Last Updated on March 19, 2022 by Admin 3

PRINCE2 PT : Practitioner : Part 01

  1. Project Scenario – Health and Safety Training Project:

    ABC Company is a well-established training company that uses a standard model to develop training materials and deliver courses to customers.

    ABC Company has commissioned a project in response to recent changes in government legislation relating to health and safety on construction sites. The project will deliver “capability to provide health and safety training”, including the materials needed for classroom-based training and e-learning. The expected benefits for construction companies include a reduction in lost days and legal costs due to accidents.

    The e-learning course will be developed by a specialist external consultancy. The materials for classroom-based training will be delivered by ABC Company’s development team. All course materials will be piloted before they are used. ABC Company will deliver training to its customers and also hopes to sell the course materials to other training companies as part of their operational business. ABC Company will use their own sales and marketing departments to promote the courses.

    The legislation requires construction companies to comply with the new legislation within two years. The course materials and trainers have to be accredited by a government agency before courses can be delivered. ABC Company is planning to deliver pilot courses within five months of starting the project.

    The ABC Company standard development model for new courses recommends the following stages:

    PRINCE2 PT Practitioner Part 01 Q01 001
    PRINCE2 PT Practitioner Part 01 Q01 001

    End of the Project scenario.

    Additional Information:

    The Chief Executive Officer (CEO) founded the company five years ago. Under her leadership, ABC Company has grown quickly into a successful training company. It delivers a range of accredited professional training.

    The Finance Director is also a founder member of ABC Company and is responsible for authorizing budgets for the Operations and Development Teams. She authorizes all large contracts personally.

    The Purchasing Manager reports to the Finance Director and is responsible for managing and monitoring supplier contracts.

    The Operations Director is responsible for the delivery of all training and for the training development budget. His department organizes courses, venues and trainers. They work with the Product and the Sales teams to provide a comprehensive training schedule. ABC Company’s IT manager reports to the Operations Director.

    The Business Development Director has recently been appointed to identify new training needs and propose new products. She will work with the Operations Director to ensure a cost-conscious approach and that appropriate development technologies are used for the health and safety course.

    The Training Development Manager reports to the Business Development Director and is responsible for developing training materials and gaining accreditation, in accordance with the standard course development model. Course developers in his team have skills in a range of development technologies and are allocated to projects as needed.

    The Training Delivery Manager, who reports to the Operations Director, is responsible for ensuring that internal and external trainers deliver ABC Company training courses to the required standard. He also checks course materials to ensure they are fit for purpose and of the required quality.

    The Central Services Director has responsibility for corporate communications, facilities management and configuration management. He recently led a project to consolidate all company quality systems into one quality management system and set up a corporate quality department, now managed by the Corporate Quality Manager.

    The Corporate Document Manager reports to the Central Services Director. She helped establish the company’s document management system and now operates it across the business. She manages a team of administrators and contracts staff when workload is high.

    The Sales Director joined ABC Company two months ago and is keen to establish himself by suggesting new markets for the courses and material. All account managers and the marketing team report to him. They promote existing training courses to other training companies and existing customers.

    End of the additional information.

    1. Based on lessons from previous projects that used the ABC Company standard development model, the project board has set low cost and time tolerances for stage 2. As a result, the project manager plans to set very low tolerances for time and cost for all work packages to be carried out during stage 2.

      Is this an appropriate application of the ‘manage by exception’ principle, and why?

      • Yes, because the project manager should set tolerance equally for all work packages in a stage.
      • Yes, because setting appropriate tolerances for work packages will help keep the stage within tolerances.
      • No, because tolerances set by the project manager should be the same as those set by the project board.
      • No, because the project manager should divide the stage tolerances between the team managers.
    2. During stage 4, a work package was authorized for the ‘delivered pilot courses’ to be completed by the end of week 2. The ‘finalized materials’ work package will start in week 3. Both work packages have zero tolerances, and finalizing the materials is dependent on feedback from the pilot courses.
      During week 1, there were some problems with the pilot courses, so at the start of week 2 the team manager rescheduled the courses to week 3, and reported this in the weekly checkpoint report as the end of week 2.

      Should the team manager have reported this delay previously as an issue, and why?

      • Yes, because the work package to deliver the pilot courses was forecast to exceed its time tolerance.
      • Yes, because a team manager should not change the scheduled order of a work package.
      • No, because the checkpoint report for week 1 should include information on any issues that occurred.
      • No, because the feedback from the rescheduled courses can be used in week 4 to finalize the materials.

    3. The project is now closed. The expected increase in revenue is not being achieved. It has been agreed with the team manager for the ‘marketing materials’ that additional marketing activities will be undertaken to achieve the expected increase in revenue.

      Who should be responsible for monitoring the results of the marketing activities, and why?

      • Senior user, because this person is responsible for realizing the benefits post-project.
      • Senior user, because this person is responsible for specifying the desired from the project.
      • The team manager for the ‘marketing materials’, because this person has the skills to demonstrate that the activities are effective.
      • The team manager for the ‘marketing materials’, because the project board is disbanded at the end of the project.
    4. MANAGING A STAGE BOUNDARY

      The ABC Company trainers have been accredited and the course booking procedures have been amended. The ‘managing a stage boundary’ process is taking place at the end of stage 3.

      Which activity should occur during the ‘update the business case’ activity?

      • Update the overall plan with the time and cost taken to develop the ‘e-learning course’ and ‘amended course booking procedures’
      • Break the ‘planned pilot courses’ down into component products in order to identify the work required to deliver them.
      • Review whether the possible sales of the training course to external companies are likely to cover the project costs.
      • Review whether a new team manager should be appointed to lead the delivery of the pilot courses during stage 4.
    5. Towards the end of stage 2, the stage 3 plan is being prepared. This includes the work required to promote the new courses to other training companies. In addition to the current ways of marketing the courses, the Sales Director wants to advertise in trade magazines. The likely costs involved and the opportunities it may bring have been identified.

      As part of the ‘update the project plan’ activity, what should the project manager be responsible for?

      • Creating time and cost tolerances for the delivery of the magazine advertisements.
      • Creating the product description, with detailed quality criteria, for the magazine advertisements.
      • Recording the effect of implementing the magazine advertisements on the overall time and cost of the project.
      • Recording changes to ABC Company risk appetite as a result of using the magazine advertisements.
    6. All the products that are due in stage 3 have been completed, apart from the ‘updated corporate quality procedures’. The work has been completed but the product has not yet been approved. The executive has been told that it will be signed off before the end of the project. In response to an exception report, the executive has instructed the project manager to plan to obtain approval of the product in stage 4.

