Prince2 Practitioner Resource Book v3.7

2009 ILX Group plc
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.

PRINCE2 Practitioner Resource Book
2009 ILX Group plc

Table of Contents
2009 ILX Group plc

TOPIC

PAGE
Introduction 1
Session 1 - Course Introduction 3
Session 2 - PRINCE2 Walkthrough 5
Session 3 - PRINCE2 Project Simulation 7
PRINCE2 Project Scenario 8
Exercise 1 - Organisation simulation 10
Exercise 2 - Business Case simulation 12
Exercise 3 - Product Based Planning simulation 14
Exercise 4 - Management of Risk simulation 18
Exercise 5 - Quality in a Project Environment simulation 21
Session 4 - Marking Up the PRINCE2 Manual 23
Session 5 - Practical Practitioner Exercises 58
Session 6 - Practitioner Exam Technique 82
Session 7 - Practitioner Exam Simulator 83
Session 8 - Practitioner Exam Questions 84
8(a) - Question Styles
85
8(b) - Sample Exam Papers
89
Practitioner Exam Scenario 1: Pleasure Park Project
89
Practitioner Exam Scenario 2: Calendar Project
154

Introduction
2009 ILX Group plc 1

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 e-
learning 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 Project Scenarios
o Project information including, meeting transcripts, diagrams and project communications
o PRINCE2 Process Map
o PRINCE2 Practitioner exercises
o 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 Develop your basic knowledge of PRINCE2
o Convert from e-learning to the PRINCE2 Manual
o 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 E-learning
o Classroom based

If you would like to discuss your requirements further, please call +44 (0)1270 611600.


Course Introduction

2 2
1
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.

Well 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.

Course Introduction

2 2
1
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.

PRINCE2 Walkthrough

2
2
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.
PRINCE2 Walkthrough

2
2
An Advanced PRINCE2 process model walkthrough

PRINCE2 Walkthrough

3
2
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.
PRINCE2 Walkthrough

3
2
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 constructing an extension to the North West branch building
o upgrading the facilities of the North West branch building
o transferring all operations and necessary staff to the North West branch
o 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 Upgrading the facilities at the North West branch.
o Inviting tenders from external construction companies for the extension to the North West
branch and choosing the successful contractor.
o Obtaining market values for the South East branch building and putting the building up for
sale.

Stage 3 this stage will include the following:
PRINCE2 Walkthrough

3
2
o Building the extension to the North West branch building.
o Moving all necessary staff and operations to the North West site.
o Closing the project.

Early estimates suggest that this project may take 15-18 months to complete.
PRINCE2 Walkthrough

3
2
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.

PRINCE2 Walkthrough

3
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.

PRINCE2 Walkthrough

3
2
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.
Angela 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.
Interviewer Indeed Ive noticed that extra travelling time myself it can be very frustrating. Are
there any other drivers for this initiative?
Angela Oh, yes. We have recently concluded a project looking at staffing needs and the
consolidation of the accounts package will bring significant advantages.
Interviewer Can we be assured that redundancies are not part of the proposals?
Angela 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.
Interviewer How much do you think the project will cost?
Angela 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 allows
for expansion in the future. So were allowing a total of 4m in the budget.
Interviewer I can see the rationale in that, but it seems like a lot of money. Did you consider any
other solutions?
Angela 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.

PRINCE2 Walkthrough

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2
We costed out a further option which was do nothing. This ensured that the
selected option was both cost effective and offered value for money.
Interviewer So when do you expect the extension to be ready?
Angela 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.
Interviewer So how have you justified this expenditure to the board?
Angela 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?
Angela 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.
Interviewer How do you propose to address these issues?
Angela 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.
Interviewer Thank you for your time Angela.
Angela Thank you.

PRINCE2 Walkthrough

3
2
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 Jeff Wall, Team Manager for the mechanical side of things.
Monica Hello, Im Monica, Team Manager for electrical services.
Michael

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?
Stacey

No problem Mike. All I want to achieve today is to generate a list 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.
Monica Whats the Flow diagram?
Stacey 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.
Michael Thanks Stacey, thats cleared it up for me. How are we going to go about it then?
Stacey 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 I guess the first thing will be getting the plans sorted out and then therell be
planning permission.
Monica Yes, and then theres all the decorating to sort out.
Stacey What do you think that will entail?
Michael

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.
Jeff 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.
PRINCE2 Walkthrough

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2
Stacey Dont forget the building works. Therell be foundations for a start, walls and the
roof of course.
Emily What about the old building, isnt that being sold?
Michael

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.
Stacey

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.
Jeff
Monica
Michael
Emily
Bye everybody, see you later.

Monica Ill need to get all the IT sorted out, Cables, PCs, Printers and the Servers.
Michael Yes, thats very important. My lot will want to get involved in the testing.
PRINCE2 Walkthrough

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2
Sample Product Breakdown Structure

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3
2 2
Sample Product Flow Diagram

Product Flow Diagram
Plans

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Desks
3
Exercise 4 Management of Risk Simulation

Communication Transcript

Communications to Stacey

No. Method Detail From

1

Phone

Hi Stacey.

Just a thought. There may be some objections to the planning
application causing a delay to the project.

Brian Hardman

2

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)

3

Email

Hi Stacey,

There may be problems with the foundation work for the
extension resulting in delays and additional costs.

Brian Hardman

Brian Hardman

4

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

5

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

Michael Hanes

6

Meeting

We have discovered that the IT system hasnt enough
capacity to cater for the additional users.

Monica Shapiro
3

7

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

8

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)

9

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

3
Risk Parameters

Parameters for probability and impact have been identified as follows:

Probability: Low not very likely to happen
Medium it has a 50/50 chance of happening
High very likely to happen

Impact on Time: Low less than 3 weeks delay
Medium 3 to 7 weeks delay
High more than 7 weeks delay

Impact on Cost: Low increase less than 10% in cost
Medium 10 - 20% increase in cost
High more than 20% increase in cost

Impact on benefit: Low benefits reduced by less than 5%
Medium benefits reduced by 5 - 10%
High benefits reduced by more than 10%

3
Exercise 5 Quality in a Project Environment Simulation

Meeting Transcript

Stacey Hi, Claire. Thanks for coming in this morning.
Claire 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.
Stacey 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.
Claire 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?
Stacey 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?
Claire 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.
Stacey Thats great. Im assuming that the architect will tell you what the colours will be?
Claire Thats correct. It would also be useful if he were to provide a set of drawings
showing the relationships between the colours.
Stacey Is there anything else that would be useful?
Claire 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.
Stacey Okay, lets include those as well, although I guess we could do without the artists
impression. Where will you get them from?
Claire The RAL numbers and artists impression from the architect, and Ill provide the
swatches.
Stacey When will you have completed the dcor plan Claire?
Claire It wont take me any longer than three weeks from now.

