lessons Report produced at the end of Stage 3? A. All the work so far in the project has been done on or ahead of schedule. B. We incorporated suggestions from rides galore about the installation and this has saved 8 days on the schedule. C. We have heard that there may be delays with the IT system. D. Business has not deteriorated during the building period. Question 8 Part A 1 2 3 4 A B C D
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Syllabus Area Processes DP, CS, SB, MP & CP Question Number 8 Part B Marks 4
The installation has completed as planned. The Project Manager is now working through the Closing a Project activities. Lines 1 to 4 in the table below consist of an assertion statement and a reason statement. For each line identify the appropriate option, from options A to E, that applies. Each option can be used once, more than once or not at all. Option A B C D E Assertion True True True False False Assertion 1 Any unfinished work should be recorded in the Daily Log for action by the appropriate business department. The End Project Report will be produced when all the benefits of the new ride have been realised. The Stage Plan for stage 5 should contain details of the products to be created or updated during the Closing a Project process. As part of the handover of the ride to the customer arrangements should be made for the ongoing management of the ride. BECAUSE Reason True True False True False Reason The Daily Log provides a means for the Project Manager to record informal issues. The End Project Report documents whether all the benefits have been achieved. Work Packages will be required for the production of the End Project Report and to update the Benefits Review Plan. Part of handing over the finished products is to ensure that the appropriate support and maintenance systems are in place. AND the reason explains the assertion BUT the reason does not explain the assertion
BECAUSE
BECAUSE
BECAUSE
Question 8
Part B 1 2 3 4 A B C D E
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Syllabus Area Processes DP, CS, SB, MP & CP
Question Number 8
Part 2 C
Marks 4
The project is in Stage 4. It is on schedule. Column 1 contains a number of true statements that should be included within the second weekly Checkpoint Report to be produced for the IT Installation Work Package. Select from Column 2 the appropriate heading for each statement. Each option in column 2 may be used once, more than once or not at all. Column 1 1 The cable installation is on schedule but we are forecasting a 2 day delay against the target due to the next part of the work being more complex than anticipated. The outstanding documentation from last week has been completed. If the IT system doesnt require reconfiguring it is possible that we can bring the testing forward by 2 weeks. Next week we shall test the cable installation. Column 2 A B C D E Follow ups This reporting period Next reporting period Work Package tolerance status Issues and risks
2 3 4
Question 8
Part C 1 2 3 4 A B C D E
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Syllabus Area Change Theme
Question Number 9
Part 2 A
Marks 4
The project is now in Stage 3. Use the project scenario to answer the following 4 questions. Column 1 contains a number of issues for this project. Select from Column 2 the appropriate category for each issue. Each option in column 2 may be used once, more than once or not at all. Column 1 1 Although not previously considered, the Park Director wants a water feature to be included within the landscaping work. Whilst installing the new electrical services it was discovered that the incoming supply is faulty causing a serious delay. The ride seating was signed off now it appears that the paint colour used does not match that stated in the product description. The operational staff have asked for a different type of IT system to that previously agreed. Column 2 A B C Problem or concern Request for change Off-specification
Question 9
Part A 1 2 3 4 A B C
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Question Number 9
Part B
Marks 4
The project is now in Stage 4. The MD has decided that the seats should be painted the same colour as the ride steelwork (green). Work has already started painting the seats red and whilst this can be achieved within the timeframes specified there will be an additional cost of 25,000. There is 300,000 left in the Change Budget. The Change Authority specified in the Configuration Management Strategy is the Project Board. Lines 1 to 4 in the table below consist of an assertion statement and a reason statement. For each line identify the appropriate option, from options A to E, that applies. Each option can be used once, more than once or not at all. Option A B C D E Assertion True True True False False Assertion 1 The change in requirements should be treated as a request for change. An Exception Plan at project level must be produced to reflect this change. 3 If the Project Manager needs to see if any other products are affected s/he should look in the Configuration Item Record. As the change can be paid for by the Change Budget the Project Manager can authorise the change. BECAUSE Reason True True False True False Reason Something that should be provided by the project, but currently is not provided is an off-specification. All deviations from agreed tolerances require an Exception plan. The Configuration Item record contains the relationship with other items. The Change Authority only deals with changes that require funding. AND the reason explains the assertion BUT the reason does not explain the assertion
BECAUSE
BECAUSE
BECAUSE
Question 9
2009 ILX Group plc
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Question Number 9
Part 2 C
Marks 4
The project is now in Stage 4. The MD has decided that the seats should be painted the same colour as the ride steelwork (green). Work has already started painting the seats red and whilst this can be achieved within the timeframes specified there will be an additional cost of 25,000. There is 300,000 left in the Change Budget. The Change Authority specified in the Configuration Management Strategy is the Project Board. This issue will be handled formally. Column 1 contains a number of statements that should be included within the Issue Report. Select from Column 2 the appropriate heading for each statement. Each option in column 2 may be used once, more than once or not at all. Column 1 1 2 3 The Project Board have approved the request and transferred the funds into the project budget. Changing the colour of the seats will require the work already started to be scrapped. As work has started the Project Manager believes that the best option will be to continue with the original colour scheme. The cost of this change is outside the authority level of the Project Manager and must be escalated. Column 2 A B C D E Issue description Impact analysis Recommendation Severity Decision
Question 9
Part C 1 2 3 4 A B C D E
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Suggested Answers
Practitioner Exam Pleasure Park
Question 1
Part A 1 2 3 4 5 6 A 0 1 1 1 0 1 B 1 0 0 1 1 0 C 1 1 0 0 0 0 D 0 0 1 0 1 1 E 0 0 0 0 0 0
Question 1
Part B 1 2 3 4 5 6 A 0 1 0 0 0 0 B 0 0 0 0 1 0 C 0 0 1 0 0 0 D 0 0 0 1 0 1 E 1 0 0 0 0 0
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Question 2
Part A 1 2 3 4 5 6 A 1 1 1 0 0 1 B 1 0 0 1 0 1 C 0 1 0 1 1 0 D 0 0 1 0 1 0 E 0
Question 2
Part B 1 2 3 4 5 6 A 1 0 0 0 0 1 B 0 0 0 0 0 0 C 0 0 0 0 0 0 D 0 1 0 0 1 0 E 0 0 1 1 0 0
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Question 3
Part A 1 2 3 4 A 0 0 0 0 B 1 0 0 0 C 0 0 1 0 D 0 0 0 1 E 0 1 0 0 F 0 0 0 0
Question 3
Part B 1 2 3 4 A 0 0 0 0 B 0 0 0 0 C 0 1 1 0 D 1 0 0 0 E 0 0 0 1
Question 3
Part C 1 2 3 4 A 0 0 1 0 B 0 0 0 0 C 0 1 0 0 D 1 0 0 0 E 0 0 0 1 F 0 0 0 0
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Question 4
Part A 1 2 3 4 A 0 0 0 1 B 1 0 1 1 C 0 1 0 0 D 0 0 1 0 0 0 E
Question 4
Part B 1 2 3 4 A 0 0 1 0 B 0 0 0 0 C 1 0 0 0 D 0 0 0 1 E 0 1 0 0
Question 4
Part C 1 2 3 4 A 0 0 0 0 B 0 0 0 1 C 0 0 1 0 D 0 1 0 0 E 1 0 0 0
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Question 5
Part A 1 2 3 4 5 6 A 0 0 0 0 0 0 B 0 0 0 0 1 0 C 0 0 1 0 0 0 D 1 0 0 1 0 1 E 0 1 0 0 0 0
Question 5
Part B 1 2 3 4 5 6 A 0 1 0 0 1 0 B 0 0 0 0 0 0 C 0 0 1 0 0 1 D 0 0 0 1 0 0 E 1 0 0 0 0 0
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Question 6
Part A 1 2 3 4 A 0 0 0 0 B 1 1 1 0 C 0 0 0 0 D 0 0 0 1
Question 6
Part B 1 2 3 4 A 0 0 0 0 B 0 0 0 0 C 1 1 0 1 D 0 0 1 0
Question 6
Part C 1 2 3 4 A 0 1 0 0 B 0 0 1 0 C 1 0 0 1 D 0 0 0 0
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Question 7
Part A 1 2 3 4 5 A 1 0 0 0 0 B 0 0 1 0 1 C 0 0 0 1 0 D 0 1 0 0 0
Question 7
Part B 1 2 A 1 0 B 0 0 C 0 0 D 0 1
Question 7
Part C 1 2 3 4 5 A 0 1 0 0 0 B 0 0 0 0 1 C 0 0 0 1 0 D 1 0 0 0 0 E 0 0 1 0 0
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Question 8
Part A 1 2 3 4 A 0 0 0 0 B 1 0 0 1 C 0 0 0 0 D 0 1 1 0
Question 8
Part B 1 2 3 4 A 0 0 0 1 B 0 0 0 0 C 0 0 1 0 D 1 0 0 0 E 0 1 0 0
Question 8
Part C 1 2 3 4 A 0 1 0 0 B 0 0 0 0 C 0 0 0 1 D 1 0 0 0 E 0 0 1 0
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Question 9
Part A 1 2 3 4 A 0 1 0 0 B 1 0 0 1 C 0 0 1 0
Question 9
Part B 1 2 3 4 A 0 0 1 0 B 1 0 0 0 C 0 0 0 0 D 0 0 0 0 E 0 1 0 1
Question 9
Part C 1 2 3 4 A 0 0 0 0 B 0 1 0 0 C 0 0 1 0 D 0 0 0 1 E 1 0 0 0
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Pleasure Park Project Rationale Question 1 Business Case Theme

Question 1 Part A 1a 1b 1c 1d 1e Question 1 Part A 2a 2b 2c 2d 2e Question 1 Part A 3a 3b 3c 3d 3e Question 1 Part A 4a 4b 4c 4d 4e Answer correct correct incorrect incorrect incorrect Answer correct incorrect incorrect correct incorrect Answer correct incorrect correct incorrect incorrect Answer incorrect correct correct
Is a benefit. Is a reason for doing the project it describes the current situation. Is a reason for doing the project it describes how the project supports achievement of corporate strategies and objectives. (A 2.2 p237) Is a reason for rejecting another business option, not a reason for doing the project. Is a benefit.
incorrect incorrect
This is a business option. This relates to the project approach. This is a business option. This relates to the project approach. This also relates to the project approach.
A is a measureable benefit and is directly attributable to the move. B is an expected dis-benefit. C is a cost. D is a measurable benefit of this project. E relates to timescales of the project.
Both A and B are relevant to the cost heading as per appendix A2.2. Both A and B are relevant to the cost heading as per appendix A2.2. C is a benefit. D is a risk. E is just a statement about the risk budget and is not relevant to the Business Case.
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Question 1
Part A 5a 5b 5c 5d 5e Answer incorrect correct incorrect correct incorrect
2
This is just a statement of uncertainty not a risk. Is a risk as it has event, cause and effect. Is a statement. Is a risk it has event, cause and effect. This is a statement of uncertainty not a risk.
Question 1
Part A 6a 6b 6c 6d 6e Answer correct incorrect incorrect correct incorrect
Both A and D relate to the timescales of this project and the benefits realisation period. Is not relevant to the Business Case. This is a statement about scope and will be included in the Project Plan. Both A and D relate to the timescales of this project and the benefits realisation period. Is a contingency plan for a risk.
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Question 1
Part B Assertion
2
Reason
FALSE - do nothing is always part of the Business Case see A.2.2 TRUE - This is a possible change to the business benefits and the business case should be checked (see also Change Theme para 9.3.3.2) TRUE - the ability to increase sales (or otherwise) is a benefit of this project and should be included within the Benefits Realization Plan FALSE - When considering a request for change the effect on the Business case must be considered. (see 9.3.3.2) TRUE - The costs may/will have changed and this will affect the business case costs and benefits. FALSE - This cannot be delegated. App C2.1
FALSE - The Do Nothing option is required as part of the Business Case options section see A 2.2 TRUE - the reason correctly explains the Assertion (see para 9.3.3.2)
FALSE - see A1.2
TRUE - see 10.3.1.1
TRUE - The reason is also true but does not describe the reason for the assertion. The BC is reviewed at each stage boundary see figure 4.2 TRUE - Appendix C 3.1
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Question 2 Organisation Theme
Question 2
Part A 1a 1b Answer
correct correct incorrect incorrect incorrect
Both nominees have the appropriate authority to make decisions and commit resources on behalf of the business. Both nominees have the appropriate authority to make decisions and commit resources on behalf of the business. Sams role in Sales and marketing is linked to the users (public) of the ride and can represent their views. Julia is more concerned with the supply side safety etc that than the users. Lucy can clearly represent the users (public) and the staff operating the ride.
1c 1d 1e Question 2 Part A 2a 2b 2c 2d Question 2 Part A
Answer
correct incorrect correct incorrect
Lucy can clearly represent the users (public) and the staff operating the ride. Robert Roller is the supplier. Sams role in Sales and marketing is linked to the users (public) of the ride and can represent their views. Julia is more concerned with the supply side safety etc that than the users.
Answer
3a
correct
Both Barry and David have the financial skills to monitor the financial aspects of the project and maintain an eye on the business aspects. David can also oversee the use of the quality systems. Lucy is associated with the Operation aspects, rather than the financial and business aspects. Julia is associated with the supply side rather than the business Both Barry and David have the financial skills to monitor the financial aspects of the project and maintain an eye on the business aspects. David can also oversee the use of the quality systems.
3b 3c
incorrect incorrect correct
3d
Question 2
Part A 4a Answer
incorrect
Barry is associated with business and finance rather than the user aspects As directors for two significant areas of the business they will be able to see that the users interest are being considered. Barry and David are concerned with finance and business so would be better doing assurance for the Executive. As directors for two significant areas of the business they will be able to see that the users interest are being considered. Barry and David are concerned with finance and business so would be better doing assurance for the Executive. David is associated with business and finance rather than the user aspects
4b
correct
4c
correct
4d
incorrect
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Question 2
Part A 5a 5b 5c Answer
2
incorrect incorrect correct correct Lucy Large is better suited to the senior User role. Julia Mackenzie is again better suited to Project assurance for the Senior User, making sure that the ride fulfils its safety. The newly appointed installation contractor should be represented on the Board along with Robert Roller. The newly appointed installation contractor should be represented on the Board along with Robert Roller.
5d Question 2 Part A 6a
Answer
correct correct incorrect incorrect
Robert and the rep for the supplier can provide their own assurance as suppliers. Robert and the rep for the supplier can provide their own assurance as suppliers. Julia is better suited to provide assurance for the Senior User. Walter is not suitable for an assurance role.
6b 6c 6d
Question 2 1
Part B A Assertion Reason
TRUE - Both Cyril and Barry could be the Executive for the reason stated FALSE - Walter is not in a position to represent all the users, neither does he have the authority to commit resources. FALSE - because this company will be supplying the skills to undertake the work and should be represented on the Project Board. FALSE - as clearly Julias position as a director of Health and Safety means she is at too high a level in the organization to provide project support in this type of project. FALSE - this is a large project where it would be preferable to have separate people in the role. TRUE - Robert Roller represents the supplier of the roller coaster and will understand the installation requirements and interests and as such can represent their interests. This is explained correctly by the reason.
TRUE this is a key responsibility of the Executive (see 5.3.2.2 and C.2.1). Both nominees fulfill these criteria TRUE - see 5.3.2.1
FALSE - none of the PRINCE2 roles are optional, although it is possible to have one person taking more than one role. FALSE - as the Organization theme does not state this.
TRUE - see 19.5.1.1
TRUE and correctly explains the assertion
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Question 3 Risk Theme