      Is this appropriate application of the report management stage end’ activity, and why?

      • Yes, because approval of the product can be carried forward into the next stage, with authority from the project board.
      • Yes, because the completion of the product in the next stage is a follow-on action recommendation for stage 4.
      • No, because approval of the products was planned for stage 3 and must be completed before the stage ends.
      • No, because a project-level exception plan is required before approval of the quality procedures can be delayed.
    7. CLOSING A PROJECT

      Benefits relating to income and business reputation after the project has closed cannot be shown at project closure.
      Which statement describes how the ‘closing a project’ process makes provision for this?

      • As part of the ‘prepare planned closure’ activity. It will be confirmed that the project has delivered what was defined in the project product description.
      • As part of the ‘prepare planned closure’ activity. It will be confirmed that the acceptance criteria defined in the project product description have been met.
      • As part of the ‘hand over products’ activity, the benefits management approach will be updated to include future activities for benefit measurement.
      • As part of the ‘hand over products’ activity, the ‘finalized materials’ will be passed to the operational business environments.
    8. The Health and Safety Training Project is closing as planned. According to the contract terms, suppliers must submit all invoices within one week of project closure. The project manager will issue a project closure notification informing all suppliers of this invoicing deadline as part of the ‘recommended project closure’ activity.

      Is this appropriate, and why?

      • Yes, because the project board should approve the project closure notification drafted by the project manager.
      • Yes, because a project closure notification should be sent to suppliers as part of the ‘closing project’ process.
      • No, because the project board should issue a project closure notification as part of the ‘directing a project’ process.
      • No, because the project manager should notify stakeholders using the approved project closure notification.
    9. The project is at the start of stage 3, and there will be six teams working on product delivery. In order to exercise control, the project manager has asked each team to submit a detailed team plan for approval. The external team manager for the ‘e-learning course’ has agreed to submit a summary to the project manager, but will submit the detailed team plan to the senior supplier to review and approve.

      • Yes, because a supplier may want to keep the details of the specialist work confidential.
      • Yes, because team plans are mandatory on a project of this size and complexity.
      • No, because the project manager needs detailed plans to manage the work of several teams.
      • No, because the team plan must be submitted to project assurance to check it is viable.
    10. The project is in stage 2. The project manager is reviewing stage status and has collected the checkpoint reports from the team managers. These show that the products are being completed on schedule. However, project support has raised issues that quality reviews have not been completed as agreed. The project manager reports in the highlight report that the stage is progressing well.

      Is this appropriate, and why?

      • Yes, because the highlight report is a summary of the information in the checkpoint reports.
      • Yes, because the highlight report is used to provide the project board with stage and project progress.
      • No, because the project manager should have recorded the cause of the delay to the quality reviews in the lessons log.
      • No, because the issues raised by project support are a cause for concern and should be reflected in the highlight report.
    11. DRAG DROP

      DIRECTING A PROJECT

      Here are three actions that are carried out as part of the ‘directing a project’ process.
      During which activity (A-E) should they be carried out?
      Choose only one activity for each action. Each activity can be used once, more than once, or not at all.

      PRINCE2 PT Practitioner Part 01 Q01 002 Question
      PRINCE2 PT Practitioner Part 01 Q01 002 Question
      PRINCE2 PT Practitioner Part 01 Q01 002 Answer
      PRINCE2 PT Practitioner Part 01 Q01 002 Answer
    12. DRAG DROP

      CONTROLLING A STAGE

      Here are three activities that take place during the ‘controlling a stage’ process. Which role (A-F) should carry out each activity? Choose only one role for each action. Each role can be used once, more than once, or not at all.

      PRINCE2 PT Practitioner Part 01 Q01 003 Question
      PRINCE2 PT Practitioner Part 01 Q01 003 Question
      PRINCE2 PT Practitioner Part 01 Q01 003 Answer
      PRINCE2 PT Practitioner Part 01 Q01 003 Answer
    13. The project board has asked for highlight reports every six weeks during stage 3. As a result, the project manager has asked each team manager for checkpoint reports every six weeks, in order to collate these into the highlight report. The team manager for the ‘marketed courses’ is new to team management.

      Is this an appropriate action as part of the ‘controlling a stage’ process, and why?

      • Yes, because the project board will need to be updated with the progress of every team.
      • Yes, because checkpoint reports are a time-driven control providing progress information.
      • No, because the frequency of reporting should reflect the level of control required for the work package.
      • No, because the project board should decide on the frequency and content of progress reporting.
    14. MANAGING PRODUCT DELIVERY

      The team manager for the production of the ‘marketing materials’ has identified that they will not be ready within the timescale agreed in the work package. The team manager has sufficient tolerance to take corrective action. As a result, additional resources have been assigned to this work package.
      Which theme is being applied?

      • Risk
      • Organization
      • Progress
      • Change
    15. In order for ABC Company to achieve the expected sales of the health and safety training course, the senior user will need to ensure that all staff understand the objectives and target audience for the course. In addition, these sales will need to be added to each individual’s sales targets. These activities have been included in the benefits management approach.

      Is this appropriate, and why?

      • Yes, because how the benefits will be measured needs to be documented.
      • Yes, because the actions required to achieve the outcomes need to be documented.
      • No, because the expected sales increase should be recorded in the business case.
      • No, because actions to deliver the outputs should be recorded in the stage plan.
    16. DRAG DROP
      QUALITY

      Teams have been set up to develop different parts of the ‘classroom-based training materials’.
      Here are three activities related to managing quality.
      Which role (A-F) should carry them out?
      Choose only one for each activity. Each role can be used once, more than once, or not at all.

      PRINCE2 PT Practitioner Part 01 Q01 005 Question
      PRINCE2 PT Practitioner Part 01 Q01 005 Question
      PRINCE2 PT Practitioner Part 01 Q01 005 Answer
      PRINCE2 PT Practitioner Part 01 Q01 005 Answer
    17. A quality review of the ‘marketing materials’ has started. The team manager for the ‘marketing materials’ has been unhappy with the team’s workload throughout the project and refuses to attend the review meeting to present the material. The team manager suggests that a new marketing team member make the presentation. However, the chair decides to represent the marketing team and makes a list of actions to resolve later.

      Is this an appropriate approach to the quality review, and why?

      • Yes, because the role of presenter should not be performed by a junior member of the team.
      • Yes, because the roles of chair, presenter and administrator may be combined.
      • No, because the role of presenter should be performed by the team manager.
      • No, because the chair should be independent from the product being reviewed.
    18. DRAG DROP

      PLANS

      Here are three events to managing plans for the project.
      In which management product (A-E) should the result of each event be recorded?
      Choose only one product for each event. Each product can be used once, more than once or not at all.