3
Stacey Thats good news itll have to be in the standard format. How will we know that
youve done it properly then Claire?
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.
Stacey 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.
Claire Sounds good to me! Well, if thats all Ill be getting along Ill hear from you in a
couple of days then?
Stacey Yes you will. Thanks for your time.

Marking Up a PRINCE2 Manual
4
Marking Up the PRINCE2 Manual

Marking up Exercise - Table of Contents

Overview: Introduction to the exercise 24
PRINCE2 manual
chapter
Chapter title P2 manual
page
number
Resource
book page
number
Chapter 1 Introduction 3 25
Chapter 2 Principles 11 26
Chapter 3 Introduction to PRINCE2 Themes 17 28
Chapter 4 Business Case 21 28
Chapter 5 Organization 31 30
Chapter 6 Quality 47 33
Chapter 7 Plans 61 35
Chapter 8 Risk 77 38
Chapter 9 Change 91 41
Chapter 10 Progress 101 42
Chapter 11 Introduction to processes 113 45
Chapter 12 Starting up a Project 121 45
Chapter 13 Directing a Project 135 47
Chapter 14 Initiating a Project 149 49
Chapter 15 Controlling a Stage 167 51
Chapter 16 Managing Product Delivery 185 53
Chapter 17 Managing a Stage Boundary 193 54
Chapter 18 Closing a Project 205 55
Chapter 19 Tailoring PRINCE2 to the project environment 215 56
Appendix A Product Description Outlines 235 56
Appendix C Roles and responsibilities 269 57

4
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.
4
CHAPTER 1 INTRODUCTION

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3 1.3 TB A project is a temporary organization..
3 1.3 S There are a number of
3 1.3 B Change Word only
3 1.3 B Temporary Word only
3 1.3 B Cross functional Words only
4 1.3 B Unique Word only
4 1.3 B Uncertainty Word only
4 1.4 TB Project management is the planning ..
4 1.5.2 S There are six variables involved ..
5 1.1 D Project Management
5 1.5.2 B Headings only : Costs, Timescales,
Quality, Scope, Risk, Benefits

6 1.6.1 P
It is not intended (or possible)

6/7 1.6.1 B Headings only : Specialist aspects,
Detailed techniques, Leadership Capability
Words only
6 1.3 D OGC best-practice guidance
7 1.6.1 B Detailed techniques Words only
7 1.6.1 B Leadership capability Words only
7 1.7 H BENEFITS OF PRINCE 2
7 1.7 S Before introducing the structure of the
7 1.7 B All fourteen bullet points

4

CHAPTER 2 PRINCIPLES

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11 2 S Principles are characterized as:
11 2 B All three bullet points
11 2 S The seven PRINCE2 principles can be
summarised as:

11 2 B All seven bullet points
11 2.1 TB A PRINCE2 project ..
11 2.1 S A requirement for a PRINCE2 project ..
11 2.1 B All three bullet points
11 2.1 P In PRINCE2, the justification
11 2.1 S If, for whatever reason, the project ..
12 2.2 TB PRINCE2 project teams learn ..
12 2.2 S In PRINCE2, learning from
12 2.2 B When starting a project Words only
12 2.2 B
As the project progresses
Words only
12 2.2 B As the project closes Words only
12 2.2 S It is the responsibility
12 2.3 TB A PRINCE2 project ..
12 2.3 P To be successful, projects must have an
12 2.3 S All projects have the following primary
12 2.3 B Business sponsors Words only
12 2.3 B Users Word only
12 2.3 B Suppliers Word only
13 2.4 TB A PRINCE2 project is planned ..
13 2.4 S At the end of each stage,
13 2.4 S Planning can only be done to a level
13 2.4 S PRINCE2 overcomes the planning
13 2.4 S PRINCE2 requires there to be a minimum of

13 2.5 TB A PRINCE2 project has defined tolerances ..
13 2.5 P PRINCE2 enables appropriate governance ..
13 2.5 B Delegating authority from one management ..
13 2.5 B Time, Cost, Quality, Scope, Risk, Benefit Headings of bullet points
CHAPTER 2 PRINCIPLES (continued)
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13 2.5 B Setting up controls
13 2.5 B Putting an assurance mechanism in place
14 2.6 TB A PRINCE2 project focuses on
14 2.6 S A successful project is output-oriented ..
14 2.6 S The purpose of a project is to fulfil
14 2.6 P The product focus supports almost
14 2.7 TB PRINCE2 is tailored to suit ..
14 2.7 S The value of PRINCE2 is that
14 2.7 S If PRINCE2 is not tailored, it is unlikely
14 2.7 S The purpose of tailoring is to:
14 2.7 B Both bullet points
14 2.7 S Tailoring requires the Project Manager
14 2.7 P To ensure that all those people involved ..