Question 3 Part A 1a 1b 1c 1d 1e 1f Question 3 Part A 2a 2b 2c 2d 2e 2f Question 3 Part A 3a 3b 3c 3d 3e 3f Question 3 Part A 4a 4b Answer Answer Answer Answer
incorrect correct incorrect incorrect incorrect incorrect
This does not avoid the risk as flooding can still occur. Flooding will be significantly reduced. This is not a fallback action as it is taken before the risk is likely to occur. This does not transfer the risk. As we are doing something it is not acceptance. We are not sharing the risk.
incorrect incorrect incorrect incorrect correct incorrect
No effective action is taken so we have not avoided it. No effective action is taken so we have not reduced the risk. No effective action is taken so we have not made a fallback plan. No effective action is taken so we have not transferred it. No effective action is taken accept. We are not sharing the risk.
incorrect incorrect correct incorrect incorrect incorrect
No action is taken unless the risk occurs so we have not avoided it. No action is taken unless the risk occurs so we have not reduced the risk. A plan B has been established fallback. No action is taken unless the risk occurs so we have not transferred the risk. As we are doing something it is not acceptance. We are not sharing the risk.
incorrect incorrect incorrect correct incorrect incorrect
Asking the contractor does not prevent the risk occurring so we have not avoided it. Asking the contractor does not prevent the risk occurring so we have not reduced it. Asking the contractor does not prevent the risk occurring so we have not defined a fallback action. It is now the suppliers job to deal with the risk transfer. As we are doing something it is not acceptance. We are not sharing the risk as we are asking the contractor to deal with it. However, this does not transfer the effect of the risk.
4c 4d 4e 4f
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Question 3 1
Part B D Assertion
2
Reason
FALSE - New risks are captured in the Risk Register (15.4.6) TRUE - All forecast deviations should be escalated to the Project Board via an Exception report and this is accurately reflected by the reason. (15.4.7/10.3.3.1) TRUE - The operational manager will be able to keep the project informed of any adverse weather forecasts. FALSE - risks can always be accepted, although it may not be a sensible thing to do.
TRUE See 15.4.6 FALSE Not all tolerance breaches will be escalated to the Project Board. For example, work package tolerance. FALSE - The risk owner does not always take the mitigating actions. There may be a risk actionee. - see 8.3.5.4 FALSE - events outside the project can be addressed and actions taken to mitigate their effects.
Question 3
Part C 1d 2c 3a 4e Answer
correct correct correct correct
This is a risk response it describes the action that is being taken (albeit acceptance) (A25.2) This relates to when the risk may happen i.e. in November which is the proximity (A25.2) This is a category of risk (schedule) A25.2. Active is a valid status for a risk (A25.2)
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Question 4 Progress Theme

Question 4 Part A 1a 1b 1c 1d Question 4 Part A 2a Answer Answer
incorrect correct incorrect incorrect
Is false there is no need for all the remaining tolerance to be allocated to the final stage. The Project Board can allocate the project tolerance however it wishes. An Exception report is only required if tolerances are forecast to be exceeded. Speeding up the project will not create more cost tolerance.
incorrect incorrect correct incorrect
An Exception Plan is only required when a plan is in exception. This is not required at the normal end of a stage. The Risk register will have been updated already when the Stage Plan was prepared. These activities need to be completed as the Project Plan should be updated to reflect the Stage 3 Plan. Updates to the Quality Register are done as the reviews take place, not at the end of the stage.
2b 2c
2d Question 4 Part A
Answer
3a
incorrect
Checkpoint Reports are sent from the Team Manager to the Project Manager. Increasing these in frequency will only improve the control of the Project Manager. This will mean the stage is shorter and provide an additional control point at the end of the smaller stage so the Project Board will have more control. This will only happen if the stage exceeds tolerances and is not done on a regular basis. Therefore, the Board will not have increased control. This will give the Board more detail of progress and therefore give them more control. This will have no effect on Project Board control.
3b
correct incorrect correct incorrect
3c 3d 3e Question 4 Part A 4a
Answer
These reports from the team manager will give the Project Manager updates more frequently and therefore more control. Having a plan which s/he can monitor from the Team Manager will give the project Manager more control. Exception Reports are not appropriate between Team Managers and Project Managers. This will give the Board more detail of progress not the Project Manager. This will have no effect on Project Managers control.
4b
4c 4d 4e
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Question 4
Part B Answer Assertion
2
Reason
TRUE - Tolerance can be allocated however the Project Board directs. FALSE - The Project Manager should maintain the Daily Log throughout. It is closed in Recommend project closure (see Figure 18.6). TRUE - Assertion is true and is correctly explained by the reason. See A18.1/2. FALSE _ Benefit tolerance only applies to the Project and is noted in the Business Case.
FALSE - Although this is the final stage tolerance can be applied to stages however the Project Board wishes. FALSE - Not all issues require an issue Report and an entry in the Issue Register some can be handled informally. 9.3.3.1. TRUE - see Reason.
TRUE - (see Table 10.1).
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Question 4
Part C 1e 2d 3c Answer
2
correct correct correct correct This is a forecast of performance when the project will finish. (A9.2). This reflects something we should have done and should be included within the Lessons Report. (A9.2). This reflects an opportunity and should be discussed under issues and risks. (A9.2) This statement reflects the number of quality checks done and their result quality records. (A9.2)
4b
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Question 5 Plans Theme
Question 5
Part A 1d 2e 3c 4d 5b 6d Answer
correct correct correct correct correct correct
The Ride layout plan already exist. It is a correctly shown external product. This is shown as a sub product of Supports in a one to one relationship which is incorrect. Build entry platform is an activity, not a product. Acceptance certificate is part of your project it is a correctly shown product. Site offices are required as part of your project. It is incorrectly shown as an external product. Rails are part of your project. It is correctly shown.
Question 5 1
Part B E Assertion Reason
FALSE - Stage plans are produced towards the end of the previous stage - see 7.2.5. TRUE - The final stage of the project includes the closure activities (see 18.3). TRUE The earliest the ride can be completed is the end of March. The project is scheduled to finish by the second week of April. FALSE - All stages should be planned including the initiation stage. (see 12.4.6). TRUE - The ITT is a significant piece of work and its completion would be a suitable milestone. TRUE - This is first step in the planning procedure (see 7.3.3.2).
FALSE - Stage plans are produced towards the end of the previous stage - see 7.2.5. TRUE - This correctly explains the assertion. FALSE - Only time, cost, scope and maybe risk tolerances, at project level, are recorded in the project plan (see A16.2). TRUE - If a stage is forecast to exceed its tolerances then an exception plan may be required - see 7.2.7 / 10.3.1.1. TRUE - (see 7.3.6.6) this is the right reason for the assertion. FALSE - The schedule is derived from the list of activities and dependencies and estimates (see figure 7.2 and 7.3.6).
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Question 6 Quality Theme
Question 6
Part A 1a 1b 1c 1d Answer
Is not measurable there are many shades of red. Is measureable and reflects the information supplied. Is subjective. Is subjective.
Question 6
There is no specified requirement that says the Park Director must check the plans. This is a stated requirement in the scenario additional information. The PM does not have these skills. All products should be quality checked in some form.
Question 6
This is statement of requirement not a tolerance. This provides a range of quality. This is statement of requirement not a tolerance. This is statement of requirement not a tolerance.
Question 6
incorrect incorrect incorrect correct
This is not an objective test. This would be too late and is inappropriate. This is a valid method, rather a statement of responsibility. This is a valid and objective test.
Question 6
Part B 1a 1b 1c 1d Answer
Entry 1 is correct as it stands. Entry 2 is correct as the Introduction section should include this. Entry 3 should be recorded under Roles and responsibilities and is correct. Entry 2 is correct.
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Question 6
Part B 2a 2b Answer
2
Whilst this is correct on its own c is correct because entry 5 is also in the wrong place. Whilst this is correct on its own c is correct because entry 4 is also in the wrong place. Both entry 4 and 5 are about roles and responsibilities and not Tools and techniques. This is a responsibility.
2c 2d Question 6 Part B 3a 3b 3c 3d Question 6 Part B 4a 4b 4c 4d
Answer
Entry 6 These are relevant standards. This relates to a responsibility and would not be noted under Standards. This is a quality criterion. This is a quality standard.
Answer incorrect incorrect correct incorrect
Entry 7 is a responsibility and correctly located. Entry 8 is a responsibility and correctly located. This is a responsibility of Project Assurance not the Project Manager (see C7.1). See A above.
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2
Question 6 Part C 1a Answer
Whilst being safe is important this statement is not measureable and is therefore not a valid acceptance criterion. Whilst strong bolts are important this statement is not measureable and is therefore not a valid acceptance criterion. This is measurable and is therefore a valid acceptance criterion. Being the right colour is important but what is the right colour? This statement is not measureable and is therefore not a valid acceptance criterion.
1b 1c 1d Question 6 Part C 2a 2b 2c 2d Question 6 Part C 3a 3b 3c 3d Question 6 Part C 4a 4b 4c 4d
Answer
correct incorrect incorrect incorrect
This is measurable and is therefore a valid acceptance criterion. What is the right scale? This statement is not measureable and is therefore not a valid acceptance criterion. What represents complete? This statement is not measureable and is therefore not a valid acceptance criterion. Who are all parties and what makes them satisfactory? This statement is not measureable and is therefore not a valid acceptance criterion.
Answer
This is a responsibility. This is valid in process method (see 6.3.2.1). This is a responsibility for managing the project and not relevant. This is a quality criterion.
Answer
This is an in process method. This is a quality criterion. This is a valid appraisal method (see 6.3.2.1). This is a quality responsibility.
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Question 7 Processes SU & IP

Question 7 Part A 1a 1b 1c 1d Question 7 Part A 2a 2b 2c 2d Question 7 Part A 3a 3b Answer Answer Answer
Is a lesson that can be usefully applied to this project consideration must be given to the staff and union views as part of the project. Is just a statement of fact. Is just a statement of fact. Is a quality expectation of the Park Director and should be analysed and included in the Project Product Description.
Is related to how the work will be done and should be included in the project approach. Relates to the project team structure. Relates to the stage 2 plan. This is a quality expectation of the Park Director and should be recorded under customers quality expectations.
Is a statement of Project Tolerance and should be included within the Project Plan. This is a range of quality and should be included within the Project Product Description under the Project-level quality Tolerances heading. This is a quality criterion for the seats product, not the project and therefore would be noted in the Product Description for the seats. This is just a statement and not relevant to the Project Product Description.
3c 3d Question 7 Part A 4a 4b 4c
Answer
This is not relevant to the approach. It should be noted in the Daily Log and implemented when the contractor is appointed. This is a quality criterion for the materials and should be included in the (Project) Product Description. This describes the way in which the project will be undertaken and should be included within the project approach. This is a risk and should be included within the Daily Log and transferred to the Risk Register in Initiation.
4d
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Question 7
Part A 5a 5b Answer
2
This describes how risks are managed in Starting up a Project and is not an entry for the Stage Plan. This is an assumption for the Stage and it should be included with the Stage Plan (see A 16.2). This is a cost estimate for the project and will form part of the outline Business Case in the Project Brief. This is an acceptance criterion and should be included within the Project Product Description.
5c
5d
Question 7
This is a description of a Business Option (A2.2). This is a risk for Stage 3 and should be recorded in the Risk Register. This should be recorded in the Quality Management Strategy (roles and responsibilities). This is an assumption for the Project Plan.
Question 7
Is a statement for the Quality Management Strategy Relates to the scales for risk impact and should be noted in the Risk Management Strategy Relates to the Quality Management Strategy Relates to the Change Authority and will be included within the Roles and Responsibilities entry.
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Question 7
Part C Assertion
2
Reason
FALSE - the Risk Register is created in Prepare the Risk Management Strategy. (see 14.4.1). TRUE - Assertion is correctly explained by the Reason. (see 14.4.6 & 7). FALSE - The Communications Management Strategy defines communications for all stakeholders. (See A4.1). TRUE - the Change Authority is defined in the Configuration management Strategy (see A6.2). TRUE - by definition (see A24.2 Scales). The Reason is also true.
TRUE - This is the purpose of the Risk Management Strategy. (see A24.1). TRUE - this correctly explains the assertion Assertion is correctly explained by the Reason. (see 14.4.6 & 7). FALSE - The Communications Management Strategy defines communications for all stakeholders. (See A4.1). FALSE - Whether a separate Change Authority is established is decided by the Project Board on a project by project basis (see 5.3.2.4). TRUE - all risk should have an owner but this is not the reason for the assertion.
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Question 8 Processes DP, CS, SB, MP & CP

Question 8 Part A 1a 1b 1c 1d Question 8 Part A 2a Answer Answer
Is a statement of fact and will be reflected in the Stage Plan. Is a constraint and should be recorded as such in the Work package. Is just a statement of fact. Is a quality expectation of the MD and should be analysed and included in the Project Product Description.
This relates to work completed in Stage 2 and would not be discussed in a Highlight report for Stage 3. B This would have been decided at the End Stage Assessment between stages 2 and 3 and is not relevant to the Highlight Report. This would have been noted in the End Stage Report for Stage 2. (see A9.2). This would be noted in the highlight Report under Project and stage tolerance status. (see A 11.2).
2b 2c 2d Question 8 Part A 3a 3b 3c 3d Question 8 Part A 4a 4b 4c 4d
Answer
This is a constraint and should be included in the relevant work packages. This information should be recorded in the End Stage Report for Stage 2. This information should be recorded in the End Stage Report for Stage 2. This is a correct entry for the End Stage report for Stage 3. It should be recorded under forecast. (see A9.2).
Answer
This is a statement of fact and should be recorded in the End Stage Report. This is a lesson which could be applied to other projects. This is a rumour and should be recorded as a risk? This is a statement of fact.
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Question 8
Part B Assertion
2
Reason
FALSE - unfinished work should be recorded as a follow on action recommendation. (see 18.4.3) FALSE - The End Project Report is produced before the project closes. Benefits are normally achieved post project as will the case with the PQR move. TRUE - Closure is part of the final stage and therefore the activities involved should be included within the Stage Plan. TRUE - Assertion is true and correctly explained by the reason - answer A. (see 18.4.3)
TRUE - (see A7.1)
FALSE - Only benefits achieved at closure are noted in the End Project Report. (see A8.2)
FALSE - Work Packages are not used to produce management products. TRUE - Assertion is true and correctly explained by the reason - answer A. (see 18.4.3)
Question 8
Part C 1d 2a Answer
This relates to the amount of time tolerance being used - actuals and forecast. (A3.2). This refers to outstanding work from last week the checkpoints are weekly. (A3.2). This reflects an opportunity and should be discussed under issues and risks. (A3.2) This refers to quality work to be carried out in the next period. (A3.2)
3e 4c
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Question 9 Change Theme
Question 9
Part A 1b 2a 3c Answer
This is a new requirement and should be classified as a request for change. This is a problem or concern as it is an unforeseen event. It requires attention. Despite being signed off against the PD it seems a mistake was made and the paint colour is not correct. This is an off-specification. Something different is required from that currently agreed so this is a request for change.
4b
Question 9 1
Part B B Assertion Reason
TRUE - this is a proposal to change the requirements. FALSE - An Exception may be required at stage level but as the change can be handled within the project tolerances then the assertion is false. TRUE - And is correctly explained by the reason. (See A5.2). FALSE - All changes must be referred to the Change Authority and in this scenario that is the Project Board.
TRUE - by definition (Table 9.1) but it is not the reason for the assertion. Answer B FALSE - Raising an Exception Plan is only one of many options open to the project Board in such a situation (Table 9.2) TRUE - And correctly explains the assertion (see A.5.2) FALSE - The Change authority deals with all change requests.
Question 9
Part C 1e 2b 3c 4d Answer
This statement reflects the decision made by the Change Authority (in this case the Project Board). (A13.2) This is part of the impact analysis the effect of incorporating the change. (A13.2) This is a recommendation. (A13.2) This statement reflects the severity the level of management required to make a decision on the issue. (A13.2)
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Sample Practitioner Exam Question