      PRINCE2 PT Practitioner Part 01 Q01 006 Question
      PRINCE2 PT Practitioner Part 01 Q01 006 Question
      PRINCE2 PT Practitioner Part 01 Q01 006 Answer
      PRINCE2 PT Practitioner Part 01 Q01 006 Answer
    19. The delivery of the pilot courses has been split into two separate products: ‘planned pilot courses’ and ‘delivered pilot courses’. ‘Planned pilot courses’ will be produced during stage 3, and the ‘delivered pilot courses’ will take place during stage 4. This will allow the project board to approve the plan for the pilot courses before the resources are committed to delivering the pilot courses.

      Why is this an appropriate application of the plans theme to control the project?

      • Because a PRINCE2 project should focus on the quality of the products being delivered.
      • Because the pilot courses have been broken down into two separate products.
      • Because the project board should ensure that lessons from one stage are applied to the next stage.
      • Because the delivery steps to create the pilot courses have been aligned to the management stages.
    20. DRAG DROP

      The project is in stage 2. The project manager has heard that a competitor may launch a similar e-learning course much sooner than ABC Company. There is a threat that the earlier launch of a competitor’s course may reduce the profitability of ABC Company training courses.
      Here are three responses to this risk.
      Which risk response type (A-F) are they?
      Choose only one response type for each risk response. Each response type can be used once, more than once, or not at all.

      PRINCE2 PT Practitioner Part 01 Q01 007 Question
      PRINCE2 PT Practitioner Part 01 Q01 007 Question
      PRINCE2 PT Practitioner Part 01 Q01 007 Answer
      PRINCE2 PT Practitioner Part 01 Q01 007 Answer
    21. ABC Company carried out a similar project two years ago, in response to changes in health and safety legislation for the health service. The experiences from that project were used to refine the corporate risk management policy. For that reason, the project board decided to use the corporate risk management policy in the risk management approach for this project.

      Is this appropriate, and why?

      • Yes, because experience from previous projects should be taken into account in the risk management approach.
      • Yes, because the corporate risk management policy was updated, as a result of lessons from previous projects.
      • No, because the risk management approach should be tailored to suit the project and its environment.
      • No, because a separate risk management approach is not necessary when the company has a risk management policy.
    22. An external consultant has signed a contract and agreed a work package to accredit the trainers. The Purchasing Manager will monitor the contract, which states the requirement to organize the accreditation with the Training Delivery Manager. The Training Delivery Manager has tried to contact the consultant but there has been no response. The project manager believes there is a risk that the consultant is prioritizing other clients’ work.

      The Purchasing Manager has been assigned as the risk owner. Is this an appropriate approach to managing this risk, and why?

      • Yes, because the Purchasing Manager is monitoring the contract and therefore best suited to controlling the risk.
      • Yes, because the Purchasing Manager should have identified the risk when the work package was agreed.
      • No, because the team manager should be the risk owner to risks concerning the delivery of a work package.
      • No, because the risk was transferred to the Training Delivery Manager when the work package was authorized.
    23. DRAG DROP

      CHANGE

      A request has been received from a user to add the function to pay by credit card to the ‘amended course booking procedures’ for the ‘e-learning course’. The user has suggested that sales of the course will be reduced if this change is not implemented.
      Here are three actions relating to this request for change.
      Which role (A-E) should carry out each action?
      Choose only one role for each action. Each role can be used once, more than once, or not at all.

      PRINCE2 PT Practitioner Part 01 Q01 008 Question
      PRINCE2 PT Practitioner Part 01 Q01 008 Question
      PRINCE2 PT Practitioner Part 01 Q01 008 Answer
      PRINCE2 PT Practitioner Part 01 Q01 008 Answer
    24. The project’s change control approach states that PRINCE2’s recommended issue and change control procedure will be used. The senior user has requested that a new set of marketing materials and marketing channels be introduced to support the launch of the training course. The senior user has suggested that this should be managed informally.

      Where should the project manager record the issue, and why?

      • In the daily log, because a change to a product at the default level can be handled informally.
      • In the daily log, because the senior user has advised that this change should be informally.
      • In the issue register, because this is a request for change requiring a change to a baseline.
      • In the issue register, because issues should be recorded here first, before determining how to manage them.
    25. DRAG DROP

      PROGRESS

      Here are three statements related to tolerances for the Health and Safety Training Project.
      For each statement, select the tolerance area (A-E) it represents.
      Choose only one tolerance area for each statement. Each tolerance area can be used once, more than once, or not at all.

      PRINCE2 PT Practitioner Part 01 Q01 009 Question
      PRINCE2 PT Practitioner Part 01 Q01 009 Question
      PRINCE2 PT Practitioner Part 01 Q01 009 Answer
      PRINCE2 PT Practitioner Part 01 Q01 009 Answer
    26. The external team manager for the ‘e-learning course’ has reviewed the quality register to ensure all quality activities have been completed. The ‘e-learning course’ has been approved and accreditation has been achieved. As a result, the team manager updated the work package to notify the project manager that it is complete, and updated the team plan.

      Is this appropriate, and why?

      • Yes, because the project manager needs to receive confirmation that work has been completed and approved.
      • Yes, because a team plan to gain accreditation of the ‘e-learning course’ is required to be part of the work package.
      • No, because it is the configuration item record of the relevant product description that is updated, not the work package.
      • No, because the work package should be checked to confirm the reporting arrangements of the ‘e-learning course’.
    27. DRAG DROP

      STARTING UP A PROJECT

      Here are three actions carried out during the ‘starting up a project’ process.
      As part of which activity (A-F) should each action occur?
      Choose only one activity for each action. Each activity can be used once, more than once, or not at all.

      PRINCE2 PT Practitioner Part 01 Q01 010 Question
      PRINCE2 PT Practitioner Part 01 Q01 010 Question
      PRINCE2 PT Practitioner Part 01 Q01 010 Answer
      PRINCE2 PT Practitioner Part 01 Q01 010 Answer
    28. ABC Company uses a standard development model to develop courses and uses PRINCE2 to manage these projects. The objectives from the Health and Safety Training Project have been documented in the business plan of ABC Company. This business plan has triggered this project. As a result, to save time, the executive has decided to simplify the ‘starting up a project’ process. The project mandate will be adapted and becomes the project brief.

      Is this appropriate, and why?