4
CHAPTER 3 INTRODUCTION TO PRINCE2 THEMES

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17 3.1 S The PRINCE2 themes describe aspects ..
17 3.1 S The PRINCE2 processes address
17 3.1 D
The PRINCE2 themes

17 3.1 D Themes: Business Case to Progress All Theme headings
17 3.1 D Answers: Why to Should we carry on? All Answer headings

CHAPTER 4 BUSINESS CASE

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21 4.1 TB The purpose of the Business ..
21 4.1 S It is a PRINCE2 principle
21 4.1 P The business justification is

21 4.1 S The reasons for undertaking
21 4.1 S This is based on whether the project
21 4.1 P The Senior User(s) is responsible ..
21 4.1 P In PRINCE2, the Business Case is ..
21 4.2.1 P Since this viability question ..
21 4.2.2 B All three bullet points
22 4.2.3 S The reasons for undertaking projects .
22 4.1 D Relationship between outputs, outcomes and
benefits

22 4.3 P In PRINCE2, the Business Case
22 4.3.1 S In PRINCE2 the Executive
23 4.2 D The development path of the Business Case
23 4.3.1 S
If not, then the Project

23 4.3.1 S Due to the inputs
23 4.3.2 S The Business Case drives
23 4.3.2 S To drive the decision making ..
23 4.3.2 B All eight bullet points
23 4.3.2 S It is the responsibility of the Executive
CHAPTER 4 BUSINESS CASE (continued)
4

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24 4.3.3 S The approach to confirming benefits is to:
24 4.3.3 B All four bullet points
24 4.3.3 S By default, the Executive is responsible
24 4.3.3 S The Benefits Review Plan is first created
24 4.3.3 S The benefits that can be measured during
25 4.3.3 S The post-project benefits review(s) will
25 4.3.4 S It typically contains:
25 4.3.4 B All nine bullet points
25 4.3.4.1 H Reasons
25 4.3.4.1 S The Business Case should explain ..
25 4.3.4.2 H Business options
25 4.3.4.2 B All three bullet points
25 4.3.4.3 H Expected benefits
25 4.3.4.3 S The Business Case should list each
25 4.3.4.3 P Benefits can be financial and non-financial
25 4.3.4.3 B All five bullet points
26 4.3.4.3 S
If the project includes benefits that cannot ..

26 4.3.4.4 H Expected dis-benefits
26 4.3.4.4 S A dis-benefit is an
26 4.3.4.5 H Timescale
26 4.3.4.5 S Corporate and/or programme
26 4.3.4.6 H Costs
27 4.3.4.7 H Investment appraisal
27 4.3.4.8 H Major risks
27 4.4 TB Investment appraisal techniques
28 4.1 D Responsibilities relevant to the Business
Case

4
CHAPTER 5 - ORGANIZATION

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31 5.1 TB The purpose of the Organization theme ..
31 5.1 S PRINCE2 is based on a customer/supplier ..
31 5.1 P One of the principles of PRINCE2 is
31 5.1 S A successful project management
31 5.1 B All four bullet points
31 5.2.1 H Project
31 5.2.1 S PRINCE2 defines a project as
31 5.2.2 S A project which forms part of
31 5.2.4 S In order to be flexible
31 5.2.4 S It defines roles, each .
31 5.2.5 H Three project interests
32 5.2.5 S Figure 5.1 shows the three primary interests..
32 5.1 D The three project interests
32 5.2.5 B Business Highlight heading
32 5.2.5 B User Highlight heading
32 5.2.5 B Supplier Highlight heading
32 5.2.5 S Customer can usually be interpreted
32 5.3.1 H Levels of organization
32/
33
5.3.1 S The project management structure has
33 5.2 D The four levels of management within the
project management structure

33 5.3.1 B Corporate or programme management Highlight heading
33 5.3.1 B Directing Highlight heading
33 5.3.1 B Managing Highlight heading
33 5.3 D Project management team structure
34 5.3.1 B Delivering Highlight heading
34 5.3.2.1 H
Project management team structure

34 5.3.2.1 S A project management team is a temporary
structure

34 5.3.2.1 S The Executive (representing the
34 5.3.2.1 S Some of the PRINCE2 responsibilities ..
34 5.3.2.1 S For example:
34 5.3.2.1 B Highlight both bullet points
CHAPTER 5 ORGANIZATION (continued)
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34 5.3.2.1 S PRINCE2 provides role description outlines
34 5.3.2.2 S PRINCE2 defines the duties
34 5.3.2.2 B All eight bullet points
34 5.3.2.2 S A good Project Board should
34 5.3.2.2 B Authority Word only
35 5.3.2.2 B Credibility Word only
35 5.3.2.2 B Ability to delegate Words only
35 5.3.2.2 B Availability Word only
35 5.3.2.2 S The frequency and detail
35 5.3.2.2 H Executive
35 5.3.2.2 S Although the Project Board is responsible ..
35 5.3.2.2 S The Executives role is to ensure
35 5.3.2.2 S Throughout the project, the .
35 5.3.2.2 H Senior User
35 5.3.2.2 P The Senior User(s) is responsible for specifying ..
35 5.3.2.2 S The Senior User role commits user
35 5.3.2.2 P The Senior User(s) specifies the benefits and is
held

35 5.3.2.2 H Senior Supplier
35 5.3.2.2 S
The Senior Supplier(s) represents the interests ..

36 5.3.2.2 S If necessary, more than one person
36 5.3.2.3 S Project Board members are responsible
36 5.3.2.4 H Change Authority
36 5.3.2.4 S One consideration at project initiation
36 5.3.2.4 S To facilitate this, the Project Board
36 5.3.2.4 B All four bullet points
37 5.4 D Possible reporting structure using user and
supplier groups

38 5.3.2.6 H Project Manager
38 5.3.2.6 S The Project Manager is the single focus
38 5.3.2.6 S The Project Manager manages the Team
Managers

38 5.5 D The many facets of the Project Manager role
38 5.3.2.7 H Team Manager
38 5.3.2.7 P The Team Managers primary responsibility ..
CHAPTER 5 ORGANIZATION (continued)

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38 5.3.2.7 S The Team Manager role may be assigned to
the Project Manager

38 5.3.2.7 S Among these are the size of the project
39 5.3.2.7 S If the Team Manager comes from
39 5.3.2.8 H Project Support
39 5.3.2.8 S Project Support is the responsibility ..
39 5.3.2.8 S It is important to stress that the role of Project

39 5.3.2.8 S Project Support and Project Assurance roles
39 5.3.3 H Working with the project team
39 5.3.3.1 H Balancing the project, team and individual
40 5.3.3.2 H Training needs for project teams
40 5.3.3.3 H Part-time teams
40 5.3.4 H Working with the corporate organization
40 5.3.4.1 H Line management/functional management
41 5.3.4.2 H Centre of excellence
41 5.3.4.2 S The concept of a centre of excellence is that ..
41 5.3.4.2 S A centre of excellence can be useful where :
41 5.3.5 H Working with stakeholders
41 5.3.5.1 H
Types of stakeholder