Project Scenario 2 EX02 - The Calendar Project (Note: The companies and people within the scenario are fictional.)
There has been a reduction in the number of orders at the MNO Manufacturing Company due in part to the increased marketing activities of its competitors. To help counter this, the company has decided to create a promotional calendar for next year for all its current and prospective customers. The end product of this project will be a prepared calendar pack, ready for printing. The design of the calendar will be similar to one sent out previously, and must reflect the company image as described in the existing corporate branding standards. Another project is currently producing a new company logo which is to be printed on each page of the promotional calendar. The prepared calendar pack will consist of: Design for each month - correctly showing all public holidays and new company logo Selected photographs - 12 professionally-produced photographs, showing different members of staff Selected paper and selected envelope - for printing and mailing the calendar Chosen label design - competition to design a label be held as part of this project List of customers - names and addresses of customers to whom the calendar will be sent The project is currently in initiation and will have two further stages: Stage 2 will include the activities to: o o o o o o o Create the customer list using information from the Accounts and Marketing departments Confirm compliance with the Data Protection Legislation Create a design for each month - this will be done by the internal creative team Select and appoint a professional photographer Gather photograph design ideas from previous project and agree photographic session schedule Prepare a production cost forecast Select paper and envelope.
Stage 3 will include the activities to: o o o Produce and select the professionally-taken photographs Hold the label design competition and choose the label design Assemble the prepared calendar pack
A production cost forecast, based on the options and costs for the paper, envelope, printing and mailing of the calendar is to be produced in stage 2. However, the actual production and distribution of the calendars is not within the scope of this project. The production cost forecast will be reviewed by the Project Board to determine whether the project should continue. It is now 05 October and the prepared calendar pack must be delivered to the print company by 30 November, to enable printing and distribution of the calendar in time for Christmas. The cost of the activities to develop the specialist products and the cost of the project management activities are estimated to be 20,000. There is a project time tolerance of +1 week / -2 weeks and a project cost tolerance of +6,000 / -6,000. A change budget of 500 has been allocated but there is no risk budget.
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Question 1: Business Case Theme - Additional Information
During the initiation stage the Project Manager met with the Marketing Director to find out more about the requirements of the promotional calendar and recorded the following notes: There has been a reduction in the number of orders at the MNO Manufacturing due in part to the increased marketing activities of its competitors. 10% of customers have not re-ordered in this financial year and staff morale is poor. A number of skilled staff have left as a result and replacement staff have not been recruited due to the reduced operation. If the project is successful, a recruitment campaign will be required to fill the existing staff vacancies and there may be a requirement for additional staff. Operational costs are likely to increase because skilled staff are expensive and difficult to find. In financial terms, there were a total of 1,500 orders in the last financial year, each with an average profit of 2,000. The Marketing department believes that sending a promotional calendar to the companys current and prospective customers would increase orders by at least 10%, with a minimum of 10 further orders from the list of prospective customers within 12 months from the date of distribution. The Marketing Director will be funding the project from the business marketing budget. She believes that the effect of a good company image portrayed by a successful calendar would last into a second year. She has forecast the same increase in orders for a second year and predicts that the annual employee satisfaction survey will show a measurable improvement in staff morale. A number of alternatives were explored, including: 20% discount for all repeat customers - not cost-effective and very short term A promotional calendar as a free Christmas gift - would target current and prospective customers and the benefits would last into a second year A series of television and press advertisements would be too expensive Creation of an internet website - would not suit all customers. The calendar is seen as the favoured option, as long as the company's competitors do not increase their marketing activity. Whilst the Marketing department wants a very high quality, glossy product, the project management team must be aware of the cost this will incur.
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Question 2: Organization Theme - Additional Information
Chief Executive Officer (CEO): He started the company 25 years ago and knows his job very well. He injured his leg two years ago which has restricted his visits to the engineering area. As CEO he has an overall perspective of the business strategic requirements and the authority to commit resources as required. Marketing Director: She has been with the company for three years, following a successful career with a publicity company. She has the ability to represent the needs of the business, particularly as this is a marketing project. She has the authority to commit the annual business marketing budget, from which the project will be funded, as she sees appropriate. She will be responsible for monitoring the expected benefits of the calendar, in particular the improvement of the company's image. Engineering Manager: He has been responsible for many engineering innovations in the company and is still as keen and energetic as the day he started. Whilst he will not be part of the project team, his staff will feature in the photos for the promotional calendar. Central Records: This group of five staff looks after all company records and document control. They now maintain all project files. Bright Lights: This is the local office supplies company. It supplies all the stationery and office equipment needs of the company and will supply the stationery for this project. Portraits Ltd: This is a professional photographic company with a number of excellent photographers and a history of successful work. This company has been selected to take the photos for the company calendar. It has yet to be decided which of the photographers to use.
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Question 3: Quality Theme - Additional Information Extract from the Project Product Description (with errors)
Composition
1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12.
Design for each month 100gsm glossy paper Full colour Selected envelope Chosen label design List of customers Selected photographs Photo session schedule New company logo design Previous calendar designs Internal creative team Production cost forecast
Derivation
Development Skills Required
13. Photographer 14. Internal creative team 15. Printer 16. Professional photographs 17. 10% more calendars than required should be printed to allow for any late additions to the list of customers 18. Compliance with applicable corporate standards 19. The calendar should reflect the company image as described in the corporate branding standards 20. The calendar will increase orders by at least 10% with a minimum of 10 further orders from the list of prospective customers within 12 months.
Customers Quality Expectations
Acceptance Criteria
21. Appearance: each photograph should be sufficiently attractive and humorous that the customer wants to display it. 22. Appearance: new company logo promotes strong image 23. Security: complies with Data Protection Act 24. Accuracy: public holidays match the list supplied by marketing
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Question 5: Risk Theme - Additional Information
A photographer from Portraits Ltd, a professional photographic company, has taken on the role of Team Manager after taking some time to understand the requirements of the project. A contract for their services has been set up and is being monitored by the Purchasing Manager, and a Work Package has been agreed. This contract specifies that the photographer must arrange a meeting with the Engineering Manager to establish a schedule for the photographic sessions to minimize the impact on the Engineering staff. This meeting should have occurred week ago. The photographic sessions are scheduled to take place in two days time. The Engineering Manager was made aware of this requirement. However, when asked by the Project Manager, he reported that he had received no communication from the photographer. The Project Manager has tried to call the photographer and has had no response. The Project Manager believes there is a risk that Portraits Ltd are overbooking work and prioritizing other clients work. If Portraits Ltd do not deliver on schedule the project will be delayed and the expected benefits will be reduced. The contract is to be reviewed and Portraits Ltd reminded of their agreement.
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Question 6: Plans Theme - Additional Information Product Summary
A list of customers will be collated. This will use existing information from the Accounts department about current customers, and existing information from the Marketing department about prospective customers. Using the tariff of mailing costs available from the Post Office, a production cost forecast will be produced to allow the CEO and the Marketing Director to decide whether to continue with the project. If they decide to continue, they will give the approval to launch the internal label design competition. Competition rules will be drawn up and details of the competition will be communicated to the staff. The chosen label design will then be chosen from the competition entries. The photographs for the calendar must be based on existing photograph design ideas available from the Marketing department. Designs for each month will be created to show the required layout of each page.
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Question 6: Plans Theme - Additional Information
Extract from Stage Plan for Stage 3.

(All entries are true statements but may not be shown under the correct heading or in the correct document). Plan description 1. Stage 3 is the final stage of the project and will deliver the photographs, the label design competition entries, the winning label design and the prepared calendar pack. Increase in orders and improved company image. The production cost forecast must be acceptable to the Project Board if the photography and the label design competition are to go ahead. The customer list is accurate and complete. A separate project has been reviewing the company's branding. The company logo, required for the label design competition, is being updated. The new company logo is to be supplied by the other project in two weeks time. Customer details will be supplied from the Accounts department and the Marketing department customer databases for the customer list. The label design must contain the new company logo.
Plan prerequisites
2. 3.
4. External dependencies 5.
6.
7. Planning assumptions 8.
A suitable entry will be received from the label design competition. 9. The photographic session schedule created two weeks ago correctly reflects the availability of the engineering staff. 10. Each photograph must feature different members of the Engineering team. 11. The Project Plan is to be updated with actuals throughout the stage. 12. A Highlight Report will be created every two weeks. 13. The Stage Plan will be reviewed at the end of each day, to assess forecast against actuals. 14. Product Status Accounts will be produced by Project Support, at the request of the Project Manager, to summarize current and historical data concerning each of the projects products. 15. Cost 16. Time 17. Risk 5,000 for specialist products 4 weeks 0
Monitoring and control
Budgets
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Question Number 1
Part 2 A
Marks 7
Using the Project Scenario and the additional information provided for this question in the Scenario Booklet, answer the following questions. Each question provides a list of only true statements about the Calendar project, but only 2 statements are appropriate entries for that heading of the Business Case. Remember to select 2 answers to each question. 1 Which 2 statements should be recorded under the Reasons heading? A B C D E 2 The Marketing department believes that sending a promotional calendar to current and prospective customers will increase orders by at least 10%. 10% of customers have not re-ordered in this financial year. 1,500 orders are expected, each with an average profit of 2,000. The Marketing department believes that the effect of a good company image, portrayed by a successful calendar, would last into a second year. MNO Manufacturing is experiencing a reduction in order numbers due in part to the increased marketing activities of its competitors.
Which 2 statements should be recorded under the Business options heading? A B C D E Produce a promotional calendar as a free Christmas gift to current and prospective customers. Use a professional photographer to create the photographs for the calendar. Create the photographs for the calendar internally. Outsource the creation of the calendar to a professional marketing company. Do nothing.
Which 2 statements should be recorded under the Expected benefits heading? A B C Increase orders by at least 10% with a minimum of 10 further orders from the list of prospective customers within 12 months. The calendar will be similar to calendars sent out in previous years. The Marketing department believes that the benefits of a good company image, as portrayed by a successful calendar, would last into a second year and bring the same increase in orders. The calendar will contain photographs of both staff and company products. The Marketing department want a very high quality, glossy product as they believe this will be more appealing to customers.
D E
Question continues on next page
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Which 2 statements should be recorded under the Expected dis-benefits heading? A B C D E A high quality, glossy product will involve additional costs. Individuals in the engineering team who are not selected to appear in the calendar photographs will become de-motivated. The calendar may not result in the expected 10% increase in orders. As the Calendar project is a priority for the MNO Manufacturing Company, the delivery of other projects within the Marketing department will be delayed. The calendar may not result in the 10 further orders from the list of prospective customers in 12 months.
Which 2 statements should be recorded under the Timescale heading? A B C D E Benefits will be lost if the project is not completed on time. A recruitment campaign to fill the existing staff vacancies will need to take place in the next 12 months. Additional 10% increase in orders in year two. The prepared calendar pack must be delivered by the first week in December. The print company requires a 2 week notification period of the calendar pack delivery.
Which 2 statements should be recorded under the Costs heading? A B C D E The MNO marketing budget this year is 120,000. The project will be funded from the business marketing budget. 10 further orders with an average profit of 2,000 will deliver a benefit of 20,000 in the first year. The new company logo is estimated to cost 4,000. Project costs are estimated to be a total of 26,500.
Which 2 statements correctly define a Business Case risk which should be recorded under the Major risks heading? A B C D E Operational costs will increase as a result of the recruitment campaign. The prepared calendar pack is to be delivered to the printers by the first week in December. If the calendar quality is poor customers will not use it, creating the reverse effect and reducing orders further. If any competitors launch a calendar at the same time this will reduce the impact of the MNO calendar and benefits will be reduced. Staff morale will improve as a result of the promotional calendar.
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Question 1
Part A 1 2 3 4 5 6 7 A B C D E
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Question Number 1
Part 2 B
Marks 5
Using the additional information provided for this question in the Scenario Booklet, answer the following question. Lines 1 to 5 in the table below consist of an assertion statement and a reason statement. For each line identify the appropriate option, from options A to E, that applies. Each option can be used once, more than once or not at all. Option A B C D E Assertion True True True False False Assertion 1 If the calendar option is changed there should be a review of, and possible changes to, the Business Case. The Business Case will no longer be viable if the prepared calendar pack is not available for printing until the first week of December. The fact that the projects aim is to try to counter the fall in orders should be documented in the Project Brief. The Benefits Review Plan should include an assessment in 12-months time of the increase in orders. The expected improvement in staff morale should NOT be recorded as a benefit in the Business Case. BECAUSE Reason True True False True False Reason The Business Case includes options for the delivery of the chosen solution. The Business Case is no longer viable if stage tolerances are exceeded during the project. The outline Business Case contains the reasons why the project is needed and forms part of the Project Brief. The Benefits Review Plan contains details of benefits reviews to be conducted during the project. Only those benefits that can be measured in financial terms should be defined in the Business Case. AND the reason explains the assertion BUT the reason does not explain the assertion
BECAUSE
BECAUSE
BECAUSE
BECAUSE
Question 1
Part B 1 2 3 4 5 A B C D E
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Question Number 2
Part 2 A
Marks 7
The following questions include only true statements about an individual from the project organization. Only 2 statements explain why, in the context of roles and responsibilities within a PRINCE2 organization structure, the individual is a suitable candidate for that role. Remember to select 2 answers to each question. 1 Which 2 statements explain why the Marketing Director would be appropriate as the Executive for this project? A B C D E 2 She has been with the company for three years. She previously had a successful career in publicity. She is able to represent the business needs of MNO Manufacturing. She has authority to commit the marketing budget, from which the project will be funded. She requires more experience working with the engineering industry.
Which 2 statements explain why the CEO would be appropriate as the Executive for this project? A B C D E He started the company 25 years ago. He knows his job very well. He restricts his visits to the engineering area. He has the authority to commit resources as required. He has an overall perspective of the business's strategic requirements.
Which 2 statements explain why the Marketing Director would be appropriate as a Senior User for this project? A B C D E She can represent the Marketing department. She previously had a successful career in publicity. The Marketing department will help to deliver the benefits of this project. The project will be funded from the business marketing budget. A number of the products will be produced by the Sales department and the Marketing department.
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Question continued 4
Which 2 statements explain why the Sales Manager would be appropriate as a Senior User for this project? A B C D E He joined the company last year with huge enthusiasm. He would like to move into the Marketing department in the future and sees this as an opportunity to work closely with the Marketing Director. The launch of a company calendar will impact the Sales department. He reports directly to the Marketing Director. He is able to represent current and prospective customer interests.
Which 2 statements explain why the Purchasing Manager would be appropriate as a Senior Supplier for this project? A B C D E He is responsible for advising on the acceptance methods to be included in supplier contracts. He will procure the resources and materials required for the project's products. He was an engineer and worked in that area before taking up his current position. He can monitor the production cost forecast against the Business Case and ensure value for money. He is not appropriate for the role of Executive or Senior User.
Which 2 statements explain why the Sales Manager would be appropriate in a user assurance role for this project? A B C D E He joined the company last year with huge enthusiasm and is keen to increase sales. He can provide an evaluation of the potential impact the calendar will have on sales. He is able to advise on suitable stakeholder engagement of current and prospective customers. He would like to move into the Marketing department in the future and sees this as an opportunity to work closely with the Marketing Director. He can resolve any conflict in requirements between the Sales department and the Marketing department.
Which 2 statements explain why Central Records would be appropriate in a Project Support role for this project? A B C D E They have knowledge of specialist tools and techniques that are required for this project. The department already exists within the organization and its staff members have been with the company for many years. They will ensure compliance with all company policies and procedures. They perform a quality assurance function across all projects. They have knowledge of the organizational standards that will be applicable to the project.
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Question 2
Part A 1 2 3 4 5 6 7 A B C D E
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Question Number 2
Part 2 B
Marks 5
Using the additional information provided for this question in the Scenario Booklet, answer the following question. Lines 1 to 5 in the table below consist of an assertion statement and a reason statement. For each line identify the appropriate option, from options A to E, that applies. Each option can be used once, more than once or not at all. Option A B C D E Assertion True True True False False Assertion 1 The Executive role should be shared by the CEO and the Marketing Director. The Senior User role should be shared by the Marketing Director and the Engineering Manager. Bright Lights and Portraits Ltd are both stakeholders on the Calendar project. A single member of Central Records should NOT perform both a Project Support and a Project Assurance role on this project The Engineering Manager should be included in the Communication Management Strategy. BECAUSE Reason True True False True False Reason The Executive is responsible for securing the funding for the project. Those who provide specialist resources to the project development teams should perform a Senior User role. Anyone who can affect a project is a stakeholder on that project. It is necessary to keep Project Support and Project Assurance responsibilities separate. The Communication Management Strategy describes the communication tools to be used. AND the reason explains the assertion BUT the reason does not explain the assertion
BECAUSE
3 4
BECAUSE BECAUSE
BECAUSE
Question 2
Part B 1 2 3 4 5 A B C D E
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Question Number 3
Part 2 A
Marks 3
Column 1 is a list of objectives. For each objective in Column 1, select from Column 2 the quality activity that addresses it. Each selection from Column 2 can be used once, more than once or not at all. Column 1 1 2 3 Understanding the customers quality expectations. Approval of the project's products. Confirmation that corporate management standards and policies are being adhered to. Column 2 A B C Quality assurance Quality control Quality planning
Question 3
Part A 1 2 3 A B C
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Question Number 3
Part 2 B
Marks 4
An address label is required for the envelope. The design of the label will be selected from entries to an internal label design competition. The winning label design will be included in the prepared calendar pack given to the printing company. The label should be half the size of the selected envelope (+5% / - 5%), and use an attractive, large font for the customers name and address. The new company logo must be integrated into the label design. The Project Board will be asked to review all entries and select the winning label design. The information in Column 1 may be entered in the Product Description for the chosen label design. Column 2 is a list of the quality headings (excluding Quality Method) in a Product Description. For each entry in Column 1 decide if it should be included under one of the Product Description headings shown and select the appropriate answer from Column 2. Each selection from Column 2 can be used once, more than once or not at all. Column 1 1 2 3 4 Half the size of the selected envelope. Printing company. Project Board. +5% / -5% of the required label size. Column 2 A B C D E NOT included Quality criteria Quality tolerance Quality skills required Quality responsibilities
Question 3
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Area Question provided Number for this Part question Marks Using the Project Syllabus Scenario and the additional information in the 2 Description. Scenario Booklet, answer the following 5 questions about the Project Product Quality Theme 3 C 5
Remember to select 2 answers to each question. 1 Which 2 statements apply to the Composition section? A B C D E 2 Amend entry 2 to 'Selected paper'. Delete entry 3 because this is NOT a major product to be delivered by this project. Move entry 6 to Derivation because this product already exists. Delete entry 7 because these will be produced by the photographer. Add 'Calendars distributed to customers'.
Which 2 statements apply to the Derivation section? A B C D E Move entry 9 to Composition because this is within the scope of the project. Delete entry 10 because this is NOT a source product for this project. Delete entry 11 as this is already correctly shown under Development Skills required. Move entry 12 to Composition, because this is within the scope of this project. Add Professional photographer.
Which 2 statements apply to the Development skills required section? A B C D E Move entry 13 to Composition because the appointment of the photographer is within the scope of this project. Move entry 13 to Derivation because this is a source of information for this project. Delete entry 14 because this skill is NOT required within this project. Delete entry 15 because this skill is NOT required within this project. Add 'Knowledge of Data Protection Legislation'.
4.
Which 2 statements apply to the Customer's quality expectations section? A B C D E Delete entry 16 because this should be shown on the Product Description for the photos. Delete entry 17 because this is beyond the scope of this project. Delete entry 18 because standards should NOT be shown here. Delete entry 19 because this should appear in the Product Description for the calendar and not the Project Product Description. Delete entry 20 because this is an expected benefit and should be recorded in the Business Case.
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5.
Which 2 statements apply to the Acceptance criteria section? A B C D E
2 Amend entry 21 to Appearance - 12 photographs each showing different members of staff.