      • Yes, because the business outcomes are clear, the project brief can be a sample statement elaborating the mandate.
      • Yes, because the executive can initiate the project based on the project mandate by passing the ‘starting up a project’ process.
      • No, because the project brief should be a statement which includes a fuller description of the project.
      • No, because capturing lessons from previous projects identify lessons to be applied to this project.
    29. DRAG DROP

      INITIATING A PROJECT

      Here are three statements that were considered by the project management team during the ‘initiating a project’ process.
      As part of which activity (A-F) should they FIRST be considered?
      Choose only one activity for each statement. Each activity can be used once, more than once, or not at all.

      PRINCE2 PT Practitioner Part 01 Q01 011 Question
      PRINCE2 PT Practitioner Part 01 Q01 011 Question
      PRINCE2 PT Practitioner Part 01 Q01 011 Answer
      PRINCE2 PT Practitioner Part 01 Q01 011 Answer
    30. ABC Company has decided to include the Health and Safety Training Project in a programme to support their strategy to deliver globally. The programme team has provided the detailed business justification and, as a result, the project board has decided that the business case will not need refining further during the ‘initiating a project’ process.

      Is this an appropriate action for the project board, and why?

      • Yes, because the project board are able to use the business case provided by the programme.
      • Yes, because when the project is part of a programme, the programme team provides the business case.
      • No, because the programme team cannot constrain the project manager’s choices.
      • No, because each project in the programme will need a revised business case.
    31. At the end of stage 2, the specialist ‘e-learning course’ supplier will be selected. As a result, it is decided that the quality management approach will not be created until the end of stage 2, to take into account this supplier’s standards and techniques.

      Is this appropriate, and why?

      • Yes, because the quality management approach should take into account the supplier’s standards, tools and techniques.
      • Yes, because the product description for each product will define the required quality approach within each stage.
      • No, because the quality management approach should be created during the initiation stage and updated later.
      • No, because the quality management approach should be limited to ABC Company’s quality standards.
    32. The executive identified that there would be a benefit to the construction companies as their working time lost due to accidents would be reduced. This was included as a benefit to ABC Company in the business case for the Health and Safety Training Project.

      Is this appropriate, and why?

      • Yes, because the benefits to the customer are an essential part of business justification for a project.
      • Yes, because both tangible and intangible benefits should be included in the business case.
      • No, because ABC Company will not achieve their benefits if construction companies do not book the courses.
      • No, because it is the customer’s benefits that should be used to justify the project business case.
    33. A construction company that is one of ABC Company’s key clients has agreed to provide a member of the staff to review and comment on the ‘e-learning course’.

      Which stakeholder interest should the member of staff represent, and why?

      • Supplier, because this stakeholder provides the expertise required by the project.
      • Supplier, because this stakeholder is an external supplier.
      • User, because this stakeholder may train its staff using the ‘e-learning course’.
      • User, because this stakeholder ensures that the project provides value for money.
    34. Use the ‘Additional Information’ in the Scenario Booklet to answer this question.

      The Operations Director is the executive for the project and has proposed that a senior course developer be appointed as project manager. The course developer works in the Training Development Manager’s team and has a good understanding of the standard course development model. The course developer was a team manager on a previous project for which the Operations Director was the executive.

      Is this proposed appointment appropriate, and why?

      • Yes, because the course developer is responsible for ensuring that trainers deliver courses to the required standard.
      • Yes, because the course developer is likely to have the project management and specialist knowledge required.
      • No, because the course developer’s team reports to the Business Development Director, not the Operations Director.
      • No, because there is a conflict of interest as the Training Development Manager is responsible for gaining accreditation.
    35. The ‘classroom-based training materials’ will be used as the basis for developing the ‘e-learning course’. As a result, the executive wants to ensure that the ‘classroom-based training materials’ are of the required standard. The executive has asked to meet the project manager every day during stage 2 to discuss progress and identify any concerns regarding quality.

      Is this an appropriate approach to applying the organization theme, and why?

      • Yes, because the executive should be available to provide ad hoc direction to the project manager.
      • Yes, because the executive should be the key decision-maker on the project, supported by other project board members.
      • No, because the senior user should be responsible for specifying the quality criteria for the training materials.
      • No, because the project manager should be given authority to manage the project on a day-to-day basis.
    36. ABC Company has a number of projects in progress. The executive of the Health and Safety Training Project is also a member of the project board for two other projects and is very busy. As a result, during this initiation stage, the executive has appointed another person to carry out both their business assurance and the role of change authority for minor and medium severity issues.

      Is this appropriate, and why?

      • Yes, because people with delegated project assurance roles may act as the change authority.
      • Yes, because projects that are likely to have many changes should delegate the change authority.
      • No, because the decision to have a change authority should be made before the project is authorized.
      • No, because the project manager identifies the level of tailoring that is relevant for the project.
    37. DRAG DROP

      ORGANIZATION

      The communication management approach is being developed. ABC Company’s corporate management has agreed the information about proposed courses can be shared externally, provided that a non-disclosure agreement is signed and corporate management is informed.
      Here are three items of information relating to the sharing of course materials.
      Under which heading of the communication management approach (A-F) should they be included?
      Choose only one heading for each item of information. Each heading can be used once, more than once, or not at all.

      PRINCE2 PT Practitioner Part 01 Q01 012 Question
      PRINCE2 PT Practitioner Part 01 Q01 012 Question
      PRINCE2 PT Practitioner Part 01 Q01 012 Answer
      PRINCE2 PT Practitioner Part 01 Q01 012 Answer
    38. The development of the ‘e-learning course’ will be outsourced to an external supplier and their key members will join the project management team. The supplier wants to keep their work processes confidential and not share these with ABC Company. ABC Company has agreed.

      Who should approve the external supplier’s team plan?

      • Senior supplier
      • Project manager
      • Supplier assurance
      • Corporate, programme management or customer
    39. The project is at the end of stage 4. The project manager has changed the benefits management approach. It now includes all the activities necessary to measure the increased revenue.

      Who should approve this update?

      • Corporate management
      • Project board
      • Project assurance
      • Project manager
    40. DRAG DROP

      BUSINESS CASE

      Here are three actions related to applying the business case theme.
      Which role (A-F) should carry out each action?
      Choose only one role for each action. Each role can be used once, more than once, or not at all.