41 5.3.5.1 P There are likely to be individuals or groups ..
41 5.3.5.2 H Stakeholder engagement
41 5.3.5.2 S Stakeholder engagement is the process of ..
42 5.3.5.3 H The Communication Management Strategy
42 5.3.5.3 S The Communication Management Strategy
contains

43 5.1 D Responsibilities relevant to the Organization
theme

4
CHAPTER 6 - QUALITY

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47 6.1 TB The purpose of the
47 6.1 S The Quality theme defines ..
47 6.1 B Both bullet points
47 6.2 H QUALITY DEFINED
47 6.2.1 H Quality
47 6.2.1 P Quality is generally defined as
47 6.2.2 H Scope
47 6.2.2 S The scope of a plan is
47 6.2.3 H Quality management and quality management
systems

47 6.2.3 S Quality management is defined .
48 6.2.4 H Quality planning
48 6.2.4 P To control anything, including quality ..
48 6.2.5 H Quality control
48 6.2.5 S Quality control focuses on the
48 6.2.5 B Both bullet points
48 6.2.6 S Quality assurance provides a check ..
48 6.2.6 S Quality assurance activities are outside the
48 6.2.6 S The term quality assurance ..
48/49 6.2.6 S Quality assurance should not be confused
48 6.1 D The relationship between Project Assurance and
quality assurance

49 6.2.6 S However, Project Assurance and..
49 6.3 S The first two of these are covered ..
49 6.1 D
The quality audit trail

50 6,3,1 H Quality planning
50 6.3.1 S The purpose of quality planning
50 6.3.1 B Project Board agreement Words only
50 6.3.1 B Communicating Word only
50 6.3.1 B Control Word only
50 6.3.1 S Quality planning comprises:
50 6.3.1 B All six bullet points
50 6.3.1.1 H The customers quality expectations
4
CHAPTER 6 QUALITY (continued)

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50 6.3.1.1 S To avoid misinterpretations
51 6.3.1.2 H Acceptance criteria
51 6.3.1.2 S The projects acceptance criteria ..
51 6.3.1.2 P Acceptance criteria should be ..
51 6.3.2.1 TB Example of a prioritization technique MoSCoW This heading only
51 6.3.1.3 H The Project Product Description

51 6.3.1.3 S The Project Product Description includes:
52 6.3.1.4 H The Quality Management Strategy
52 6.3.1.4 S The Quality Management Strategy is prepared ..
52 6.3.1.4 S The Quality Management Strategy is maintained,
subject ..

52 6.3.1.5 H Product Descriptions
52 6.3.1.5 P Once detailed planning gets underway, ..
52 6.3.1.5 P The level of detail in a Product Description ..
52 6.3.1.5 S Care should be taken not to write ..
52 6.3.1.5 H Quality criteria
52 6.3.1.5 S The quality criteria should be of sufficient
52 6.3.1.5 H Quality tolerances
52 6.3.1.5 S Quality tolerances for a product can be
53 6.3.1.5 H Quality methods
53 6.3.1.5 S The quality methods section of the Product ..
53 6.3.1.5 H Quality responsibilities
53 6.3.1.5 S
The responsibilities will fall

53 6.3.1.5 B Highlight headings in all three bullet points
53 6.3.1.6 H The Quality Register
53 6.3.1.6 P The Quality Register is effectively a diary
53 6.2 D Example of a Quality Register
54 6.3.2 H Quality control
54 6.3.2 S Quality control comprises:
54 6.3.2.1 H Quality methods
54 6.3.2.1 B In-process methods Bold heading only
4
CHAPTER 6 QUALITY (continued)

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54 6.3.2.1 B Appraisal methods Bold heading only
54 6.3.2.1 S A systematic but flexible
55 6.3.2.1 TB All text box contents
56 6.3.2.1 TB All text box contents
56 6.3.2.1 P The formal approval of a product ..
56 6.3.2.1 S The PRINCE2 quality review
56 6.3.2.1 H Stakeholder engagement Bold heading only
56 6.3.2.1 H Leadership Bold heading only
57 6.3.2.1 H Team Building Bold heading only
57 6.3.2.1 H Developing individuals Bold heading only
57 6.3.2.1 H Quality documentation Bold heading only
57 6.4.2.1 H Quality culture Bold heading only
57 6.3.2.2 H Quality records
57 6.3.2.2 S The records support entries in the Quality
57 6.3.2.3 H Approval records
57 6.3.2.3 P While quality records provide
57 6.3.2.4 H Acceptance records
57 6.3.2.4 S
But during the Closing a Project process

57 6.3.2.4 S PRINCE2 uses the term acceptance to
57 6.3.2.4 S Acceptance may be qualified, and documented .
58 6.3 D Responsibilities relevant to the Quality theme

CHAPTER 7 PLANS

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61 7.1 TB The purpose of the ..
61 7.1 S Planning provides all personnel involved
61 7.2.1 H What is a plan?
4
CHAPTER 7 PLANS (continued)

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61 7.2.1 P A PRINCE2 plan is more comprehensive
61 7.2.1 P Plans are the backbone of the management ..
61 7.2.2 H What is planning?
61 7.2.2 S Planning is the act or process of
61 7.2.3 H Levels of plan
61 7.2.3 S PRINCE2 recommends three levels of plan ..
62 7.1 D PRINCE2s planning levels
62 7.2.3 S The Project Plan is created ..
62 7.2.3 S The Initiation Stage Plan is created
62 7.2.3 S Team Plans are created
62 7.2.3 P The only other plan in PRINCE2 is ..
62 7.2.4 H The Project Plan
62 7.2.4 S The Project Plan:
62 7.2.5 H Stage Plans
62 7.2.5 S The stage plan is similar ..
62 7.2.5 S This approach allows the Stage Plan to:
62 7.2.6 H Team Plans
62 7.2.6 P A Team Plan is produced
62 7.2.6 S Team Plans are optional; These words only
63 7.2.6 S PRINCE2 does not prescribe the format ..
63 7.2.7 H Exception Plans
63 7.2.7 P An Exception Plan is a plan prepared ..
63 7.2.7 P If a Stage Plan is being replaced, this ..
63 7.2.7 S It picks up from the current plan ..
63 7.2 D The PRINCE2 approach to plans
64 7.3.1 P
The philosophy behind