Move entry 21 to Composition because the photographs are part of the project product. Delete entry 22 because the development of the new company logo is not within the scope of the Calendar project. Move entry 23 to Derivation because the Data Protection Legislation already exists. Delete entry 24 because this is NOT a suitable acceptance criteria for this project.
Question 3
Part C 1 2 3 4 5 A B C D E
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Syllabus Area Starting Up a Project + Initiating a Project Processes
Question Number 4
Part 2 A
Marks 3
Column 1 is a list of decisions to be made within the project. For each decision in Column 1, decide whether or not it is made in the Starting up a Project process and indicate in which order the decisions will occur. Column 1 1 2 Approval of the feasibility study by the Project Board before any work on the project can commence. Assess which parties should be involved during the project, as suggested by previous development projects. Evaluate possible candidates for Project Manager and decide which should be appointed. Column 2 A Not made in the Starting up a Project process First Second Third
B C D
Question 4
Part A 1 2 3 A B C D
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Question Number 4
Part 2 B
Marks 3
Using the Project Scenario answer the following question. The Project Manager has been asked to prepare the Project Brief for the Calendar project. The following questions include only true statements about the project, but only one statement is an appropriate entry for that heading of the Project Brief. 1. Which statement should be recorded under the Project definition heading? A This project must interface with the project that is producing a new company logo. B The design of the calendar will be derived from the design used to create previous calendars. C The calendar will be designed by the internal creative team. D 2. A B C D 3. A professional photographer will be commissioned to take the photographs. 10% more calendars than required should be printed to allow for any late additions to the list of customers. A production cost forecast will be reviewed by the Project Board to determine whether the project should continue. There has been a reduction in the number of orders due in part to the increased marketing activities of competitors. The Project Board have stated that the project cost tolerance can be used to speed up the project if necessary. Which statement should be recorded under the Outline Business Case heading?
Which statement should be recorded under the Project approach heading? A B C D The end product of this project will be a prepared calendar pack, ready for printing. The photography for the calendar is to be outsourced to a professional photographer. A production cost forecast, based on the costs for the materials, printing and mailing is to be produced in stage 2. The actual production and distribution of the calendars is not within the scope of this project.
Question 4
Part B 1 2 3 A B C D
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Question Number 4
Part 2 C
Marks 6
Using the Project Scenario, answer the following 6 questions about the Starting up a Project and the Initiating a Project process. Decide whether the actions taken represent an appropriate application of PRINCE2 for this project and select the response that supports your decision. 1 When designing the project management team, the Project Manager created a Team Manager role description for the Team Manager role which the professional photographer will perform in stage 3. Is this an appropriate application of PRINCE2 for this project? A B C No, because the professional photographer should create their own role description when they are appointed in stage 2. No, because the professional photographer is external to the corporate organization. Yes, because role descriptions help to identify candidates for each of the project management team roles, and can be used when proposing the most appropriate people for them. Yes, because the Project Manager should create role descriptions for all members of the project management team.
D 2
When creating the Project Plan, the Project Manager identified the new company logo as an external dependency. Is this an appropriate application of PRINCE2 for this project? No, because the new company logo should be identified in the Business Case as part A of the reasons for undertaking the project. B No, because the new company logo should be identified in the Project Plan as an internal dependency. Yes, because the new company logo is required to produce the calendar and is being C produced by another project. D Yes, because the production of the new company logo will need to be controlled by the Project Manager.
During the initiation stage, the Project Manager created the Product Description for the designs for each month. Is this an appropriate application of PRINCE2 for this project? A B C D No, because all Product Descriptions should be created during the Managing a Stage Boundary process, when preparing the Stage Plan. No, because it is the Project Product Description that should be created to define what the project must deliver in order to gain acceptance. Yes, because the Project Manager should create Product Descriptions for all of the products to be delivered by the project as part of the Project Plan. Yes, because Product Descriptions for the major products of the project should be created when preparing the Project Plan.
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When setting up the project controls, the Project Manager identified dates for 2 two end stage assessments, one for each of the management stages following initiation. Is this an appropriate application of PRINCE2 for this project? A No, because the Closing a Project process is used at the end of the final stage. B C D No, because there are three stages in this project. Yes, because the Project Manager needs to report how the stage performed and provide an update on the Business Case. Yes, because the Project Board needs to be made aware of these dates so as to ensure its availability.
The Project Manager has now completed the Project Plan which contains the Work Packages for each of the project's products. Is this an appropriate application of PRINCE2 for this project? A No, because Work Packages should be created during the Starting up a Project process to support the Project Product Description. B C D No, because the Project Plan does not contain the content of each Work Package. Yes, because the tolerance(s) set in the Project Plan are derived from the Work Package tolerance(s). Yes, because the Project Board will require this information in order to set tolerance(s) for the Team Manager(s).
At the end of the initiation stage, the Project Manager has updated the Project Plan to show how and when all of the expected benefits of the promotional calendar will be measured and captured. Is this an appropriate application of PRINCE2 for this project? A No, because any changes to the Project Plan should be approved by the Project Board. B C D No, because most of the expected benefits will be achieved after the project has closed. Yes, because it is important to define each benefit in quantifiable terms so that measurable improvements can be made. Yes, because the expected benefits of the promotional calendar can be measured during the life of the project.
Question 4
Part C 1 2 3 4 5 6 A B C D
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Question Number 5
Part 2 A
Marks 6
The project is now in stage 2. The Project Manager has heard about the possibility of a competitor also producing a calendar to be delivered earlier than the target date for this project. There is a threat that the early release of a competitor's calendar may weaken the impact of the MNO Manufacturing Company calendar, thereby reducing the anticipated benefits of the Calendar project. Column 1 contains a number of risk responses identified by the Project Manager following an assessment of this risk. Column 2 contains a list of threat response types. For each risk response in Column 1, select from Column 2 the type of response it represents. Each option from Column 2 can be used once, more than once or not at all. Column 1 1 2 3 4 5 Record the risk in the Risk Register and monitor the situation. Decide not to compete and cancel the project. Bring the target date of this project forward. Wait for confirmation of the rivals calendar and, if required, include additional gifts with the calendar as an extra incentive. Carry on with the project as planned on the basis that the MNO Manufacturing Company calendar is believed to be of better quality. Add a unique reference number to every calendar and hold a prize draw each month. Column 2 A B C D E F Avoid Reduce Fallback Transfer Accept Share
Question 5
Part A 1 2 3 4 5 6 A B C D E F
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Question Number 5
Part 2 B
Marks 6
Using the additional information provided for this question in the Scenario Booklet, answer the following question. Lines 1 to 6 in the table below consist of an assertion statement and a reason statement. For each line identify the appropriate option, from options A to E, that applies. Each option can be used once, more than once or not at all. Option A B C D E Assertion True True True False False Assertion 1 The fact that there has been no contact with the photographer should have been raised as an issue. As the person monitoring the contract, the Purchasing Manager would be an appropriate owner for the risk. The photographer should have raised any concerns about their availability for the work as a risk before accepting the Work Package. If estimation of the risk shows that it is likely to impact upon time, the Project Manager will need to raise an Issue Report. Regular Checkpoint Reports from the photographer will help the Project Manager manage the risk. As a Work Package has been agreed with the photographer, responsibility for the risk will automatically have been transferred to this third party. BECAUSE Reason True True False True False Reason Any forecast to exceed the agreed stage tolerances should be escalated to the Project Board. A risk actionee should be the person most capable of managing the risk. A separate Risk Register should be created for each Work Package to monitor specialist risks associated with the creation of specialist products. When the impact of a risk has been identified, an Issue Report will be required to implement any agreed risk actions. Checkpoint Reports should provide early warning of any delay in the photographers work. When selecting the most appropriate risk response to take, the best option is usually the least expensive. AND the reason explains the assertion BUT the reason does not explain the assertion
BECAUSE
BECAUSE
BECAUSE
BECAUSE
BECAUSE
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Question 5
Part B 1 2 3 4 5 6 A B C D E
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Question Number 6
Part 2 A
Marks 2
Answer the following questions about plans. Remember to select 2 answers to each question. 1 During which 2 activities should a plan be produced? A B C D E 2 When a Work Package is authorized, in the Controlling a Stage process. When preparing for planned closure, in the Closing a Project process. When a Work Package is accepted, in the Managing Product Delivery process. When escalating issues and risks, in the Controlling a Stage process. When planning project closure, in the Managing a Stage Boundary process.
Which 2 statements concerning responsibility for creating plans are correct? A B C D E The Team Manager is responsible for creating Stage Plans. The Team Manager is responsible for creating Team Plans. Project Support is responsible for creating Team Plans. The Project Board is responsible for creating the Project Plan. The Project Manager is responsible for creating the Project Plan.
Question 6
Part A 1 2 A B C D E
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Question Number 6
Part 2 B
Marks 5
Using the Project Scenario and the Product Summary provided as additional information for this question in the Scenario Booklet, answer the following 5 questions about the plan for this project. Decide whether the statements reflect an appropriate application of the product-based planning technique for this project and select the response that supports your decision. 1 'Production cost forecast' has been shown as an external product in the product flow diagram. Is this an appropriate application of product-based planning for this project? A B C D 2 No, because the 'production cost forecast' is required for making the decision. No, because the 'production cost forecast' is being created within the scope of the plan. Yes, because the 'production cost forecast' is dependent on the external product. Yes, because the 'production cost forecast' is required for making a decision.
'Tariff of mailing costs' has been shown in the product breakdown structure as a product to be created or modified by the project. Is this an appropriate application of product-based planning for this project? A B C D No, because the tariff of mailing costs is being supplied by the Post Office. No, because the tariff of mailing costs already exists. Yes, because the 'tariff of mailing costs' will be used to create the production cost forecast. Yes, because the project costs may change.
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Question continued
'Accounts information' has been shown on the product flow diagram as an external dependency for the 'list of customers'. Is this an appropriate application of product-based planning for this project? A No, because 'accounts information' already exists and should not be shown on the product flow diagram. B C D No, because the 'accounts information' should be shown as an internal dependency for the list of customers. Yes, because accounts information is being supplied by the Accounts department. Yes, because accounts information already exists and will be required to produce the list of customers.
'Choose label design' has been shown on the product breakdown structure as a product to be created or modified by the project. Is this an appropriate application of product-based planning for this project? A B C D No, because choose label design is an activity. No, because the competition entries are external to the scope of the plan. Yes, because the label design will be chosen from entries to the competition. Yes, because the competition entries are within the scope of the plan.
'Prepared calendar pack' has been shown as the final product on the product flow diagram. Is this an appropriate application of product-based planning for this project? A No, because the 'prepared calendar pack' should appear as the first product at the top of the product breakdown structure. B C D No, because the calendars still require printing. Yes, because 'prepared calendar pack' is the final product of the project. Yes, because all other products are dependent on the prepared calendar pack.
Question 6
Part B 1 2 3 4 A B C D
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Question Number 6
Part 2 C
Marks 5
Using the Project Scenario and the Extract from Stage Plan for stage 3 provided as additional information for this question in the Scenario Booklet, answer the following 5 questions. The Stage Plan for stage 3 has been produced. The Engineering Manager insists that there are to be no interruptions to operations whilst photographs are being taken of the engineering staff performing their everyday duties and operating machinery. Two weeks ago the professional photographer produced the photographic session schedule based on the operational staff schedule. The operational staff schedule is produced weekly and maintained by the Engineering Manager. None of the 500 change budget has been used to date and this is available for the stage. Remember to select 2 answers to each question. 1
Which 2 statements apply to the Plan prerequisites section?