      PRINCE2 PT Practitioner Part 01 Q01 013 Question
      PRINCE2 PT Practitioner Part 01 Q01 013 Question
      PRINCE2 PT Practitioner Part 01 Q01 013 Answer
      PRINCE2 PT Practitioner Part 01 Q01 013 Answer
    41. The Health and Safety Training Project is part of a programme of strategic expansion, which is important for ABC Company’s continued operation. At the end of stage 2, the estimated project costs are greater than the expected benefits in the business case. The project board has reviewed the situation and asked programme management to decide whether the project should be closed prematurely.

      Is this an appropriate application of the ‘manage by stages’ principle, and why?

      • Yes, because decisions about closure should be escalated to programme management, unless otherwise instructed.
      • Yes, because the project board should escalate significant decisions to programme management.
      • No, because this contradicts the ‘manage by exception’ principle.
      • No, because the project board should decide whether to continue with the project.
    42. The executive has set the following tolerances for stage 2:
      Time (+/- 1 week)
      Cost (+/- £20,000)
      Scope (using MoSCoW prioritization technique)
      Risk (based on the risk appetite defined in the risk management approach)

      These tolerances have been recorded in the stage plan. The project manager will report progress regularly via highlight reports to the project board and use exception reports to raise exceptions. In addition, the project assurance role will monitor the stage to provide confidence to the project board that exceptions are being reported.

      How well does this apply the ‘manage by exception’ principle, and why?

      • It applies the principle well, because tolerances should be set for the related aspects of project performance for each stage.
      • It applies the principle well, because the project manager needs to control the project using discrete management stages.
      • It applies the principle poorly, because tolerances should be set for each stage against each of the six aspects of project performance.
      • It applies the principle poorly, because it is the regular reporting of progress that should give the project board the required confidence.
    43. During stage 3, the operational staff that handle course bookings asked for the project scope to be increased for an online booking function. The additional product has been as it will enable them to process bookings more quickly and accurately.

      Is this an appropriate application of the ‘focus on products’ principle, and why?

      • Yes, because the goal is to seek opportunities to implement improvements after the life of the project.
      • Yes, because the project needs to fulfill stakeholder expectations by delivering the products required.
      • No, because there needs to be an understanding of the products from the start of the project.
      • No, because existing product descriptions provide a means to estimate effort to planning.
    44. ABC Company has a standard course development model with four defined stages that the company manages using PRINCE2. The project manager for the Health and Safety Training Project has recommended the stage 2 of the standard model be split into two separate stages. As a result, there will now be five management stages in the project.

      Is this an appropriate application of the ‘tailor to suit the project’ principle, and why?

      • Yes, because the project manager can adapt or combine PRINCE2 process to suit the project.
      • Yes, because the standard course development structure should be tailored to suit the project.
      • No, because a simple project should have no more than two management stages.
      • No, because the standard course development structure should be applied to the project.
    45. During stage 3, project costs are increasing but there will still be a positive return on investment, as documented in the business case. However, corporate management has recently revised its targets for return on investment and has decided to stop the project as it will not meet the new targets.

      Is this an appropriate application of the ‘continued business justification’ principle?

      • Yes, because changes in corporate strategy may impact a project’s justification.
      • Yes, because a change in a project’s justification should trigger premature closure.
      • No, because the project business case still justifies a project.
      • No, because changes in corporate strategy should not impact a project once authorized.
    46. One of the senior managers of the company that is developing the ‘e-learning course’ has worked with ABC Company before. The team manager for the delivery of the ‘e-learning course’ has looked on ABC Company’s intranet, but cannot find any reference to this work. The team manager has contacted the senior manager to discuss this project.

      Is this an appropriate application of the ‘learn from experience’ principle, and why?

      • Yes, because the project involves more than one organization.
      • Yes, because the team manager should actively look for useful information.
      • No, because the senior manager should advise the team manager of any lessons.
      • No, because every project is unique and should deliver specific business objectives
    47. During stage 3, a work package was assigned to produce the ‘planned pilot courses’. The product’s quality criteria were defined and baselined before the work package was agreed.

      Which principle is being applied, and why?

      • ‘Focus on products’, because delivering a product’s complete set of features is more important than delivering it on time or to cost.
      • ‘Focus on products’, because a product should be agreed and defined to a reasonable extent before production begins.
      • ‘Continued business justification’, because the business justification is partly defined in the product description of a specialist product.
      • ‘Continued business justification’, because both work activities and products contribute to the success of the project.
    48. Checkpoint reports are being produced monthly. A week after the last checkpoint report was prepared, the team responsible for developing the ‘classroom-based training materials’ have realized that they will not be able to deliver the materials to the accreditor by the work package completion deadline.

      Which action demonstrates application of the ‘manage by exception’ principle?

      • The team manager reports the issue in the next checkpoint report.
      • The team manager immediately produces an exception plan to replace the current plan.
      • The team manager immediately reports the issue to the project manager.
      • The team manager raises a risk that the deadline may be missed.
      Explanation:
      Reference: http://prince2.wiki/Manage_by_exception
    49. ABC Company produces a corporate business plan which includes the targets for the next 12 months. For the Health and Safety Training Project, a feasibility study was carried out and, as a result, the expected sales were included in this plan. During the ‘starting up a project’ process, the executive advised the project manager that the corporate business plan provides sufficient justification to initiate the project.

      Is this a correct application of the ‘continued business justification’ principle, and why?

      • Yes, because the executive is responsible for the project’s continued business justification.
      • Yes, because the business justification needs to be recorded and approved in some form.
      • No, because the feasibility study provides sufficient business justification for the project.
      • No, because business justification is not required until the ‘initiating a project’ process.
    50. The government agency held a seminar for training organizations to discuss the approach to accreditation for new health and safety courses. The project manager attended on behalf of ABC Company. Other training organizations described delays that had occurred when accrediting course material in the past. As a result, the project manager has produced a report recommending ways to improve the ‘classroom-based training materials’ to avoid such delays.

      Is this an appropriate application of the principle ‘learn from experience’, and why?

      • Yes, because it ensures that risks to accreditation are recorded effectively.
      • Yes, because opportunities to improve should be recorded and acted upon.
      • No, because competitors’ experiences are not relevant to ABC projects.
      • No, because this is an example of improved business justification.
    51. The Training Delivery Manager was identified as the senior user. However, before the project begins, this manager goes on long-term sick leave. The executive says that they do not need to replace the role of senior user on the project board.

      Is this an appropriate application of the ‘defined roles and responsibilities’ principle, and why?