64 7.3.2 H Prerequisites for planning design the plan
64 7.3.3 H Define and analyse the products
65 7.3.3 S The benefits of product-based planning include:
65 7.3.3 B All eight bullet points
65 7.3.3.2 H Create the product breakdown structure
65 7.3.3.2 S When creating a product breakdown structure..
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65 7.3.3.2 B First two bullets
65 7.3.3.2 B Fourth bullet starting It is useful .. First two sentences only
66 7.3.3.2 B When using product-based First sentence of bullet
66 7.3.3.2 B When presenting the product .. First two sentences only
66 7.3.3.2 B If the project is broken down .. First sentence of bullet
66 7.3.3.2 B In some cases, the organizations .. First sentence of bullet
66 7.3.3.3 H Write the Product Descriptions
66 7.3.3.3 P A Product Description is required
66 7.3.3.3 B Product Descriptions should be written . First sentence of bullet
66 7.3.3.3 B A Product Description should be baselined . First sentence of bullet
66 7.3.3.3 B Although the responsibility First sentence of bullet
66 7.3.3.3 B Successful Product Descriptions First sentence of bullet
66 7.3.3.3 B If a detailed requirements specification First sentence of bullet
67 7.3.3.3 B For a small project
67 7.3.3.3 B Quality criteria, aimed at First sentence of bullet
67 7.3.3.4 H Create the product flow diagram
67 7.3.3.4 P A product flow diagram needs to
67 7.3.3.4 S When creating a product flow diagram ..
67 7.3.4 H Identify activities and dependencies
67 7.3.4.1 H Activities
67 7.3.4.1 S There are several ways ..
67 7.3.4.1 B
Both bullet points

67 7.3.4.2 H Dependencies
67 7.3.4.2 S External dependencies may, for example, be
68 7.3.4.2 TB Examples of estimating techniques All points
68 7.3.5 H Prepare estimates
68 7.3.5 S A decision about how much time
68/69 7.3.5 TB Basic rules for estimating
69 7.3.6 H Prepare the schedule
69 7.3.6.1 H Define activity sequence
69 7.3.6.1 S Identifying a plans critical path ..
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69 7.3.6.1 B Both bullet points
69 7.4 D Simple activity-on-node diagram
70 7.3.6.2 H Assess resource availability
70 7.3.6.3 H Assign resources
70 7.3.6.4 H Level resource usage
70 7.3.6.4 TB The critical chain technique
70 7.3.6.5 H Agree control points
70 7.3.6.6 H Define milestones
71 7.3.6.7 H Calculate total resource requirements and costs
71 7.3.6.7 S The budget should include:
71 7.3.6.7 S The use of risk budgets and
71 7.3.6.8 H Present the schedule
71 7.3.7 H Analyse the risks
71 7.3.7 TB Examples of presentation formats for the
schedule

72 7.3.7 TB Examples of planning risks
72 7.3.8 H Document the plan
73 7.1 D Responsibilities relevant to the Plans theme

CHAPTER 8 RISK

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77 8.1 H PURPOSE
77 8.1 TB The purpose of the Risk ..
77 8.2.1 H What is a risk?
77 8.2.1 S A risk is an uncertain event ..
77 8.2.1 B
Threat
Word only
77 8.2.1 B Opportunity Word only
77 8.2.3 H What is risk management?
77 8.2.3 S The term risk management ..
77 8.2.3 S For risk management to be
4
CHAPTER 8 RISK (continued)

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77 8.2.3 B Identified Word only
77 8.2.3 B Assessed Word only
77 8.2.3 B Controlled Word only
78 8.1 D Organizational perspectives
78 8.3.1 B All nine bullet points
78 8.3.2 B An organizations risk management policy should First sentence only
78 8.3.2 B An organizations risk management process .. First sentence only
79 8.3.3 P A key decision that needs to be recorded
79 8.3.4 H Risk Register
79 8.3.4 B All eleven bullet points
79 8.3.5 H Risk management procedure
79 8.3.5 B All five bullet points
80 8.3.5.1 S The following will have an influence
80 8.3.5.1 B All seven bullet points
80 8.3.5.1 S The Risk Management Strategy will include ..
80 8.3.5.1 B All twelve bullet points
80 8.3.5.1 S Early warning indicators could include ..
80 8.3.5.1 B All eight bullet points
81 8.3.5.1 TB Risk identification techniques
81 8.3.5.1 H Identify risks
81 8.3.5.1 S A useful way of expressing risk ..
81 8.3.5.1 B Risk cause Words only
81 8.3.5.1 B Risk event Words only
81 8.3.5.1 B Risk effect Words only
82 8.3.5.2 H Assess
82 8.3.5.2 H Estimate
82/83 8.3.5.2 TB Risk estimation techniques
83 8.3.5.2 S PRINCE2 recommends that the following ..
83 8.3.5.2 TB
Risk evaluation techniques

83 8.3.5.3 H Plan
84 8.5 D Probability impact grid
84 8.6 D Summary risk profile
4
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85 8.7 D Threat and opportunity responses
85 8.3.5.4 H Implement
85 8.3.5.4 B Risk owner Words only
85 8.3.5.4 B Risk actionee Words only
86 8.2 D Risk responses
86 8.2 D Avoid (threat) Words only
86 8.2 D Reduce (threat) Words only
86 8.2 D Fallback (threat) Words only
86 8.2 D Transfer (threat) Words only
86 8.2 D Accept (threat) Words only
86 8.2 D Share (threat or opportunity) Words only
86 8.2 D Exploit (opportunity) Words only
87 8.2 D Enhance (opportunity) Words only
87 8.2 D Reject (opportunity) Words only
87 8.3.5.5 H Communicate
87 8.3.5.5 S Risks are communicated as part of the
87 8.3.5.5 B A projects exposure to risk is never First sentence only
87 8.3.5.5 B Effective risk management is dependent on ..
87 8.3.6 H Risk budget
87 8.3.6 P A risk budget, if used, is a sum of money ..
88 8.3 D Responsibilities relevant to the Risk theme