A B C D E Delete entry 2 because these are project benefits not prerequisites of the stage. Delete entry 3 because the production cost forecast is a deliverable of stage 2, not a prerequisite for stage 3. Delete entry 4 because the customer list is NOT needed to start the work in stage 3. Add 'Engineering team must be made available for the photographic session. Add Compliance with the Data Protection Legislation.
Which 2 statements apply to the External dependencies section?

A B C D E Delete entry 5 because the new company logo is being delivered by a separate project and will be detailed in the plans for that project. Move entry 5 to Plan prerequisites because the new company logo will influence the label designs. Move entry 5 to Plan description because the new company logo will be delivered during stage 3. Delete entry 6 because the customer details were used in stage 2 to create the customer list. Delete entry 7 because it should be shown in the Product Description for the label design.
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Question continued
Which 2 statements apply to the Planning assumptions section? A B C D E No change to entry 8 because this cannot be confirmed until all of the label designs entries have been received and an assessment made. Move entry 8 to External dependencies because the label designs are created outside of the scope of the project. Delete entry 9 because the photographic session schedule should have been approved as part of stage 2. Move entry 9 to External dependencies because the photographic session schedule is created by the professional photographer. Delete entry 10 because the inclusion of different members from the Engineering team in each photo should be shown in the Product Description for the photographs.
Which 2 statements apply to the Monitoring and control section? A B C D E Delete entry 11 because this relates to the monitoring and controlling of the Project Plan, not the Stage Plan. No change to entry 12 because this describes how the Project Board will control the stage. Move entry 12 because the Highlight Reports are deliverables of this stage and should be shown under Product descriptions. Delete entry 13 because this is part of the Controlling a Stage process. Delete entry 14 because the Product Status Account is NOT an ad-hoc report. It is produced at the end of each stage to identify any variations between planned status, reported status and actual status of the stage's products.
Which 2 statements apply to the Budgets section? A B C D E Amend entry 15 because it should also include the cost of management activities. Delete entry 16 because timescales should NOT be shown under the heading of budgets. Delete entry 17 because the risk budget should be shown in the Risk Management Strategy. Add Change budget - 500. Add Cost tolerance - +6,000 / -6,000.
Question 6
Part C 1 2 3 4 5 A B C D E
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2
Syllabus Area Progress Theme Question Number 7 Part A Marks 6
Using the Project Scenario, answer the following 6 questions about the use of PRINCE2 controls in this project. 1 At the end of initiation there is +1 week / -2 weeks time tolerance for this project. Which statement is true? A B C D 2 There can be no time tolerances for any of the stages. All of the project level time tolerance can be allocated to stage 2. The Stage Plan for stage 2 could create some additional project time tolerance by allowing no time tolerance in Team Plans. Additional time tolerance for the project could be found by adding extra resources without affecting other tolerances.
During stage 2, if the Project Manager decides to recommend that the Project Plan is revised to finish three weeks later, which statement is correct? A B C D The tolerances stated in the Project Plan CANNOT be changed. The Executive needs to seek formal approval from corporate management to implement this change. The current project must close prematurely and be restarted with a new Project Plan, a new Business Case and new Risk Register. The revision of the Project Plan would have to wait until the end stage assessment of stage 2.
During stage 2, an early review of the photograph design ideas from the Marketing department has highlighted the need for engineering machinery to be operating in the background during the photographic sessions. This requires a change to the baselined Product Description for the photographs. What action should the Project Manager take? A B C Log the change in the Issue Register as a request for change. Raise an Exception Report to the Project Board. Revise the Product Description for the photographs and issue it to the Engineering Manager to ensure that the machinery will be operating during the photographic sessions. Include this requirement on the next Checkpoint Report to the photographer.
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Question continued
As the project approaches the end of stage 2, the Project Manager has requested a Product Status Account to ensure that all products are at their expected point of development. Although the list of customers has been quality reviewed, it has not been baselined because the Marketing department has not provided all of the prospective customers' details. What initial action should the Project Manager take? A B C D Delay producing the End Stage Report until the list of customers has been baselined. Raise an Exception Report to the Project Board to highlight the issue. Check the target sign-off date for the list of customers. Update the product status to baselined and obtain a commitment from the Marketing department to finish this work within the next few days.
Whilst identifying the mailing costs for the calendars the Project Manager was surprised to find the costs could vary considerably depending on the size of the package and the delivery service used. For the purpose of this project, the Project Manager has selected an appropriate service but feels that a corporate standard for postage would have reduced the time and effort invested. It could reduce the company's overheads by up to 20,000 per year. How should the Project Manager record this observation within the project? A B C D Produce a project mandate, outlining the potential savings to be achieved by the introduction of a corporate standard. Make a note of the observation in the Daily Log to be transferred to a Benefits Review Plan at the end of the project. Record the observation in an Exception Report to the Project Board. Make an entry in the Lessons Log for future consideration by corporate management.
The team member collating the list of customers has now forecast that it will NOT be complete by the end of this stage as originally planned, due to a number of new prospective customers' details not yet being available. What action should the team member take? A B C D Report the forecast delay in the next Checkpoint Report to the Executive. Add the product to the next Stage Plan in order to allocate additional resources and complete the work. Make an entry in the Risk Register so the Project Manager can decide on appropriate action. Raise an issue to inform the Project Manager.
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Question 7
Part A 1 2 3 4 5 6 A B C D
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Question Number 7
Part 2 B
Marks 6
Using the Project Scenario, answer the following question. Lines 1 to 6 in the table below consist of an assertion statement and a reason statement. For each line identify the appropriate option, from options A to E, that applies. Each option can be used once, more than once or not at all. Option A B C D E Assertion True True True False False Assertion 1 The label design competition should be planned and managed as two management stages. Quality tolerances allocated to the photographs can be used to remedy a forecast threat to time tolerance. A suitable point for a stage boundary would be after the production cost forecast has been produced. With +1 week / -2 weeks time tolerance, the project is permitted to finish two weeks later than 30 November. If the project is forecast to exceed the cost tolerance of +6,000, the Project Manager should send an Exception Report straight to corporate management. The production cost forecast should be reviewed by the Project Board during the Directing a Project process to determine whether the project should continue. BECAUSE Reason True True False True False Reason A decision can only be made by the Project Board at the end of a management stage. Any forecast threat to time tolerance should first be resolved by use of any available quality tolerance. A stage boundary represents a go/no go decision point. A negative project time tolerance indicates the total permissible delay to a project schedule before an exception situation occurs. If the forecast is for project tolerances to be exceeded, the Project Board no longer has the authority to continue with the project. The Project Board reviews all products at the end of each stage. AND the reason explains the assertion BUT the reason does not explain the assertion
BECAUSE
BECAUSE
BECAUSE
BECAUSE
BECAUSE
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Question 7
Part B 1 2 3 4 5 6 A B C D E
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Question Number 8
Part 2 A
Marks 6
Using the Project Scenario, answer the following question. The Plan for stage 3 has been approved and work has commenced. Column 1 contains a number of issues for this project. Select from Column 2 the appropriate category for each issue. Each selection from Column 2 can be used once, more than once or not at all. Column 1 1 Although NOT previously considered, the Engineering Manager now wants to amend the Product Description for the photographs to include images of his latest production machinery. The Marketing Director feels that the calendar may NOT be of sufficient quality to achieve the projected benefits. The Marketing department has identified some new customers and wants to include them in the approved list of customers. The photographer has ignored the agreed photographic session schedule. He has interrupted the work of the engineering staff to take the photographs for the calendar. The chosen label design has been signed-off in error as the old company logo has been used. Inclusion of the new company logo was specified. The Project Manager has received notification of a postal strike occurring in December. Column 2 A B C Problem or concern Request for change Off-specification
2 3
Question 8
Part A 1 2 3 4 5 6 A B C
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Question Number 8
Part 2 B
Marks 6
There is a major concern over an apparent lack of control of project documentation. For each concern listed in Column 1, select from Column 2 the configuration management task that could help address the problem. Each selection from Column 2 can be used once, more than once or not at all. Column 1 1 As a number of people are involved in the project it is becoming increasingly difficult to keep track of what documentation each person has. Both current and previous versions of the photographic session schedule are in circulation. A revised list of customers has been issued but it is not clear what was wrong with the previous one. The Marketing department has lost the chosen label design and no copy was made. The Marketing department staff cannot say with any certainty which photographs were approved and which still require work. The Marketing Director has complained that the accounts information has been changed and that no consideration has been given to the impact this will have on the list of customers. Column 2 A B C Produce a Product Status Account Maintain a record of all copies issued Record the link between version and the Issue Report that caused its change Notify copy holders of any changes Recall and archive superseded product copies Retain master products, issuing copies only Maintain a record of relationships between products
D E F G
4 5
Question 8
Part B 1 2 3 4 5 6 A B C D E F G
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Syllabus Area Directing a Project + Managing a Stage Boundary + Closing a Project Processes
Question Number 9
Part A
Marks 6
Using the Project Scenario, answer the following question. It is now late October and the project is in stage 3. The label design competition has been held and the photos of the staff have been taken. The CEO and Marketing Director still need to choose the winning label design and the 12 photographs for the calendar. The Executive has learned that two competitors are issuing calendars to MNO's customers by the middle of November. After analysing the impact of this issue, one of the options the Project Manager has presented to the Project Board is to close the project prematurely. There are a number of key facts relating to this project that would need to be recorded if the project were to be closed early. Column 1 contains key facts recorded in the projects Daily Log. For each fact in Column 1, select from Column 2 the activity within the Closing a Project process, which, if applied appropriately, should capture this fact. A selection from Column 2 may be used once, more than once or not at all. Column 1 1 The staff photographs are suitable for use in future promotional materials. The photographer will be asked to provide all photographs into a useable format before this Work Package is approved. Staff photographic sessions were disruptive to the Engineering Department as they had been scheduled during peak work times without consultation with the Engineering Manager. If anybody has any remaining resource costs to be charged to the project, they should ensure this is done by 10 November. The project has not achieved the objectives defined in the Project Initiation Documentation. Staff morale will be further affected if a winning label design is not selected and announced. This should be completed before the project is closed. The risk of a competitor producing a calendar at the same time was identified at the beginning of the project but the assessment and management of this risk was poor. A B C D E Column 2 Prepare planned closure. Prepare premature closure. Hand over products. Evaluate the project. Recommend project closure.
4 5
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Question continued
2
Part A 1 2 3 4 5 6 A B C D E
Question 9
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Syllabus Area Directing a Project + Managing a Stage Boundary + Closing a Project Processes
Question Number 9
Part 2 B
Marks 6
Using the Project Scenario, answer the following question. The Calendar project was delivered as originally planned, and is now preparing for planned closure. Lines 1 to 6 in the table below consist of an assertion statement and a reason statement. For each line identify the appropriate option, from options A to E, that applies. Each option can be used once, more than once or not at all. Option A B C D E Assertion True True True False False Assertion 1 Whether the calendar achieves its objective of countering the decline in orders will be confirmed in the Closing a Project process. A formal quality review meeting, chaired by the Project Manager, should be held for the Project Board to compare the final deliverable against the Project Product Description. The End Project Report must be completed before 30 November. The Stage Plan for stage 3 should contain details of the products to be created or updated during the Closing a Project process. As part of the handover of the final product, a contract should be agreed with Marketing for ongoing support of this product. At the end of stage 3, the Managing a Stage Boundary process should be used to update the Project Plan with actuals from the final stage. BECAUSE Reason True True False True False Reason The Benefits Review Plan is created in the Closing a Project process. The Project Product Description is used by the Closing a Project process to verify that the project has delivered what was expected of it. An End Project Report should be produced before a project closes. Closure activities should be planned as part of the Stage Plan for the final management stage. A service agreement or maintenance contract should always be included as a product of the final stage. An objective of the Managing a Stage Boundary process is to review, and if necessary, update the Project Initiation Documentation. AND the reason explains the assertion BUT the reason does not explain the assertion
BECAUSE
3 4
BECAUSE BECAUSE
BECAUSE
BECAUSE
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Question 9
Part B 1 2 3 4 5 6 A B C D E
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Suggested Answers
Practitioner Exam Calendar Project
Question 1
Part A 1 2 3 4 5 6 7 A 0 1 1 0 0 0 0 B 1 0 0 1 0 1 0 C 0 0 1 0 1 0 1 D 0 0 0 1 1 0 1 E 1 1 0 0 0 1 0
Question 1
Part B 1 2 3 4 5 A 0 0 1 0 0 B 0 0 0 1 0 C 1 0 0 0 0 D 0 0 0 0 0 E 0 1 0 0 1
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Question 2
Part A 1 2 3 4 5 6 7 A 0 0 1 0 1 0 1 B 0 0 0 0 1 1 0 C 1 0 1 1 0 1 0 D 1 1 0 0 0 0 0 E 0 1 0 1 0 0 1
Question 2
Part B 1 2 3 4 5 A 0 0 1 1 0 B 0 0 0 0 1 C 0 0 0 0 0 D 1 0 0 0 0 E 0 1 0 0 0
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Question 3
Part A 1 2 3 A 0 0 1 B 0 1 0 C 1 0 0
Question 3
Part B 1 2 3 4 A 0 1 0 0 B 1 0 0 0 C 0 0 0 1 D 0 0 0 0 E 0 0 1 0
Question 3
Part C 1 2 3 4 5 A 1 0 0 0 1 B 1 0 0 1 0 C 0 1 0 0 1 D 0 1 1 0 0 E 0 0 1 1 0
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Question 4
Part A 1 2 3 A 1 0 0 B 0 0 1 C 0 1 0 D 0 0 0
Question 4
Part B 1 2 3 A 1 0 0 B 0 0 1 C 0 1 0 D 0 0 0
Question 4
Part C 1 2 3 4 6 6 A 0 0 0 1 0 0 B 0 0 0 0 1 1 C 1 1 0 0 0 0 D 0 0 1 0 0 0
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Question 5
Part A 1 2 3 4 5 6 A 0 1 0 0 0 0 B 0 0 1 0 0 1 C 0 0 0 1 0 0 D 0 0 0 0 0 0 E 1 0 0 0 1 0 F 0 0 0 0 0 0
Question 5
Part B 1 2 3 4 5 6 A 0 0 0 0 1 0 B 1 0 0 0 0 0 C 0 1 1 0 0 0 D 0 0 0 0 0 0 E 0 0 0 1 0 1
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Question 6
Part A 1 2 A 0 0 B 0 1 C 1 0 D 0 0 E 1 1
Question 6
Part B 1 2 3 4 5 A 0 0 0 1 0 B 1 1 0 0 0 C 0 0 0 0 1 D 0 0 1 0 0
Question 6
Part C 1 2 3 4 5 A 1 0 1 1 1 B 0 0 0 1 0 C 1 0 0 0 0 D 0 1 0 0 1 E 0 1 1 0 0
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Question 7
Part A 1 2 3 4 5 6 A 0 0 1 0 0 0 B 1 1 0 0 0 0 C 0 0 0 1 0 0 D 0 0 0 0 1 1
Question 7
Part B 1 2 3 4 5 6 A 0 0 1 0 0 0 B 0 0 0 0 0 0 C 0 1 0 0 0 1 D 0 0 0 0 1 0 E 1 0 0 1 0 0
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Question 8
Part A 1 2 3 4 5 6 A 0 1 0 1 0 1 B 1 0 1 0 0 0 C 0 0 0 0 1 0
Question 8
Part B 1 2 3 4 5 6 A 0 0 0 0 1 0 B 1 0 0 0 0 0 C 0 0 1 0 0 0 D 0 0 0 0 0 0 E 0 1 0 0 0 0 F 0 0 0 1 0 0 G 0 0 0 0 0 1
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Question 9
Part A 1 2 3 4 5 6 A 0 0 0 0 0 0 B 1 0 0 0 1 0 C 0 0 0 0 0 0 D 0 1 0 1 0 1 E 0 0 1 0 0 0
Question 9
Part B 1 2 3 4 5 6 A 0 0 0 1 0 0 B 0 0 0 0 0 0 C 0 0 0 0 0 0 D 0 1 1 0 0 1 E 1 0 0 0 1 0
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Calendar Project Rationale Question 1 Business Case Theme