      • Yes, because the executive can ensure that the investment provides value for money.
      • Yes, because having two out of three of the stakeholder interests represented on the project board is enough.
      • No, because trainers need to be represented on the project board to ensure the outcomes meet the trainers’ needs.
      • No, because the resources and expertise required by the project may be internal or external.
      Explanation:
      Reference: http://prince2.wiki/Define_roles_and_responsibilities
    52. The Health and Safety Training Project has been divided into four stages. The executive considers this project to be a compulsory project and has advised the project manager that it is not necessary to produce the project initiation documentation. This would mean that the project would consist of three delivery stages.

      How well does this apply the ‘manage by stages’ principle?

      • It applies it well, because the project management method should be tailored to the project.
      • It applies it well, because the justification for delivering the project is already understood.
      • It applies it poorly, because the stages should be shorter to provide more control to the project board.
      • It applies it poorly, because solid foundations should be established for every project.
    53. A new Training Delivery Manager is being recruited to replace the current manager in six month’s time. The new Training Delivery Manager will need to review the ‘classroom-based training materials’ before they are finalized. As a result, the Chief Executive Officer (CEO), who is not part of the project management team, has stated that the project’s duration should be at least seven months. Any deviations from this timescale must be escalated to the CEO.

      Is this an appropriate application of the ‘manage by exception’ principle, and why?

      • Yes, because a project time constraint should be set to meet ABC Company’s business objectives.
      • Yes, because the CEO should be responsible for resolving exceptions throughout the project.
      • No, because the executive should set time tolerances for the Health and Safety Training Project.
      • No, because completing the project earlier than expected should not be reported as an exception.
    54. During the initiation stage, the project manager aligns the project’s risk management approach to ABC Company’s risk management policy. As a result, the project will use two risk registers, one for ABC Company’s risks and one for external supplier risks.

      Is this an appropriate application of the ‘tailor to suit the project’ principle, and why?

      • Yes, because the risk management approach should comply with the supplier’s needs.
      • Yes, because project controls should take the project’s environment into account.
      • No, because all three stakeholder interests need to be represented effectively on the project.
      • No, because a single risk register should be used to record risks to the project.
  2. Scenario

    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 order numbers 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 £2k. The Marketing department believes that sending a promotional calendar to our 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 was too expensive
    – A direct mail shot to all customers – benefit would be short term
    – Creation of an internet website – would not suit all customers

    The calendar is seen as the favored 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.

    Using the Project Scenario and the additional Information provided for this question In the Scenario Booklet, answer the following question.

    1. Which 2 statements should be recorded under the Reasons heading?

      • 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 £2k.
      • The Marketing department believes that the effect of a good company image, portrayed by a successful calendar, will last into a second year.
      • MNO Manufacturing is experiencing a fall in orders due in part to the increased marketing activities of its competitors.
    2. Which 2 statements should be recorded under the Business options heading?

      • 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.
    3. Which 2 statements should be recorded under the Expected benefits heading?

      • Increase orders by at least 10% with a minimum of 10 further orders from the list of prospective customers within 12 months.
      • It 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, will last into a second year and bring the same increase in orders.
      • The calendar will contain photos 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.
    4. Which 2 statements should be recorded under the Expected dis-benefits heading?

      • 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.
      • Because 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.
    5. Which 2 statements should be recorded under the Timescale heading?

      • 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.
    6. Which 2 statements should be recorded under the Costs heading?

      • The MNO marketing budget this year is £120k.
      • The project will be funded from the business marketing budget
      • 10 further orders with an average profit of £2k will deliver a benefit of £20k in the first year.
      • The new company logo is estimated to cost £4k.
      • Project costs are estimated to be a total of £26.5k.
    7. Which 2 statements correctly define a Business Case risk which should be recorded under the Major risks heading

      • 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.
    8. HOTSPOT

      Lines A to E 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.

      PRINCE2 PT Practitioner Part 01 Q02 014 Question
      PRINCE2 PT Practitioner Part 01 Q02 014 Question
      PRINCE2 PT Practitioner Part 01 Q02 014 Answer
      PRINCE2 PT Practitioner Part 01 Q02 014 Answer
  3. Scenario

    A central government department, the Ministry of Food Hygiene (MFH), faces increasing pressure to cut costs, better manage suppliers’ performance and reduce the confusion caused by inadequate internal controls, outdated standards and outdated technology. External consultants were employed to conduct a feasibility study to identify options to address the problems, and the likely costs and benefits. The following options were considered:

    ● Do nothing.
    ● Re-engineer selected business functions.
    ● Outsource selected business functions.
    The feasibility study concluded that there was a case for outsourcing the MFH Information Technology
    Division and the Facilities Division (maintenance of buildings and grounds). The recommendations were:

    ● One service provider should be contracted to provide the services currently provided by the
    Information Technology Division and the Facilities Division.
    ● A 10-year service contract should be agreed with the selected service provider.

    The feasibility study developed high-level designs of the current organization, processes, systems and
    operating models, plus an outline Business Case for the required project. The external consultants
    also made the following recommendations for the management of the project:

    ● Use PRINCE2.
    ● Set up the project with 4 management stages:

    Stage 1. Standard PRINCE2 initiation activities.
    Stage 2. Create detailed designs (future organization, processes, systems and operating
    models) and the service level agreement between MFH and the future service
    provider.
    Stage 3. Request and evaluate proposals, select service provider and agree contract.
    Stage 4. Transfer equipment and staff, transfer responsibility for service provision and run
    trial period.

    Initial estimates indicated that the project would cost £2.5m and take two years to complete.
    MFH senior management agreed that there was a case for outsourcing, and accepted the
    recommendations as a basis for the project. There is an expected saving of £20m over 10 years.

    The Outsourcing project has completed the Starting up a Project process and is now in the initiation stage. Because of the strategic importance of the project, the MFH Chief Executive Officer has taken the role of Executive. A PRINCE2-experienced Project Manager has been appointed from within MFH. Staff within the business functions being outsourced will work with the external consultants who conducted the feasibility study to define the detailed designs.

    1. Which 2 statements should be recorded under the Reasons heading?

      • The lack of up-to-date technology in MFH means a re-engineering of existing services will not necessarily deliver the performance improvements required.
      • Providing re-engineered services in-house will remove the need to transfer staff to a service provider.
      • The Ministry of Food Hygiene (MFH) needs to deal with the increasing pressure to cut costs and better manage supplier’s performance.
      • Relocating staff to the selected service provider’s premises will mean that no property transfer is required.
      • The inadequate controls, outdated standards and outdated technology must be addressed.
      Explanation: http://www.whatisprince2.net/prince2-theme-business-case.php
    2. Which 2 statements should be recorded under the Business options heading?