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CHAPTER 9 CHANGE

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91 9.1 TB The purpose of ..
91 9.1 P Change is inevitable during the life ..
91 9.1 S Issue and change control is a continual ..
91 9.1 S The aim of issue and change control ..
91 9.2.3 H Issues
91 9.2.3 P PRINCE2 uses the term issue to
92 9.1 D Types of issue
92 9.1 H Request for change Words only
92 9.1 H Off-specification Words only
92 9.1 H Problem/concern Words only
92 9.3.1 H
Establish controls

92 9.3.1 S The following management products are
92 9.3.1.1 H Configuration Management Strategy
92 9.3.1.1 B All seven and three bullet points
93 9.3.1.1 TB Example of priority and severity Also highlight inside box
MoSCoW
93 9.3.1.1 B Change Authority Words only
93 9.3.1.1 V Change budget Words only
93 9.3.1.2 H Configuration Item Records
93 9.3.1.3 H Product Status Account
93 9.3.1.4 H Daily Log
94 9.3.1.5 H Issue Register
94 9.3.1.6 H Issue Report
94 9.3.2 H Configuration management procedure
94 9.3.2 B Planning Word only
94 9.3.2 B Identification Word only
94 9.3.2 B Control Word only
94 9.3.2 B Status accounting Words only
94 9.3.2 B Verification and audit Words only
94 9.3.3 H Issue and change control procedure
95 9.1 D Issue and change control procedure Also all five headings
95 9.3.3.1 H Capture
95 9.3.3.1 S The purpose of distinguishing between

4
CHAPTER 9 CHANGE (continued)

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95 9.3.3.2 H Examine
95 9.3.3.2 S The impact analysis should
96 9.3.3.2 P The Issue Register and Issue Report ..
96 9.3.3.3 H Propose
96 9.2 D Options analysis
96 9.3.3.4 H Decide
96 9.3.3.4 S The escalation could be in the form of an Issue ..
96 9.3.3.5 H Implement
96 9.3.3.5 B Both bullet points
96 9.4 H RESPONSIBILITIES
97 9.2 D Project Board decisions
97 9.3 D Responsibilities relevant to the Change theme

CHAPTER 10 PROGRESS

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101 10.1 TB The purpose of the ..
101 10.2 H PROGRESS DEFINED
101 10.2.1 H What is progress?
101 10.2.1 P Progress is the measure of the
101 10.2.2 H What are progress controls?
101 10.2.2 S Progress controls ensure that for
101 10.2.3 H Exceptions and tolerances
101 10.2.3 P An exception is a situation where ..
101 10.2.3 P Tolerances are the permissible deviation ..
102 10.1 D The six tolerance areas by level
102 10.3 H THE PRINCE2 APPROACH TO PROGRESS
CHAPTER 10 PROGRESS (continued)
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102 10.3 S PRINCE2 provides progress
102 10.3.1 H Delegating authority
102 10.3.1.1 H The four levels of management
103 10.3.1.2 H Project Board controls
103/
104
10.3.1.2 B All bullet points
103 10.1 D Delegating tolerance and reporting actual and
forecast progress

104 10.3.1.3 H Project Manager controls
104 10.3.1.3 B Authorizations Word only
104 10.3.1.3 B Progress updates Words only
104 10.3.1.3 B Exceptions and changes Words only
104 10.3.2 H
Use of management stages for control

104 10.3.2 S Management stages:
104 10.3.2 B All four bullet points
104 10.3.2.1 H Number of stages
104 10.3.2.1 S The use of management stages in a PRINCE2 ..
104 10.3.2.1 S Defining management stages is
104/
105
10.3.2.1 B All bullet points
105 10.3.2.2 H Length of stages
105 10.3.2.2 B The planning horizon at any point in time These words only
105 10.3.2.2 B The technical stages within the project These words only
105 10.3.2.2 B Alignment with programme activities These words only
105 10.3.2.2 B The level of risk These words only
105 10.3.2.3 H Technical stages
105 10.3.2.3 S Technical stages often overlap
106 10.2 D Specialist work defined in technical stages
106 10.3 D Specialist work crossing management stage
boundary

106 10.4 D Specialist work aligned to management stages
106 10.3.3 H Event-driven and time-driven controls
106 10.3.3 B Event-driven controls These words only
CHAPTER 10 - PROGRESS (continued)

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106 10.3.3 B Timedriven controls These words only
106 10.3.3.1 H Baselines for progress control
106/
107
10.3.3.1 B Headings: Project Plan, Stage Plans, Exception
Plan, Work Packages

107 10.3.3.2 H Reviewing progress
107 10.3.3.2 S The following management products assist
107 10.3.3.2 B
Headings : Daily Log, Issue Register, Product
Status Account, Quality Register, Risk Register

108 10.3.3.3 H Capturing and reporting lessons
108 10.3.3.3 B Headings : Lessons Log and Lessons Report
108 10.3.3.4 H Reporting progress
108 10.3.3.4 S The following management products are used ..
108/
109
10.3.3.4 B Headings : Checkpoint Report, Highlight Report,
End Stage Report, End Project Report

109 10.3.4 H Raising exceptions
109 10.3.4 B Headings : Work-Package-level exceptions,
Stage-level exceptions, Project-level exceptions

110 10.2 D Responsibilities relevant to the Progress theme

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CHAPTER 11 INTRODUCTION TO PROCESSES

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113 11.1 S PRINCE2 is a process based ..
113 11.1 S Figure 11.1 shows
113 11.1 D The PRINCE2 processes
115 11.2 D PRINCE2 process model Notes 1 and 2
115 11.4.1 H Purpose
115 11.4.1 S This section
115 11.4.2 H Objective
115 11.4.2 S This section ..
115 11.4.4 H Activities
115 11.4.4 P PRINCE2 processes comprise
115 11.4.4 S The relationship between ..
116 11.3 D Relationship between processes, activities and
actions

116 11.4.4 S Each activity is concluded ..
116 11.4.4 P Note that management products
116 11.1 D An example of a table of responsibilities
117 11.2 D Key to process diagrams

CHAPTER 12 STARTING UP A PROJECT

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121 12.1 S The purpose of the Starting
121 12.1 S The aim is to do the minimum
121 12.2 S The objective of the Starting up ..
121 12.2 B All seven bullet points
121 12.1 D Overview of Starting up a Project
122 12.3 S PRINCE2 calls the trigger ..
122 12.3 S The term project mandate
122 12.3 S
The project mandate should provide the

122 12.3 P The preparation of the outline Business Case .