Question 1 Part A 1a 1b 1c 1d 1e Question 1 Part A 2a 2b 2c 2d 2e Question 1 Part A 3a Answer correct Answer correct incorrect incorrect incorrect correct Answer incorrect correct incorrect incorrect correct
This is an Expected Benefit of this project. The Reasons should show why the project outcome is needed, the background. Ref. A.2.1 / 4.3.4.1. This is an explanation of why the project is required. Ref. A.2.1 / 4.3.4.1. This is the total number of orders last year, the position to measure against. It is not the expected benefit for this project. Ref. Scenario Booklet / 4.3.4.3. This is an Expected Benefit of this project. The Reasons should show why the project outcome is needed, the background. Ref. A.2.1 / 4.3.4.1. This is an explanation of why the project is required. Ref. A.2.1 / 4.3.4.1.
This is one of the options considered to achieve the project outcome. Ref. 4.3.4.2 / A.2.1. This is an approach to deliver the required products and should therefore be documented in the Project Brief. Ref. A.19.2. This is an approach to deliver the required products and should therefore be documented in the Project Brief. Ref. A.19.2. This is an approach to deliver the required products and should therefore be documented in the Project Brief. Ref. A.19.2. This option is always considered in the Business Case as a starting point to act as a comparison for other options. Ref. 4.3.4.2 / A.2.1.
3b
incorrect
3c
correct
3d
incorrect
3e
incorrect
This is a stated measurable benefit anticipated from this project. Ref. 4.3.4.3 / A.2.1. Using a similar format to previous years may have contributed to the selection of the business option but it is not a project benefit. Ref. 4.3.4.3 / A.2.1. This is a stated measurable benefit anticipated from this project. Ref. 4.3.4.3 / A.2.1. The Business Case does not contain a breakdown of the products to be delivered within the project. This would be documented under 'Composition' in the associated Product Description. Ref. A.17.2. This is a requirement of the project product which should be stated in the Project Product Description. Ref. A.21.2.
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Question 1
Part A 4a 4b 4c 4d 4e Answer incorrect correct incorrect correct incorrect
2
This relates to the cost of quality within the deliverables. It is NOT a negative consequence of the project. Ref. 4.3.4.4. This is a negative consequence of the calendar project. Ref. 4.3.4.4 / A.2.1. This is a threat to the expected benefits, NOT a negative consequence of the project. Ref. 4.3.4.4 / 8.2.1. This is a negative consequence of the calendar project. Ref. 4.3.4.4 / A.2.1. This is a threat to the expected benefits, NOT a negative consequence of the project. Ref. 4.3.4.4 / 8.2.1.
Question 1
Part A 5a 5b 5c 5d 5e Answer incorrect incorrect correct correct incorrect
This is a risk. It has not happened yet, but the impact should be considered and recorded under Major Risks'. Ref. 8.2.1. The recruitment campaign is likely to be a follow-on action that is not within the scope of this project. Ref. 18.4.4. When benefits are expected to be achieved should be stated under the Timescale heading in the Business Case. Ref. 4.3.4.5 / A.2.1. This is the timescale for project delivery and should be stated here under the heading of Timescale. Ref. 4.3.4.5 / A.2.1. This is not a timescale for project delivery. Ref. 4.3.4.5 / A.2.1.
Question 1
Part A 6a 6b 6c 6d Answer incorrect correct incorrect incorrect
6e
correct
The fact that MNO have allocated 120k to the marketing budget for this year is not a cost of the project. Ref. 4.3.4.6 / A.2.1. The Business Case should show the funding arrangements under the heading of Costs within the Business Case. Ref. 4.3.4.6 / A.2.1. This is an Expected Benefit, it is not a cost of the project, i.e. expected income rather than outgoings. Ref. 4.3.4.3 / A.2.1. The new company logo is not within the scope of this project. Ref. Scenario Booklet. The costs section of the Business Case should include the total of forecast costs, including allocated tolerances, risk and change budgets. Ref. 4.3.4.6 / A.2.1.
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Question 1
Part A 7a 7b Answer incorrect incorrect
2
This is a dis-benefit of the project outcome, not a risk to the project. Ref. 4.3.4.4 / 8.2.1. This is not a risk, this is stated as fact in the Project Scenario. Ref. Project Scenario / 8.2.1. This is a risk to the project. Risks facing the project can either reduce/enhance the benefits or reduce/increase the cost. Ref. 4.3.4.8 / A.2.1. This is a risk to the project. Risks facing the project can either reduce/enhance the benefits or reduce/increase the cost. Ref. 4.3.4.8 / A.2.1. This is stated as a fact and not an uncertainty/potential threat. Ref. 8.2.1.
7c
correct
7d
correct
7e
incorrect
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Question 1 Business Case Theme

Question 1 Part B Assertion
2
Reason
True - Each option considered within the Business Case would represent a different project and investment Ref 4.3.4.3 / 9.3.3.2
False - Printing within the first week of December remains within the projects time tolerance of +1 week. Ref. 10.2.3 / 4.3.4.6. True - The outline Business Case contains the reasons why the project is needed and forms part of the Project Brief. Ref. 4.3.1 / A.19.2.
False - Options considered for the delivery of the chosen solution should be covered in the project approach (Project Brief). The business options in the Business Case refer to the various solutions considered. Ref. A.2.2 / A.19.2. False - Further tolerance may be available for the stage in which case the Business Case may still be viable. Ref. 10.2.3. True - The Project Brief includes high-level information on what needs to be done, why, who will need to be involved, and how and when it will be done. This reason explains the assertion, therefore the answer is A. Ref. A.19.2. True - At the end of each stage the Benefits Review Plan will be examined and reviewed for the results of any benefits reviews undertaken during the stage. The assertion refers to some-time after the project has closed. Therefore the answer is B. Ref. 17.4.3. False - All benefits, both financial and nonfinancial, should be recorded in the Business Case. Ref. A.2.2.
True - The Benefits Review Plan is used to define for the Executive how and when a measurement of the achievements of the projects benefits can be made. Ref. A.1.2.
False - This is a positive consequence of the Calendar project which is measureable and should therefore be recorded in the Business Case. A.2.2 / 4.3.4.3.
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Question 2 Organisation Theme
Question 2
Part A 1a Answer
incorrect incorrect correct correct incorrect
1b
1c 1d 1e Question 2 Part A 2a 2b 2c 2d
The length of service of an individual is not a PRINCE2 reason for the appointment of an Executive. Ref. 5.3.2.2. Although this may be useful from a specialist knowledge point of view, this is not a PRINCE2 reason for the appointment of an Executive. Ref 5.3.2.2. An Executive should be able to represent the business interests on a project. Ref. 5.3.2.2. The Executive should be able to commit resources to the project and make decisions on behalf of the business. Ref. 5.3.2.2. The development needs of an individual is not a PRINCE2 reason for the appointment of an Executive. Ref 5.3.2.2.
Answer
incorrect incorrect incorrect correct correct
2e Question 2 Part A
The length of service of an individual is not a PRINCE2 reason for the appointment of an Executive. Ref. 5.3.2.2. Knowledge of a functional position is not a PRINCE2 reason for the appointment of an Executive. Ref. 5.3.2.2. Physical involvement is not a PRINCE2 reason for the appointment of an Executive. Ref. 5.3.2.2. The Executive should be able to commit resources and make decisions on behalf of the business. Ref. 5.3.2.2. The Executive has knowledge of the business strategic requirements and a responsibility to ensure that the project is aligned to these strategies. Ref. 5.3.2.2.
Answer
3a
correct
3b
incorrect
3c
correct incorrect incorrect
3d 3e
The Senior User should be able to make decisions on behalf of the users and, as a representative of the main users of the deliverable from the project, the Marketing Director would be suitable for this role. Ref. 5.3.2.2. This would be useful for the role responsible for supplying the specialist knowledge for this project. The Senior User role does not require specialist knowledge. Ref. 5.3.2.2. The Senior User should represent those for whom the product will achieve an objective or those who will use the products to deliver benefits. Ref. 5.3.2.2. The Executive role represents the funding of the project, not the Senior User. Ref. 5.3.2.2. Those producing the products within the project are suppliers and should be represented by the Senior Supplier. Ref. 5.3.2.2.
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Question 2
Part A 4a 4b 4c Answer
2
The length of service and motivation of an individual are not PRINCE2 reasons for the appointment of a Senior User. Ref. 5.3.2.2. The development needs of an individual are not a PRINCE2 reason for the appointment of a Senior User. Ref. 5.3.2.2. The Senior User should represent those who are affected by the project. Ref. 5.3.2.2. PRINCE2 does not recognise reporting structures within the business or hierarchies. The reporting structure within the project will be agreed within the project. Ref. 5.3.2.2. The Senior User should represent the interests of those who will use the final product(s) of the project. Ref. 5.3.2.2.
incorrect incorrect correct incorrect correct
4d
4e Question 2 Part A 5a
Answer
correct
5b
correct
5c
incorrect
5d
incorrect
incorrect
The Senior Supplier role is responsible for advising on the selection of design, development and acceptance methods. Ref. C.4.1. The Senior Supplier role is responsible for ensuring that supplier resources required for the project are made available. Ref. C.4.1. The Senior Supplier(s) represents the interests of those designing, developing, facilitating, procuring, and implementing the projects products. Ref 5.3.2.2. The Purchasing Manager's experience of Engineering has no bearing on the project or the role of Senior Supplier within the project. Ref. 5.3.2.2. It is the Executive that has to ensure that the project gives value for money, ensuring a cost-conscious approach to the project, balancing demands of the business, user and supplier. Ref. 5.3.2.2. Just because an individual is not appropriate for the role of Executive or Senior User, does not make them appropriate as a Senior Supplier. Ref. 5.3.2.2.
Answer
incorrect
6b
correct
6c
correct incorrect incorrect
6d 6e
The length of service and motivation of an individual are not PRINCE2 reasons for the appointment of a Project Assurance role. Ref. 5.3.2.2. As a user of the project's product(s), the Sales Manager would be well placed to evaluate the impact of potential changes from the user point of view on behalf of the Senior User, which is a Project Assurance responsibility. Ref. 5.3.2.2. Current and prospective customers are stakeholders within the project and the Sales Manager is well placed to advise on how best to communicate with them, a role of the User Assurance. Ref. 5.3.2.2. The development needs of an individual are not a PRINCE2 reason for the appointment of a Project Assurance role. Ref. 5.3.2.2. The resolution of conflicts between users is a responsibility of the Senior User, not Project Assurance. Ref. 5.3.2.2.
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2
Question 2 Part A Answer
7a
correct
7b 7c 7d 7e
One of the key competencies required of Project Support is the knowledge of specialist tools and techniques. Having this knowledge makes Central Records an appropriate resource for this role. Ref. C.9.2. The length of service and general existence are not PRINCE2 reasons for the appointment of a Project Support role. Ref. 5.3.2.8. This is a quality assurance responsibility which may be delegated to Project Assurance, but NOT Project Support. Ref. 6.2.6. The quality assurance function may be delegated to Project Assurance, but NOT Project Support. Ref. 6.2.6. This is a competency required of Project Support. Ref. C.9.2.
Question 2
Part B Assertion Reason
False - The Executive role is vested in one individual so that there is a single point of accountability for the project. Ref. 5.3.2.2. False - The Senior User role can be shared by more than one individual, but the Engineering Manager does not represent a user on this project. Ref. 5.3.2.2. True - They each need to interact with the project and can affect the project outcome. They are therefore stakeholders. Ref. 5.3.5.1.
True - Project Support and Project Assurance roles should be kept separate in order to maintain the independence of Project Assurance. Ref. 5.3.2.8. True - The Engineering Manager is a stakeholder from within the organization, but external to the project management team. He is not a supplier or a user, but he does have an interest and some influence. Ref. 5.3.5.3.
True - The Executive is ultimately responsible for the project and would seek approval for the investment from corporate or programme management. Ref. C.2.1. False - The Senior User commits user resources for the purpose of quality checking. It is the Senior Supplier role that provides specialist resources for the design and development of the project's products. Ref. 5.3.2.2. True - The term 'Stakeholder' applies to any individual, group or organization that can affect, be affected by, or perceive itself to be affected by, a project. Ref Glossary. Bright Lights and Portraits Ltd will interact with, and may affect, the project. This is the reason for the assertion. The answer is therefore A. True - Project Assurance must be kept separate from Project Support in order to maintain their independence. This is an explanation of the assertion. Therefore the answer is A. Ref. 5.3.2.8. True - The Communication Management Strategy describes the tools to be used for each step in the communication process. This is not why the Engineering Manager should be included. Therefore the answer is B. Ref. A.4.2.
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Question 3 Quality Theme
Question 3
Part A 1 Answer
B A
Quality Planning This covers agreement on overall quality expectations, the products required with their associated quality criteria, the means by which quality will be achieved and assessed. Ref 6.3.1. Quality Control This covers the activities undertaken by the project team to ensure that the products meet their respective quality criteria. Ref 6.3.2. Quality Assurance This activity manages the organization's Quality Management System, not part of the project. Ref 6.2.6.
Question 3
Part B 1 Answer
B A E C
3 4
This states a measurable requirement of the product and should be noted under Quality Criteria. Ref A17.2. The product is to be given to the printing company. The printing company is not involved in the creation or review of the product. Ref A17.2. The Project Board will be asked to review the label entries and will therefore appear as reviewer under quality responsibilities. Ref A17.2. Given the quality criteria, this is a measure of what would be acceptable as a quality tolerance. Ref A17.2.
Question 3
Part C 1a 1b 1c 1d 1e Answer
The product is selected paper, and not the paper itself. Ref A.21.2. This is not a major product to be delivered by this project. Ref A.21.2. This is a major product to be delivered by this project, derived from Marketing and Accounts information. Ref A.21.2. Regardless of the source, this is a major product to be delivered by the project. Ref A.21.2. This is beyond the scope of this project. The final product will be the prepared calendar pack. Ref A.21.2.
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Question 3
Part C 2a Answer
2
The new logo design is being created by another project and therefore is not within scope. Ref A.21.2. This already exists and it provides the basis upon which this calendar will be designed. The design of the calendar will incorporate the design of the new logo. It is therefore a derivation and should not be moved. Ref A.21.2. The Internal Creative team will be required to create products and are therefore already correctly shown under Development skills required. Ref A.21.2 This is a product to be delivered by this project. Ref A.21.2. This is not a source product from which the project is derived. Ref A.21.2.
incorrect
2b
incorrect
2c 2d 2e Question 3 Part C 3a 3b 3c 3d 3e Question 3 Part D 4a 4b 4c
correct correct incorrect
Answer
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This is a supplier to this project, it is not a major product to be delivered by this project. Ref A.21.2. This is a supplier to this project, it is not a derivation or source of information for this project. Ref A.21.2. This skill is required in the project. Ref A.21.2. The printing of the calendar is outside of the scope of this project. Ref A.21.2. This skill/person/group is required to help create the customer list. Ref A.21.2.
Answer
incorrect correct incorrect
This is one of the quality expectations stated, the photos are to be professional. Ref A.21.2. Printing is beyond the scope of this project. Ref A.21.2. Customer's quality expectations is a description of the quality expected of the Project Product and the standards and processes that will need to be applied to achieve that quality. Ref A.21.2. This is stated as a customer quality expectation, a description of the quality expected of the Project Product and the standards and processes that will need to be applied to achieve that quality. Ref A.21.2. This is an expected benefit (positive consequence) of this project and should not be recorded under customer's quality expectations. Ref A.21.2.
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4e
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Question 3
Part E Answer
2
The existing entry is not measurable, 'attractive' and 'humorous' are not defined. This amendment is a measurable definition of the attributes that must apply to the set of products to be acceptable to key stakeholders. Ref A.21.2. Acceptance criteria can be expressed as many things, including appearance. This is not a composition item. Ref A.21.2. The new company logo is being produced by another project. It is required for inclusion within the Calendar project but the quality of it will not be assessed during this project. Ref A.21.2. This is a measurable definition of the criteria that the Project Product must meet before the customer will accept. Derivation provides the source from which the product will be created. Ref A21.2. Acceptance criteria can be expressed as many things, including accuracy, as long as it is measurable. Dates are to be shown correctly as stated in the Scenario Ref A.21.2.
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5c
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Question 4 Starting Up a Project & Initiating a Project Processes 2