      • The re-engineering of selected business functions would not provide the required outcome.
      • The lack of up-to-date technology in MFH means a re-engineering of existing services will not necessarily deliver the performance improvements required.
      • Use external consultants to provide guidance on the detailed design of the outsourced services.
      • Set up a PRINCE2 project to deliver the outsourced services.
      • Review a list of service providers to determine a short-list of possible service providers.
      Explanation:
      Reference: http://www.whatisprince2.net/prince2-theme-business-case.php
    3. Which 2 statements should be recorded under the Expected benefits heading?

      • The 10-year outsourcing contract, at current prices, will be worth £80m.
      • Outsourcing would allow MFH to take advantage of the best services the outsourcing industry has to offer.
      • The total expected savings over 10 years, at current prices, is £20m.
      • The 10-year outsourcing contract will enable MFH to stabilize costs at agreed levels.
      • The confirmed cost of the Outsourcing project is £2.5m, but with considerable savings over 10 years.
      Explanation:
      Reference: http://www.whatisprince2.net/prince2-theme-business-case.php
    4. Which 2 statements should be recorded under the Expected dis-benefits heading?

      • An investment of £2.5m is required.
      • Staff morale will be negatively affected.
      • The project will take two years to deliver.
      • Staff may lose the opportunity to work in Information Technology.
      • MFH will lose direct control over the outsourced business functions.
      Explanation:
      Reference: http://www.whatisprince2.net/prince2-theme-business-case.php
    5. Which 2 statements should be recorded under the Timescale heading?

      • The contract with the selected service provider will be agreed during stage 3.
      • The expected benefits will be calculated over 10 years from completion of the project.
      • If more MFH divisions are added to the scope of the services to be outsourced, the project timescale will be extended and the realization of benefits will be delayed.
      • The expected benefits should start to be realized as soon as the outsourced services become operational at the end of stage 4.
      • The transfer of equipment and staff is estimated to take six weeks.
    6. Which 2 statements should be recorded under the Major risks heading?

      • Due to market conditions a suitable service provider may not be found, possibly leading to premature closure of the project.
      • Owing to employment contract changes staff may resist outsourcing, which would make it difficult to transfer staff to the selected service provider.
      • MFH’s operations may be reduced and the 1a-year contract may not achieve its estimated value of £80m, which would reduce the service provider’s profit.
      • The initial estimates, taken from the feasibility study report, indicate that the project will take two years to complete, which means that the business problems would remain for this period.
      • The management stages recommended by the consultants may not be appropriate, resulting in confusion in planning.
    7. HOTSPOT

      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.

      PRINCE2 PT Practitioner Part 01 Q03 015 Question
      PRINCE2 PT Practitioner Part 01 Q03 015 Question
      PRINCE2 PT Practitioner Part 01 Q03 015 Answer
      PRINCE2 PT Practitioner Part 01 Q03 015 Answer
  4. Which of the following statements describes an outcome?

    • Any of the projects specialist products
    • A result of the change derived from using the project’s products
    • A measurable improvement resulting from a change
    • Something perceived as advantages by a stakeholder
  5. Which of the following should NOT be included in the business case?

    • Reasons
    • Major Risks
    • Business options
    • Business approach
  6. When considering the business options in the business case, which of these is NOT an option?

    • Do nothing
    • Do the maximum
    • Do the minimum
    • Do something
  7. Which of the following statements is TRUE with regard to expected benefits?

    • They cannot be assigned
    • They don’t need to follow corporate objectives
    • They should be measurable
    • Tolerances cannot be set against expected benefits
  8. Who is responsible for ensuring that the value-for-money solution is constantly reassessed?

    • Business Assurance
    • Senior User
    • Corporate or Programme Management
    • Reject Support
  9. Which of the following activities is the Executive responsible for?

    • Ensure the desired outcome of the project is specified
    • Responsible for the benefits review plan
    • Assess and update the Business Case at the end of each stage
    • Responsible for the Benefits Review Plan post project
  10. DRAG DROP

    BUSINESS CASE

    Here are three statements from the business case for the Health and Safety Project.

    Under which heading in the business case (A-F) should they be recorded?

    Choose only one heading for each statement. Each heading can be used once, more than once, or not at all.

    PRINCE2 PT Practitioner Part 01 Q10 016 Question
    PRINCE2 PT Practitioner Part 01 Q10 016 Question
    PRINCE2 PT Practitioner Part 01 Q10 016 Answer
    PRINCE2 PT Practitioner Part 01 Q10 016 Answer
  11. The executive has asked the project manager to plan for the ‘e-learning course’ to be used as soon as it is accredited. The aim is to start selling the ‘e-learning course’ while the remainder of the outputs relating to classroom-based delivery are finished. The sales of the ‘e-learning course’ will be entered into the business case.

    Why is the executive’s decision to deliver the benefits early appropriate for managing the business case?

    • Because organizations with mature project management often include the early justification for the project in the business case.
    • Because the outputs being delivered incrementally will be beneficial and will allow the business case to be justified.
    • Because one of the PRINCE2 principles is that a project should focus on products to deliver the outputs early.
    • Because the business case should be updated after every increment of the ‘e-learning course’.
  12. During stage 3, the project scope was extended to include a practice test for learners to take during the training course. The cost of this test will be included in the cost of the course.
    The change to project scope was approved and the cost of £2,500 was paid for from the change budget. The project manager documented an increase of £2,500 in the project budget in the business case.

    Is this an appropriate action, and why?

    • Yes, because the justification for the project should be recalculated based on the revised project budget.
    • Yes, because the project manager determines which costs need to be updated at the end of each stage
    • No, because the use of the change budget means that the project budget does not need to be increased.
    • No, because changes to operational costs post-project should have been included in the business case.
  13. Scenario

    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. VVhilst 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 be decided which of the photographers to use.

    1. Which 2 statements explain why the Marketing Director should be appointed as the Executive for this project?

      • 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.
    2. Which 2 statements explain why the CEO should be appointed as the Executive for this project?

      • 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.
    3. Which 2 statements explain why the Marketing Director should be appointed as a Senior User for this project?

      • 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.
    4. Which 2 statements explain why the Sales Manager should be appointed as a Senior User for this project?

      • 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.
    5. Which 2 statements explain why the Purchasing Manager should be appointed as a Senior Supplier for this project?

      • He is responsible for the organization’s procurement activates.
      • He is responsible for the performance of supplier contracts.
      • He was an engineer and worked in that area before taking up his current position.
      • He can influence the external supplier’s Business Case.
      • He is not appropriate for the role of Executive or Senior User.
    6. Which 2 statements explain why the Sales Manager should be appointed as User Assurance for this project?