4
CHAPTER 12 STARTING UP A PROJECT (continued)
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122 12.3 P The contents of the Project Brief ..
122 12.4 P The activities within the Starting up ..
122 12.4 B All six bullet points

123 12.4.1 H Appoint the Executive and the Project Manager
123 12.4.1 S To get anything done in the project ..
123 12.4.1 S The appointment of a Project Manager ..
123 12.1 D Appoint the Executive and the Project Manager :
responsibilities

124 12.4.2 H Capture previous lessons
124 12.4.2 P A number of lessons may have
124 12.4.2 S It may be useful
124 12.4.2 S Attendees could include any interested
124 12.4.3 H Design and appoint the project management team
124 12.4.3 S The project needs the right ..
124 12.3 D Capture previous lessons: activity summary
125 12.2 D Capture previous lessons: responsibilities
125 12.4 D Design and appoint the project management
team: activity summary

126 12.4.4 H Prepare the outline Business Case
126 12.4.4 P When setting up, and particularly ..
126 12.3 D Design and appoint the project management
team: responsibilities

127 12.5 D Prepare the outline Business Case : activity
summary

127 12.4 D Prepare the outline Business Case :
responsibilities

128 12.4.5 H Select the project approach and assemble the
Project Brief

128 12.4.5 S Before any planning of the project ..
128 12.4.5 S For example, will ..
128 12.4.5 S An agreed Project Brief ..
129 12.6 D Select the project approach and assemble the
Project Brief: activity summary

129 12.5 D Select the project approach and assemble the
Project Brief: responsibilities

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CHAPTER 12 STARTING UP A PROJECT (continued)

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130 12.4.6 H Plan the initiation stage
130 12.4.6 P Initiating a Project takes ..
130 12.7 D
Plan the initiation stage: activity summary

131 12.6 D Plan the initiation stage: responsibilities

CHAPTER 13 DIRECTING A PROJECT

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135 13.1 H PURPOSE
135 13.1 P The purpose of the
135 13.2 S The objective of the Directing ..
135 13.2 B All six bullet points
135 13.3 S The Directing a Project process ..
135 13.3 S The Project Board manages by exception.
135 13.3 S There should be no need for other ..
135 13.3 S There needs to be a two-way flow ..
135 13.3 S This need, and how it is
135 13.1 D Overview of Directing a Project
136 13.3 S The Project Board is responsible
136 13.4 H ACTIVITIES
136 13.4 S The activities within the Directing ..
136 13.4 B All five bullet points
136 13.4.1 H Authorize initiation
136 13.4.1 P Projects take time and cost ..
136 13.2 D Authorize initiation: activity summary
137 13.4.2 P This activity will be triggered by a
137 13.1 D Authorize initiation: responsibilities
138 13.3 D Authorize the project: activity summary
139 13.2 D Authorize the project: responsibilities

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CHAPTER 13 DIRECTING A PROJECT (continued)

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139 13.4.3 H Authorize a Stage or Exception Plan
139 13.4.3 S It is important that
139 13.4.3 S Approval of Stage Plans occurs ..
139 13.4.3 P If an exception has occurred during
140 13.4 D Authorize a Stage or Exception Plan: activity
summary

141 13.4.4 H Give ad hoc direction
141 13.4.4 S Project Board members may offer .
141 13.4.4 S Ad hoc direction may be ..
141 13.3 D Authorize a Stage or Exception Plan:
responsibilities

142 13.5 D Give ad hoc direction: activity summary
143 13.4.5 H Authorize project closure
143 13.4.5 P The controlled close of a project ..
143 13.4.5 B
All three bullet points

143 13.4 D Give ad hoc direction: responsibilities
144 13.6 D Authorize project closure: activity summary
145 13.5 D Authorize project closure: responsibilities

4
CHAPTER 14 INITIATING A PROJECT

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149 14.1 H PURPOSE
149 14.1 P The purpose of the Initiating ..
149 14.2 S The objective of the Initiating
149/
150
14.2 B All ten bullet points
149 14.1 D Overview of initiating a Project
150 14.3 H CONTEXT
150 14.3 S Initiating a Project is aimed ..
150 14.4 S The activities within the Initiating ..
150 14.4 B All eight bullet points
150 14.4.1 H Prepare the Risk Management Strategy
150 14.4.1 P The Risk Management Strategy ..
151 14.2 D Prepare the Risk management Strategy: activity
summary

151 14.1 D Prepare the Risk Management Strategy:
responsibilities

152 14.4.2 H Prepare the Configuration Management Strategy
152 14.4.2 S Configuration management is essential ..
152 14.3 D Prepare the Configuration Management Strategy:
activity summary

153 14.4.3 H Prepare the Quality Management Strategy
153 14.4.3 S A key success factor of any ..
153 14.2 D Prepare the Configuration Management Strategy:
responsibilities

154 14.4 D Prepare the Quality Management Strategy:
activity summary

154 14.3 D Prepare the Quality Management Strategy:
responsibilities

155 14.4.4 H Prepare the Communication Management
Strategy

155 14.4.4 P The Communication Management Strategy ..
155 14.5 D Prepare the Communication Management
Strategy: activity summary

156 14.4.5 H Set up the project controls
156/
157
14.4.5 P The level of control required
CHAPTER 14 INITIATING A PROJECT (continued)

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156 14.4 D
Prepare the Communication Management
Strategy: responsibilities

157 14.6 D Set up the project controls: activity summary
158 14.5 D Set up the project controls: responsibilities
159 14.4.6 H Create the Project Plan
159 14.4.6 P Before committing to major ..
159 14.7 D Create the Project Plan: activity summary
160 14.6 D Create the Project Plan: responsibilities
161 14.8 D Refine the Business Case: activity summary
161 14.4.7 H Refine the Business Case
161 14.4.7 P The outline Business Case ..
162 14.7 D Refine the Business Case: responsibilities
162 14.4.8 H Assemble the Project Initiation Documentation
162 14.4.8 S There needs to be a focal point ..
163 14.9 D Assemble the Project Initiation Documentation:
activity summary