Question 4 Part A Answer
C B
The term project mandate applies to whatever information is used to trigger the project, be it a feasibility study or the receipt of a request for proposal in a supplier environment. The project mandate is what triggers the Starting up a Project process. Ref 12.3/19.8.3 Capturing previous lessons is the responsibility of the Project Manager during the Starting up a Project process. The Project Manager must therefore have been appointed prior to this activity. Ref 12.4.2 The appointment of the Project Manager allows for the project to be managed on a day-to-day basis on behalf of the Executive. Ref 12.4.1
Question 4
Part B 1a 1b 1c Answer
The Project definition includes interfaces. Ref A.19.2 This information should be recorded in the Product Description for the calendar design. Ref A.17.2 This should be recorded under the Project approach heading. Ref A.17.2 This should be recorded under the Project approach heading. Ref A.19.2
1d Question 4 Part B 2a
Answer
2b 2c 2d Question 4 Part B 3a
The printing of the calendars is not within the scope of the project. Project scope, and any scope tolerance, should be recorded under the Project definition heading. Ref A.19.2 This information would be captured in the Project Plan, during the Initiating a Project process. Ref A.16.2 This is the reason why the project is needed and should be recorded under the Outline Business Case heading. Ref A.19.2 This relates to the Project controls and should be recorded in the Project Initiation Documentation. Ref A.20.2
Answer
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correct
3b
3c
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3d
This is the required outcome and should be recorded under the Project definition heading. Ref A.19.2 To define the choice of solution that will be used within the project to deliver the selected business option, taking into consideration the operational environment into which the solution must fit. Ref A.19.2 This is a deliverable within the project it may be recorded under Project definition heading, as part of Project scope and exclusions. Ref A.19.2 This should be recorded under the Project definition heading, as part of Project scope and exclusions. Ref A.19.2
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Question 4
Part C Answer
2
When designing and appointing the project management team, consideration should be given to whether or not separate Team Managers are needed, or whether the Project Manager will be filling this role. If appropriate, role descriptions should be created. Ref. 12.4.3. It is the responsibility of the Project Manager and the Executives to produce project management team role descriptions. Ref 12.4.3 If selected as a Team Manager, the professional photographer will become a member of the project management team. Both internal and external resources can be members of the project management team. Ref. 5.3.2.2 Consideration should be given to whether or not separate Team Managers are needed, or whether the Project Manager will be filling this role. If appropriate, role descriptions should be created. Ref. 12.4.3. The Executive is responsible for preparing a role description for the Project Manager. Ref. 12.4.1.
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1b
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1d Question 4 Part C
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Answer
2a
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2b
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2c
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2d
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The Business Case should contain the reasons for undertaking the project and explain how the project will enable the achievement of corporate strategies and objectives. Ref. A.2.2. The production of a new company logo by another project is not the reason for the Calendar project. Ref. Project Scenario. Internal dependences are those under the control of the Project Manager. The new company logo is being produced by another project and is therefore an external dependency. Ref. Glossary / Project Scenario. When creating the Project Plan, the Project Brief should be checked for understanding of any prerequisites, external dependences, constraints and assumptions. Ref. 14.4.6. / A.16.2. External dependences are those dependencies outside the control of the Project Manager - for example, the delivery of a product required by this project from another project. Ref. Glossary / Project Scenario. External dependences are those dependences outside the control of the Project Manager - for example, the delivery of a product required by this project from another project. Ref. Glossary / Project Scenario.
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Question 4
Part C 3a Answer
2
When producing the Project Plan, during initiation, Product Descriptions for the major products of the project should be created. If necessary, these are then updated when planning the relevant stage. Ref. 14.4.6. The Project Product Description should be created during the Starting up a Project process. However, when producing the Project Plan, during initiation, Product Descriptions for the major products of the project should be created. Ref. 14.4.6 / 14.4.7. When producing the Project Plan, during initiation, Product Descriptions for the major products of the project should be created. Ref. 14.4.6. When producing the Stage Plan for the next stage, Product Descriptions are created or updated for the products to be delivered by the next stage. Ref. 17.4.1. When producing the Project Plan, during initiation, Product Descriptions for the major products of the project should be created. If necessary, these are then updated when planning the relevant stage. Ref. 14.4.6.
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3b
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3c
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3d Question 4 Part C
correct
Answer
4a
correct
4b
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4c
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4d
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The Managing a Stage Boundary process is used at the end of the initiation stage and repeated at the end of each subsequent stage, except the final stage. The end of the final stage is managed by the activities of the Closing a Project process. Ref. Fig. 11.1 / 11.2.4. The end of the initiation stage is recorded in the Initiation Stage Plan and agreed prior to commencing initiation. It is only the remaining end stage assessments that need to be agreed during initiation. Also, the end of the final stage will be managed by the Closing a Project process. Fig 11.1 / 12.4.6. Towards the end of each management stage, except for the final one, the Project Manager provides information to the Project Board in order for it to assess the continuing viability of the project and make a decision to authorize the next stage. During the final stage, this information is provided within the closure activities which are planned and approved as part of the stage approval for the final stage. Ref. 11.1 / 11.2.4. The Project Board does need to schedule these dates and be available. However, there is only one end stage assessment to be scheduled following initiation. Ref Project Scenario. The end of the final stage is managed by the activities of the Closing a Project process. Ref 11.1 / 11.2.4
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Question 4
Part C Answer
2
Work Packages are agreed between the Project Manager and Team Manager (s) during the Controlling a Stage process and Managing Product Delivery process. Ref 15.4.1 / 16.4.1. A Work Package is used, by the Project Manager, to define and control the work to be done, and also to set the tolerances for the Team Manager(s). The Project Board does not require Work Packages as part of the Project Plan. Work Packages are agreed between the Project Manager and Team Manager(s) during the Controlling a Stage process and Managing Product Delivery process. Ref 15.4.1 / 16.4.1. Project tolerances are set by corporate or programme management. Ref 10.3.1.1. Project tolerances should be derived from the project mandate and documented in the Project Brief. Ref 12.4.5. Work Packages are agreed between the Project Manager and Team Manager(s) during the Controlling a Stage process and Managing Product Delivery process. Ref 15.4.1 / 16.4.1. A Work Package is used, by the Project Manager, to define and control the work to be done, and also to set the tolerances for the Team Manager(s).
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5b
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Question 4
Part C Answer
6a
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6b
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6c
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6d
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Once approved, any changes to a baselined document should be approved by the Project Board, or delegated Change Authority. The Project Manager should review the Business Case to create the Benefits Review Plan. This should contain details of how and when benefits are to be measured. Ref. 14.4.7. During initiation, the Project Manager should review the Business Case to create the Benefits Review Plan. This should contain details of how and when benefits are to be measured. Ref. 14.4.7. During initiation, the Project Manager should review the Business Case to create the Benefits Review Plan. This should contain details of how and when benefits are to be measured. Ref. 14.4.7. Projects benefits may be measured during the life of a project. However, on this project the calendar is not despatched until after the project has closed. Therefore, any benefits will be achieved after the project has closed. Ref. Scenario Booklet / 4.3.3.
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Question 5 Risk Theme
Question 5
Part A 1 Answer
E A
C E B
Accept - A conscious decision to do nothing but monitor and ensure that the threat remains tolerable. Ref Table 8.2. Avoid - By not completing the project or changing some aspect of the project so that the threat can no longer have an impact or can no longer happen. Ref Table 8.2. Reduce - Bringing the delivery date forward is a form of proactive action taken to reduce the probability and/or the impact of the event should it occur. Ref Table 8.2. Fallback - Waiting to see if a rival calendar is produced and developing a plan for extra incentives to be implemented after the risk occurs will reduce the impact, but not the probability. Ref Table 8.2. Accept - A conscious decision to do nothing but monitor and ensure that the threat remains tolerable. Ref Table 8.2. Reduce - This does not stop the risk from occurring but is a form of proactive action taken to reduce the probability and/or the impact of the event should it occur. Ref Table 8.2.
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Question 5
Part B Assertion
2
Reason
True - This could have an effect on the project and should therefore be recorded as an issue (problem). Ref 9.2.4. True - The Purchasing Manager should be monitoring the contract situation and is therefore the person best situated to manage, monitor and control this risk. Ref 8.3.5.4. True - When accepting a Work Package a Team Manager should perform a risk analysis identifying any risks, and the means of managing them. Ref 16.4.1. False - If a risk is likely to impact upon time, the risk response should mitigate this and be added to the Risk Register. Only when the risk occurs, does it become an issue. Ref 8.3.5. True - The Checkpoint Report is a major data-gathering tool for the Project Manager and should contain a summary of the risk status. Ref 8.3.5.5 / 16.4.1. False - Transfer is a risk response where a third party takes on the responsibility for some of the financial impact of a threat. Agreeing a Work Package does not automatically transfer the responsibility for a risk. Ref. Table 8.2.
True - At stage level, exception situations should be escalated to the Project Board in an Exception Report. This does not explain the assertion. The answer is therefore B. Ref 10.3.4. False - The person most capable of managing the risk is the risk owner, not the risk actionee. Ref. 8.3.5.4.
False - There is only one Risk Register for the project, created during Initiating a Project. Ref 14.4.1.
False - Risk action may be implemented within tolerance or risk budget if there is one. There is no need for an Issue Report. Ref 8.3.5. True - The Checkpoint Report will provide a summary of actual and forecast progress, highlighting any potential areas for concern. This explains the assertion, the answer is therefore A. Ref A.3. False - When selecting the risk response, it is a question of balancing the cost of taking that response against the likelihood and impact of allowing the risk to occur. Ref 8.3.5.3.
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Question 6 Plans Theme
Question 6
Part A 1a Answer
1b 1c
1d
incorrect
correct
Only the Work Package is authorized by the Project Manager during the Controlling a Stage process. Team Plans are created during the Managing Product Delivery process. Ref 15.4.1 The Project Plan should be updated with actuals, but no plan is produced. Ref 18.4.1 The Team Manager will produce a Team Plan while accepting a Work Package during the Managing Product Delivery process. Ref 16.4.1 An Exception Report and Issue Report is used to escalate issues and risks in the Controlling a Stage process. Ref 15.4.7. If the Project Board requires an Exception Plan, this is produced during the Managing a Stage Boundary process. Ref 17.4.5 The Stage Plan for the next stage is produced near the end of the current stage. Closure activities should be planned as part of the Stage Plan for the final stage. Ref 17.4.1 / 18.3
Answer
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2b
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2c
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2d
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2e
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The Project Manager is responsible for producing the Stage Plans, but this is not something that is done in isolation from other project management team members. Ref 17.4.1 / C.5.1 The Team Manager will produce a Team Plan while accepting a Work Package during the Managing Product Delivery process. Ref. 16.4.1 / 7.2.6 Project Support may contribute expertise in specialist planning tools and techniques, but they are not responsible for the creation of any plans. Ref C.9.1. The Team Manager will produce a Team Plan while accepting a Work Package during the Managing Product Delivery process. Ref. 16.4.1 / 7.2.6 The Project Manager is responsible for producing the Project Plan, but this is not something that is done in isolation from other project management team members. Ref 14.4.6 / C.5.1 The Project Manager is responsible for producing the Project Plan, but this is not something that is done in isolation from other project management team members. Ref 14.4.6 / C.5.1
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Question 6
Part B Answer
2
The 'production cost forecast' is required to allow the CEO and Marketing Director to decide whether to continue with the project, but this does not determine whether or not it an external product. External products already exist or are being created or updated outside of the scope of the project. Ref 7.3.3.2 The 'production cost forecast' is being created within the scope of the project and does not already exist. It should not therefore be shown as an external product. Ref 7.3.3.2 The 'production cost forecast' is required to allow the CEO and Marketing Director to decide whether to continue with the project, but this does not make it an external product. External products already exist or are being created or updated outside of the scope of the project. Ref 7.3.3.2 The 'production cost forecast' is required to allow the CEO and Marketing Director to decide whether to continue with the project, but this does not make it an external product. External products already exist or are being created or updated outside of the scope of the project. Ref 7.3.3.2
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1b
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Question 6
Part B Answer
2a
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2b
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2c
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2d
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Although the 'tariff of mailing costs' is being supplied by a third party, this is not the reason that it should be shown as an external product. Products both within and external to the plan can be supplied by a third party. External products already exist or are being created or updated outside of the scope of the plan. Ref 7.3.3.2 If a product already exists or is being created or updated outside the scope of the plan, it should be shown as an external product. Ref 7.3.3.2 An external product is one that already exists or is being created or updated outside the scope of the plan and are required in order to create one or more of the plan's products. The 'tariff of mailing costs' already exists and should therefore be shown as an external product. Ref 7.3.3.2 The 'tariff of mailing costs' already exists and is being supplied by the Post Office. The Project Manager is not accountable for the creation of this product. Ref 7.3.3.2
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Question 6
Part B 3a Answer
2
All of the products of the plan should appear on the product flow diagram. The product flow diagram also identifies dependencies on any products outside of the scope of the plan. Ref 7.3.3.4 Internal dependencies are those within the control of the Project Manager. External dependencies are those outside the control of the Project Manager. The 'accounts information' is not being created or updated within the plan, but it is required by the project in order to produce one or more project products. It is therefore an external dependency. Ref 7.3.4.2 / Glossary Products being produced both within and external to the plan can be supplied by third party suppliers. It is not the fact that a product is being supplied by a third party that makes it an external product. Ref 7.3.3.2 'Accounts information' already exists (external product) and will be required to produce the 'list of customers' (dependency). This is correctly shown. Ref 7.3.4.2 / Glossary
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3b
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3c
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3d Question 6 Part B 4a
correct
Answer
correct
4b
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4c
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4d
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'Choose label design' is an activity and therefore not a product. The product would be 'chosen label design'. Ref 7.3.3 The entries would be external products, in that they are outside of the scope of the plan and are not controlled by the Project Manager. However, the 'chosen label design' is within the scope of the plan and within the control of the Project Manager. 'Choose label design' is an activity and therefore not an appropriate application of product-based planning. Ref 7.3.3 'Choose label design' is an activity and therefore not a product. The product would be 'chosen label design'. Ref 7.3.3 Although the 'label design competition' is within the scope of the plan, the Project Manager has no control over the creation and submission of the 'label design entries'. The entries should be shown as external products. Ref 7.3.3.2.
Question 6
The 'prepared calendar pack' is the final project product and should be shown as the exit on the product flow diagram. Ref 7.3.3.4 The final deliverable of this project is the 'prepared calendar pack'. Ref. Scenario. The 'prepared calendar pack' is the final project product and should be shown as the exit on the product flow diagram. Ref 7.3.3.4 The 'prepared calendar pack' is dependent on all of the other project products. It is the final project product. Ref 7.3.3.4
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Question 6
Part C 1a Answer
2
Whilst the Project Board would, in Directing a Project, assess whether the planned benefits could still be achieved, the actual benefits themselves are clearly not a prerequisite for the stage. Ref A16.2. Whilst this is a deliverable of stage 2, the Project Board must agree to this in their decision to progress to stage 3. It is a major product of this project and the reason for the stage boundary. It is a pre-requisite of stage 3. Ref A16.2. This is not a plan prerequisite for stage 3. As a product of stage 2 this should have been quality-checked and signed-off, but work can commence on stage 3 even if this product is incomplete. Ref A16.2. This is not a prerequisite of the stage. The stage can commence without the engineering staff, but may be delayed if they are not available when required. This may be identified as a risk. Ref A16.2. This is confirmed during stage 2. The results of this check are not a prerequisite for stage 3. Work can commence without this. Ref A16.2.
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1b
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1c
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1d
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1e Question 6 Part C 2a
Answer
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2b
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2c 2d
2e
This is a deliverable that is not created within the scope of this project, but may influence the plan, it is therefore an external dependency. Ref A16.2. This is not required for the stage 3 to start. This is a deliverable that is not created within the scope of this project, but may influence the plan. Ref A16.2. The logo is required during stage 3, but is not created within the scope of this project. Ref A16.2. This is within the scope of this project and as a product of stage 2 this should have been quality checked and signed-off. Ref 16.4.2 / A16.2. Whilst the company logo is an external dependency, the composition of the label design should be shown in the relevant Product Description. Ref A17.2.
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Question 6
Part C 3a Answer
2
The label designs are to be delivered during this stage, however, the results of the competition are unknown and cannot be qualified. This is therefore an assumption. Ref A16.2. The label designs are within the scope of this project. If external resources are required to create a product, the product does not then become external, it is still within the scope of this project. Ref 7.3.3.2. The operational staff schedule on which the photographic session is based is updated weekly. The availability of staff shown in the photographic session schedule may now be incorrect. Ref A16.2. This product is produced by an external resource, within the scope of this project. It is not an external dependency. Ref 7.3.3.2. Whilst this is a requirement, the composition of the photographs should be shown in the relevant Product Description. Ref A16.2.
correct
3b
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3c
3d 3e Question 6 Part C 4a
Answer
correct
4b
correct
4c 4d
incorrect incorrect incorrect
4e Question 6 Part C 5a 5b 5c 5d 5e
It is the Stage Plan that is updated with actuals throughout the stage. Ref 15.4.4. The Project Plan is updated at the end of each stage. Ref 17.4.2. The Stage Plan covers the products, resources, activities and controls specific to the stage and is used as a baseline against which to monitor stage progress. The Highlight Report is a control for the Project Board. Ref A.16.2 The Highlight Report is a management product. The Product Descriptions section shows the specialist products of the plan. A16.2. The frequency at which the stage will be reviewed should be recorded here. Ref A16.2. Product Status Account can be requested by the Project Manager at any time. This is likely to be required to support the Highlight Report. Ref 15.4.5.
Answer
correct incorrect incorrect correct incorrect
The stage budget should cover both the costs of products and the resources and management required to deliver them. A16.1. The budgets section of the Stage Plan covers time and cost, including provisions for risks and changes. Ref 16.2. The budgets section of the Stage Plan covers time and cost, including provisions for risks and changes. Ref A16.2. The budgets section of the Stage Plan covers time and cost, including provisions for risks and changes. Ref A16.2. Time, cost and scope tolerances for the level of plan should be shown under a separate heading of Tolerances. Ref A16.2.
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2 Question 7 Progress Theme

