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PRINCE2-7-Practitioner Questions and Answers

Question # 1

During stage 1, the City Council purchasing team must prepare the contract that will govern BuildyBrickâ€™s later design and construction work. The project manager agrees with the purchasing team the products, time and cost for this work package.

Which practice is being applied through the â€˜controlling a stageâ€™ process?

Business case

Organization

Plans

Quality

Question # 2

RISK

Here are three items of information relating to the â€˜riskâ€™ practice.

In which management product (Aâ€“E) should each item be recorded?

Choose only ONE management product for each item of information. Each management product may be used once, more than once, or not at all.

Risk register

Issue register

Quality management approach

Issue report

Risk management approach

Item 1:

A cracked pane has already been identified and replacement is planned for next week. The project manager records the separate uncertainty that the supplier may miss that future replacement date and delay subsequent work.

Item 2:

The agreed procedure states that the project board and project manager will review all open risks during every end stage assessment.

Answer:

A, E

Explanation:

The correct mapping is Item 1 â€” A; Item 2 â€” E; Item 3 â€” E .
Item 1 belongs in the risk register. The cracked pane itself is an existing problem and therefore an issue. However, the item explicitly identifies a separate uncertainty : the supplier may fail to meet the future replacement date, potentially delaying later work. Because this is an uncertain future event affecting project objectives, it is a risk and should be recorded in the risk register.
Item 2 belongs in the risk management approach. It describes the agreed procedure and frequency for reviewing project risks. The risk management approach defines how risk management will be performed, including responsibilities, procedures, review arrangements, scales, reporting, and supporting techniques.
Item 3 also belongs in the risk management approach. A red-amber-green classification is part of the projectâ€™s agreed risk assessment and prioritization framework rather than information about an individual risk.
The distinction is fundamental: the risk register contains individual identified risks and their management information , whereas the risk management approach defines the projectâ€™s overall method, procedures, scales, responsibilities, and controls for managing risk .
PRINCE2 7 reference topics: Risk practice; risk register; risk management approach; uncertainty; risk assessment; risk review arrangements; risk scales.
===============

Question # 3

During stage 2, the project board agrees that the underground car park should contain 15 rapid-charging spaces, with a scope tolerance permitting delivery of no fewer than 10 spaces. The project manager includes this tolerance in the relevant work package agreed with the team manager.
Is this an appropriate application of the â€˜manage by exceptionâ€™ principle, and why?

A.
Yes, because establishing a minimum and a preferred number of charging bays creates a defined scope tolerance that enables the design team to work within an agreed range without needing to escalate every individual design decision

B.
Yes, because specifying a minimum and a preferred number of charging bays constitutes a quality tolerance that the design team must meet within the agreed work package

C.
No, because the precise number of electric charging bays to be included should be fully specified in the product description for the underground car park rather than treated as a tolerance

D.
No, because the project board should approve the precise number of charging spaces rather than delegate a permissible range to the design team

Answer:

A

Explanation:

The correct answer is A . Manage by exception is based on delegating authority within explicitly agreed tolerances. Higher management sets boundaries within which the lower management level may make decisions without repeatedly seeking approval. Escalation becomes necessary when a tolerance is forecast to be exceeded.
In this scenario, the desired scope is 15 rapid-charging spaces, while the project board has accepted a lower limit of 10. That creates a defined permissible range for the scope of the relevant product or work package. The project manager can therefore delegate delivery within that range to the team manager. As long as the forecast remains within the agreed scope tolerance, routine design decisions do not need to be referred back upward. PeopleCert summarizes the principle by stating that authority should be delegated within agreed tolerances, avoiding both micromanagement and uncontrolled exceptions.
Option B incorrectly categorizes the tolerance as quality tolerance . The number of charging spaces concerns the extent of what is being delivered and is therefore a scope parameter. Options C and D undermine the fundamental purpose of management by exception by requiring unnecessary precision and escalation where authorized flexibility has deliberately been provided.
PRINCE2 7 reference topics: Manage by exception; tolerances; scope performance target; delegation; work packages; exception escalation.
===============

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PRINCE2-7-Practitioner Valid and Updated PRINCE2 Project Management Practitioner (Version 7) Q&A Dumps

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Answer:

Explanation:

Answer:

Explanation:

Answer:

Explanation:

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