      • 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.
    7. Which 2 statements explain why Central Records should be appointed as Project Support for this project?

      • They control the receipt, identification, versions, storage and issue of all project products within the company’s projects.
      • They already exist within the organization and 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.
    8. HOTSPOT

      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.

      PRINCE2 PT Practitioner Part 01 Q13 017 Question
      PRINCE2 PT Practitioner Part 01 Q13 017 Question
      PRINCE2 PT Practitioner Part 01 Q13 017 Answer
      PRINCE2 PT Practitioner Part 01 Q13 017 Answer
  14. Scenario
    Additional Information

    PRINCE2 PT Practitioner Part 01 Q14 018
    PRINCE2 PT Practitioner Part 01 Q14 018

    Further information on some resources who could be involved in the project:

    Outcome Account Manager: He represents Outcome which is a recruitment agency that provides specialist outsourcing resources. Outcome provided the consultants who carried out the feasibility study and the same consultants will be providing support and guidance to the Information Technology and Facilities teams during the project.

    Director of Finance Division: She was transferred from the Information Technology Division 12 months ago. She is responsible for ensuring a cost-conscious approach is adopted in all operational and project activities across the Ministry of Food Hygiene.

    Hardware Manager: Reports to the Director of Information Technology. He provides computer hardware to all business functions but has little awareness of the needs of his colleagues working in software.

    Payroll Manager: Reports to the Director of Finance. He is a very experienced and efficient qualified accountant who has much of the responsibility of running the Finance Division on behalf of the Director of Finance. He has been involved in drafting the Ministry’s business strategy and assisting in a full business risk assessment. He also drafted the corporate Business Case standards.

    1. Which 2 alternative actions apply to the proposed Executive for this project?

      • Retain because he accepts that outsourcing is the best solution.
      • Replace with ‘Director of Finance Division’ because she can ensure a cost-conscious approach to the project that gives value for money.
      • Retain because he has the right level of authority to be able to control the strategic nature of the Outsourcing project។
      • Add ‘Director of Finance’ because she understands the operation of the Information Technology Division and the Facilities Division.
      • Replace with ‘Payroll Manager’ because he is a very experienced and efficient qualified accountant.
    2. Which 2 alternative actions apply to the proposed Senior User for this project?

      • Retain because he provides the outsourcing resources required to support the project.
      • Replace with ‘Director of Research and Development’ because she deals with both the Information Technology and the Facilities Divisions and can make sure her division’s needs are specified.
      • Remove because he has no authority to commit user resources.
      • Add ‘Hardware Manager’ because he provides computer hardware to all business functions and will be impacted by the outcome.
      • Retain because he will be providing support to the Information Technology and Facilities teams during the project.
    3. Which 2 alternative actions apply to the proposed Senior Supplier for this project?

      • Retain because she is responsible for the design of the future Information Technology organization and working practices.
      • Add ‘Director of Facilities’ because he is responsible for the design of the future organization, processes, systems and operation models for Facilities.
      • Add ‘Hardware Manager’ because he provides computer hardware to all business functions and will be impacted by the outcome.
      • Remove because she only represents the Information Technology Division.
      • Replace with ‘Director of Facilities’ because he supports the initiative and has many ideas about how to improve the service.
    4. Which 2 alternative actions apply to the proposed business assurance for this project?

      • Remove because he will be impacted by the project and therefore represents a user.
      • Replace with ‘Project Manager’ because this is a simple project that does not require additional business assurance.
      • Add Outcome Consultants’ because they carried out the feasibility study.
      • Add ‘Director of Finance Division’ because she is responsible for checking that any supplier and contractor payments are authorized.
      • Retain because he is familiar with the Ministry of Food Hygiene business strategy, the business level risk assessment and the Business Case standards.
    5. Which 2 alternative actions apply to the proposed supplier assurance for this project?

      • Retain because he has a professional facilities qualification and so is in a position to specify the needs of his division.
      • Retain because he will be able to advise on many of the products that will enable outsourcing to happen, such as the 10-year outsourcing service contract.
      • Retain because he is well-regarded within the Ministry because of the efficiencies, superb service and savings he has achieved in the Facilities Division.
      • Add ‘Outcome Account Manager’ because he will advise on potential changes and their impact on the integrity of the project’s products.
      • Remove because he is involved with the project and is therefore NOT independent.
    6. Which 2 alternative actions apply to the proposed user assurance for this project?

      • Retain because they are both very positive about outsourcing the selected business functions.
      • Retain because their divisions will be the major users of the outsourced services and they can provide the user perspective on the impact of any proposed changes.
      • Remove because neither of these individuals are from the business functions to be outsourced.
      • Retain because selecting only one of them may cause unnecessary conflict.
      • Retain because they are able to help identify stakeholders and their communication requirements.
    7. HOTSPOT

      Using the Project Scenario and the additional information provided for this question in the Scenario Booklet, answer the following question about roles on the Outsourcing project.

      PRINCE2 PT Practitioner Part 01 Q14 019 Question
      PRINCE2 PT Practitioner Part 01 Q14 019 Question
      PRINCE2 PT Practitioner Part 01 Q14 019 Answer
      PRINCE2 PT Practitioner Part 01 Q14 019 Answer
  15. Which of the following is False?

    A Successful project management team should.

    • Have business, user and supplier stakeholder representation
    • Never be reviewed as members should stay with the team for the duration
    • Ensure appropriate governance by defining responsibilities for directing, managing and delivering the project and clearly defining accountability at all levels
    • Have an effective strategy to manage communication flows to and from stakeholders
  16. Which of the following statements is true of the business interest on the project?

    • Ensures the project provides value for money
    • Ensures the requirements for the project are defined
    • Ensures the products produced meet the desired quality
    • Represents the users of the product
  17. Which of the following represents the four key characteristics a good Project board should display?

    • Authority, Credibility, Commitment, Availability
    • Authority, Credibility, Delegation, Availability
    • Authority, Availability, Connections, Delegation
    • Authority, Credibility, Connections, Delegation
  18. In which Management product would the Project Board specify where the authority for change requests lies?

    • Risk Management Strategy
    • Quality Management Strategy
    • Communication Strategy
    • Configuration Management Strategy
  19. Who is responsible for ensuring that Communication Management Strategy is appropriate and that planned communication activities actually take place?

    • Project Assurance
    • Project Manager
    • Corporate or Programme Management
    • Project Support
  20. Which of the following roles cannot be combined?

    • Executive and Senior User
    • Project Manager and Project Support
    • Project Assurance and Team Manager
    • Senior Suppler and Supplier Assurance