Prince2-Foundation PRINCE2-Foundation written Exam Questions and Answers

There must be a justifiable reason for starting a project

The business justification drives decision making

If a project is no longer forecast to deliver a financial benefit, it should be stopped.

If a project can no longer be justified, it should be stopped

Produces benefits

Introduces business change

Manages stakeholders

Incurs cost

Change

Cross-functional

Unique

Risk

A measurable improvement that is perceived as an advantage by one or more stakeholders

The reason for the project

The result of the change derived from using the project's outputs

The project's specialist products.

Corporate or programme management and Project Board

Project Board and Project Manager

Project Manager and Team Manager

Team Manager and external supplier

Quality assurance

Risk management

Verification and audit

Progress reporting

To decide which project approach is suitable for the project

To fully understand how the project objectives will be achieved before committing significant resources

To produce the required Work Packages

To enable corporate or programme management to give authorization to deliver a project

Managing a Stage Boundary

Managing Product Delivery

Closing a Project

Controlling a Stage

Review and approve the plan for project closure

Review the performance of the project against its baseline

Perform any post-project reviews

Create a Benefits Review Plan

Tailoring PRINCE2 to the project environment

The processes

The products

The themes

Benefits

Quality

Risk

Scope

quality

supplier

risk

product

Enable the Senior Supplier to be provided with sufficient information by the Project Manager so that they can review the success of the current Work Package

Provide a controlled link between the Project Manager and the Team Manager(s)

Enable the Project Board to request updates to the current Team Plan

Establish solid foundations for the project

A project is a temporary organization

A project's purpose is to deliver one or more business products

A project is part of 'business as usual'

A project is based on an agreed Business Case

Project Plan

Communication Management Strategy

Project Brief

Project Product Description

Starting up a Project

Managing a Stage Boundary

Managing Product Delivery

Directing a Project

Define a project management team structure

Define the level of tolerance for each level of the project management team

Define the Project Board's responsibility for directing the project

Define which role is accountable for the project's success

Is a method specifically designed for technical projects

Provides for the efficient and economic use of management time

Includes many of the proven planning techniques, such as critical path analysis

Can be used to manage both projects and programmes

Produce a Team Plan for the work to be assigned to a Team Manager

Select and implement actions that will resolve deviations from a plan within tolerance

Obtain approvals for products delivered in a Work Package

Update a Project Plan to incorporate the actuals from a Stage Plan

Product Description

Team Plan

Work Package

Stage Plan

the 'starting up a project' process is completed

the project mandate has been approved by the project board

the project board has agreed the project strategies

corporate, programme management or the customer have authorized a project

To check that the project is viable and achievable

To ensure that the project outputs are agreed

To ensure that formal issues are recorded

To enable the project to be managed according to plan

benefits

dis-benefits

issues

risks

Management stages, major products and control points

In which order the products should be created

The major products that are to be developed in a plan

What resources are required to develop the products

Detailed plans can be prepared closer to the time events will take place

the project board can delegate management of the project to team managers

The project can be authorized by the project manager on a stage by stage basis

The project brief can be updated towards the end of each stage

Share

Accept

Exploit

Enhance

delivery step

benefit

delivery stage

team plan

By documenting the scope tolerance for the project

By documenting the quality expected by the customer

By documenting the costs for the product

By documenting the delivery date for the product

Managing Product Delivery

Initiating a Project

Managing a Stage Boundary

Starting up a Project

Manage by stages

Manage by exception

Continued business justification

Learn from experience

project cost tolerance

stage cost tolerance

Work Package cost tolerance

product cost tolerance

The project must have at least two management stages

The team managers in the project must prepare team plans

Scope tolerance must be prioritized using MoSCoW

The project plan must be presented as a Gantt chart

when a stage plan has been prepared for

at the beginning of

when all the delivery steps have been completed within

at, or close to the end of,

are able to overturn the decisions of

must be accountable to

should support

report to the project board and

It enables a check to be made on a product's fitness for purpose

It defines the quality responsibilities of the project team

It supports the management of future changes by providing a baseline for a product

It is used to gain wider acceptance of a product by involving key interested parties

To enable the project board to approve the continuation of the project

To exercise overall control over the project while delegating day-to-day management

To assign work to be controlled by the team manager

To define the work that needs to be done to deliver the project product

To define the project’s approach to quality assurance

To appoint external reviewers for quality reviews

To define quality criteria in product descriptions

To provide administrative support for quality controls

The PRINCE2 method can be used for any type of project

The project delivers benefits that are aligned with strategic objectives

The project has decision points so that it does not run on in an uncontrolled manner

Tolerances can be defined for delegated authority

Corporate group

Project Board

Project Assurance

Executive

1 and 2

2 and 3

3 and 4

1 and 4

Efficiency

Timescales

Estimate

Work

Project initiation documentation

Product description

Team plan

Quality management approach

To record the quality management approach for a product

To issue a unique reference number for each product

To detail the number and type of quality activities to be conducted

To identify corrective actions that are required after an audit by quality assurance

End Stage Report

Team Plan

Work Package

Project Plan

Project Brief

Project Initiation Documentation

Project mandate

Benefits Review Plan

Controlling a stage

Managing a stage boundary

Managing product delivery

Directing a project

Create a separate Project Board to manage the supplier elements of the project

Create multiple smaller Project Boards during the process of Starting up a Project, one for each of the project's stages.

Create user and supplier groups

Appoint corporate quality assurance to perform the Project Assurance role for all members of the Project Board

Identifying risks to the project that might occur in their department

Owning and authorizing the use of the risk budget to fund risk responses

Managing, monitoring and controlling of all aspects of an assigned risk

Carrying out a risk response action to respond to a particular risk