Question 7 Part A 1a Answer
incorrect correct
1b
1c
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1d
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There is a positive tolerance of 1 week which can be allocated to any of the stages, as appropriate. Ref 10.3.1.2. Tolerance is allocated based on the level of risk and confidence of estimates for any given stage. All project tolerance can be allocated to a single stage, but the risk of doing so must be assessed. Ref 10.3.1.2. The project tolerance is approved by corporate/programme management. This cannot be affected by early completion of stages or Work Packages. Ref 10.3.1.1. If a project has +1 week tolerance (e.g. its target completion date is 4 February, but 11 February would be acceptable), it doesn't matter how much extra resource is used. The target date for the project and the allowable deviation does not change. Ref 15.4.8
Question 7
Part A 2a Answer
incorrect
2b
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2c
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2d Question 7 Part A
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Tolerances stated in the Project Plan can be changed through formal change control and approval of corporate/programme management. Ref 10.3.4. Tolerances stated in the Project Plan can be changed through formal change control and approval of corporate/programme management. Ref 10.3.4. Where tolerance is forecast to be exceeded, the exception procedure is followed and an Exception Plan created to replace the Project Plan. Ref 10.3.4. Exception situations are dealt with as they occur and not left until the end of the stage. An exception assessment would be scheduled. Ref. 10.3.4.
Answer
3a
correct
3b 3c 3d
incorrect incorrect incorrect
A Product Description should be baselined when the plan containing the creation of that product is baselined. If the product is later changed, the Product Description must also pass through change control. Ref 7.3.3.3 The project is not forecast to exceed tolerance. Ref 10.3.4. Any change to a baselined product should first pass through change control. Ref 9.3.2 Checkpoint Reports are created by the Team Manager, not the Project Manager. Ref 10.3.3.4.
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Question 7
Part A 4a Answer
2
If a product has not been delivered to agreed timescales as a result of rework, the stage should not be delayed, the rework should be planned into the next stage. Ref 17.4.4. There is no indication that the stage is forecast to exceed tolerance. Ref 10.3.4. By checking the target sign-off date the Project Manager will know if there is an actual delay or whether the Marketing department has exceeded the time allocated for follow-up actions. Ref 17.4.4 / 10.3.3.2. No products should be baselined until they are signed-off. Ref 9.3.2.
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4b
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4c 4d Question 7 Part A 5a
correct incorrect
Answer
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5b
incorrect
5c
incorrect
5d
correct
There is no indication that a further project has been agreed and the production of a project mandate is not within the scope of the Calendar project. This is not an expected benefit of this project and would not therefore appear in the Benefits Review Plan. Also, the Benefits Review Plan is updated at the end of each stage, not just the end of the project. Ref A1. Exception Reports provide information to the Project Board when tolerance is forecast to be/or has been exceeded. Ref 10.3.4. The Lessons Log captures lessons learned during the project that can usefully be applied to other projects. Notes should be made of any good and bad experiences in the use of the management and specialist products and tools as they occur. Ref 10.3.3.3.
Question 7
Part A 6a Answer
incorrect
6b
incorrect
6c
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6d
correct
Checkpoint Reports are provided to the Project Manager, not the Executive. Also, an issue should be raised to the Project Manager if tolerance is forecast to be exceeded. Ref 10.3.3.4. / 10.3.4. Team members do not have the authority to change a Stage Plan. If a product is late, the Project Manager may plan the remaining work into the next stage and amend the Work Package accordingly. Ref 10.3.3.1. The Team Manager should raise this as an issue. If the Project Manager determines it is a project risk, the Project Manager should record it in the Risk Register. Ref 10.3.3.4. All problems, questions and queries should be raised as an issue. Ref 10.3.4.
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Question 7
Part B Assertion
2
Reason
False - Management stages are determined primarily by the level of risk, major decision points and commitment of resources. The label design competition does not justify this level of control. Ref 10.3.2.1. True - It may be cheaper to produce black and white photographs, rather than full colour, thus reducing quality but saving cost. Ref 15.4.8. True - Stage boundaries should be scheduled around key decision points for the Project Board. Ref 10.3.2.1.
False - The Project Board can make a decision whenever it needs to do so. Ref 13.4.4.
False - There is +1 week project tolerance, indicating the project can complete one week later than planned, NOT two, and still remain within tolerance. False - The Project Manager should first escalate exception situations to the Project Board. They may then need to escalate to corporate management. Ref 10.3.1.1. True - The projected costs will influence the Project Board decision to proceed with stage 3. All Project Board decisions are made during the Directing a Project process. Ref 10.3.1.2.
False - The use of one tolerance to resolve the issues with another tolerance will depend on the objectives of the project. If quality is the focus then this will not be the first to go. True - The production cost forecast provides a key decision point for the Project Board whether to continue with the project. This reason explains the assertion, therefore the answer is A. Ref 10.3.2. False - Negative project time tolerance does NOT indicate the latest permissible date, it indicates the earliest acceptable completion date, before exceeding tolerance. Ref 10.3.4. True - Project tolerance is set by corporate or programme management. Any forecast to exceed this must be escalated accordingly. Ref 10.3.1.1. False - Products are reviewed and approved by nominated parties as and when they are completed, not at the end of each stage. Ref 16.4.2.
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Question 8 Change Theme
Question 8
Part A 1 Answer
C A
The Plan is approved, this includes the PD for the photographs. This requirement was not included within the original composition of the photographs, it is therefore a request for change. Ref. Tab 9.1 May tells us this has not yet happened, and is therefore a concern at this time. A problem or concern is any other issue (not an Offspecification or an RFC) that the Project Manager needs to resolve or escalate. Ref Table 9.1. The list of customers has been approved. Once approved a product should not be changed without an authorized request for change. Ref Table 9.1. There is not a problem with the schedule, this is not off-specification. There is an issue with the performance of a team member. This is a problem that needs to be addressed by the Project Manager. Ref Table 9.1. The chosen label design is off-specification because the product does not contain the correct data, as specified. Ref Table 9.1. The probability of this risk is 100%. This is neither a request for change nor an off-specification. It is therefore a problem. A problem or concern that the Project Manager needs to resolve or escalate. Ref Table 9.1.
Question 8
Part B 1 2 Answer
B E C F A
Maintaining a record of all copies issued will provide a list of who has been issued products and which versions they have. Ref 9.3.2. The recall of superseded versions from all copyholders would ensure that only the correct products are in circulation. Ref 9.3.2. The Record of links between version and the Issue Report that caused its change will provide an audit between each version of a product and a reference to further information regarding the change. Ref A5.2 The Retention of all master copies ensures that the original is protected, traceable and always available. Ref 9.3.2. The Product Status Account tracks products through their design, development, review and approval, providing a summary of product status. Ref 9.3.1.3 Maintaining a record of relationships between configuration items ensures that no product is changed without being able to check for possible impacts on related products. Ref 9.3.1.2.
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Question 9 Directing a Project, Managing a Stage Boundary & Closing a 2 Project Processes
Question 9
Part A 1 Answer
Work is not simply abandoned. The means for recovering products that have been completed or are in progress is agreed. Ref 18.4.2 Nothing can be done to resolve this now, but future projects may learn from this experience. A review of what went well, what went badly and any recommendations for corporate/programme management consideration are recorded in the Lessons Report during the Evaluate the Project activity. Ref 18.4.4 The Project Board advises those who have provided the support infrastructure and resources for the project that these can now be withdrawn. This should indicate a closing date for costs being charged to the project. (13.4.5/18.4.5) An End Project Report is created during the Evaluate the Project activity to review how the project performed against the version of the Project Initiation Documentation used to authorize the project. A review of the project objectives are recorded in the End Project Report. Ref 18.4.4 When closing a project prematurely the Project Manager must ensure that work in progress is not simply abandoned. The project should salvage anything of value created to date. Ref 18.4.2 Future projects may learn from this experience. A review of what went well, what went badly and any recommendations for corporate/programme management consideration are recorded in the Lessons Report during the Evaluate the Project activity. Ref 18.4.4
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Question 9
Part B Assertion
2
Reason
False - Countering the decline in orders is a positive consequence (benefit) of this project that cannot be measured until 12 months after the project has closed. False - The Acceptance Method in the PPD will state the means by which the acceptance will be confirmed. This could simply be done by confirming all the products have been approved. False - The Project Scenario explains that the prepared calendar pack must be ready by 30 November, but there is also a time tolerance of +1 week.
True - The final management stage of a PRINCE2 project should include the products of project closure. The Closing a Project process takes place within the final management stage. Ref 11.2.4. False - Whilst handover of responsibility for the products is necessary during the Closing a Project process, this contract is not in the scope of this project. The product should be handed over to the Marketing department. False - The Closing a Project process should be followed at the end of stage 3, rather than the Managing a Stage Boundary process, as this is the final stage. Ref 17.2 / 18.3
False - The Benefits Review Plan is created in the Initiating A Project process. Ref 14.4.7. It is reviewed and may be updated at the end of each stage and during the Closing a Project process. Ref 18.4.3. True - The PPD contains the Acceptance Criteria of the Project Product and the standards and processes that will need to be applied to achieve this. Ref A21.1 / 18.4.1. True - This report is produced by the Project Manager towards the end of the project, during the Closing a Project process, and is used by the Project Board to evaluate the project and authorize closure. Ref A8.1. True - The Closing a Project process takes place towards the end of the final management stage. Closure is not a stage, it is a process. This is the reason for the assertion. The answer is A. Ref 18.3. False - Where a product requires a lot of potentially expensive support and maintenance, the Project Manager should ensure that a suitable service agreement or contract is in place. Ref 18.4.3.
True - At the end of each stage the Project Manager should update the Project Initiation Documentation (e.g. the Business Case, Project Plan, project approach, strategies, project management team structure and role descriptions). Ref 17.2.
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PRINCE2 Practitioner Resource Book v3.7

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PRINCE2 Practitioner Resource Book

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2009 ILX Group plc