164 14.8 D Assemble the Project Initiation Documentation:
responsibilities

4
CHAPTER 15 CONTROLLING A STAGE

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167 15.1 H PURPOSE
167 15.1 S The purpose of the Controlling a Stage ..
167 15.2 H OBJECTIVE
167 15.2 S The objective of the Controlling a Stage ..
167/
168
15.2 B All five bullet points
167 15.1 D Overview of Controlling a Stage
168 15.3 S The Controlling a Stage process ..
168 15.3 S Towards the end of each stage ..
168 15.3 S Work Packages are used to ..
168 15.4 S Controlling a Stage activities are ..
168 15.4.1 H Authorize a Work Package
168 15.4.1 S It would be chaotic to ..
168 15.4.1 S It is therefore important that ..
169 15.2 D Authorize a Work Package: activity summary
170 15.4.2 H Review Work Package status
170 15.4.2 S This activity provides the means ..
170 15.1 D
Authorize a Work Package: responsibilities

171 15.3 D Review Work Package status: activity summary
171 15.2 D Review Work Package status: responsibilities
172 15.4.3 H Receive completed Work Packages
172 15.4.3 S Where work has been allocated ..
172 15.4 D Receive completed Work Packages: activity
summary

173 15.3 D Receive completed Work Packages:
responsibilities

173 15.4.4 H Review the stage status
173 15.4.4 P If the project is not checked ..
174 15.5 D Review the stage status: activity summary
175 15.4 D Review the stage status: responsibilities
175 15.4.5 H Report highlights
175 15.4.5 P The Project Manager must provide ..
CHAPTER 15 CONTROLLING A STAGE (continued)
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176 15.6 D Report highlights: activity summary
176 15.4.6 H Capture and examine issues and risks
176 15.4.6 S In the course of managing ..
177 15.5 D Report highlights: responsibilities
178 15.7 D Capture and examine issues and risks: activity
summary

178 15.6 D Capture and examine issues and risks:
responsibilities

179 15.4.7 H Escalate issues and risks
179 15.4.7 P A stage should not exceed the tolerances ..
179 15.8 D Escalate issues and risks: activity summary
180 15.4.8 H Take corrective action
180 15.4.8 S Changes and adjustments ..
180 15.7 D Escalate issues and risks: responsibilities
181 15.9 D Take corrective action: activity summary
182 15.8 D Take corrective action: responsibilities

4
CHAPTER 16 MANAGING PRODUCT DELIVERY

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185 16.1 H PURPOSE
185 16.1 P The purpose of the Managing Product ..
185 16.2 S The objective of the Managing ..
185 16.3 H CONTEXT
185 16.3 P Managing Product Delivery
185 16.1 D
Overview of Managing Product Delivery

186 16.2 D Accept a Work Package: activity summary
186 16.1 D Accept a Work Package: responsibilities
186 16.4 S The activities within ..
187 16.4.1 H Accept a Work Package
187 16.4.1 P The fundamental principle is that ..
187 16.3 D Execute a Work Package: activity summary
188 16.4.2 H Execute a Work Package
188 16.4.2 S The work has to be executed ..
188 16.2 D Execute a Work Package: responsibilities
189 16.4 D Deliver a Work Package: activity summary
189 16.3 D Deliver a Work Package: responsibilities
190 16.4.3 H Deliver a Work Package
190 16.4.3 S Just as the Work Package was accepted ..

4
CHAPTER 17 MANAGING A STAGE BOUNDARY

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193 17.1 H PURPOSE
193 17.1 P The purpose of the Managing a Stage ..
193/194 17.1 P Projects do not always go to plan ..
193 17.1 D Overview of Managing a Stage Boundary
194 17.2 S The objective of the Managing a Stage ..
194 17.2 B All eight bullet points
194 17.3 H CONTEXT
194 17.3 S A project, whether large or small, ..
194 17.3 S A positive decision not to ..
194 17.4 S The activities within the Managing a Stage ..
194 17.4.1 H Plan the next stage
194 17.4.1 P The Stage Plan for the next
195 17.2 D Plan the next stage: activity summary
195 17.1 D Plan the next stage: responsibilities
196 17.4.2 H Update the Project Plan
196 17.4.2 P The Project Plan is updated ..
196 17.3/
17.2
D Update the Project Plan: activity summary and
Update the Project Plan: responsibilities

197 17.4.3 H Update the Business Case
197 17.4.3 P The Project Board is ordinarily
198 17.4 D Update the Business Case: activity summary
198 17.3 D Update the Business Case: responsibilities
199 17.4.4 H Report stage end
199 17.4.4 S The results of a stage should ..
199 17.5 D Report stage end: activity summary
200 17.4.5 H Produce an Exception Plan
200 17.4.5 S If a stage or the project is forecast ..
200 17.4 D Report stage end: responsibilities
201 17.6 D Produce an Exception Plan: activity summary
201 17.4.5 S Exception Plans are requested ..
202 17.5 D Produce an Exception Plan: responsibilities
CHAPTER 18 CLOSING A PROJECT
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205 18.1 H PURPOSE
205 18.1 P The purpose of the Closing a Project ..
205 18.2 S The objective of the Closing a ..
205 18.3 S A clear end to a project:
205 18.1 D Overview of Closing a Project
206 18.4 S The activities within the Closing
206 18.4.1 H Prepare planned closure
206 18.4.1 S Before closure of the project ..
206 18.2 D Prepare planned closure: activity summary
207 18.1 D Prepare planned closure: responsibilities
207 18.4.2 H Prepare premature closure
207 18.4.2 P In some situations, the .
207 18.3 D Prepare premature closure: activity summary
208 18.4.3 H Hand over products
208 18.4.3 P The projects products must
208 18.2 D Prepare premature closure: responsibilities
209 18.4 D Hand over products: activity summary
209 18.3 D Hand over products: responsibilities
210 18.4.4 H Evaluate the project
210 18.4.4 P
Successful organizations learn from ..

210 18.5 D Evaluate the project: activity summary
211 18.4 D Evaluate the project: responsibilities
211 18.4.5 H Recommend project closure
211 18.4.5 S Once the Project Manager ..
212 18.6 D Recommend project closure: activity summary
212 18.5 D Recommend project closure: responsibilities

4
CHAPTER 19 TAILORING PRINCE2 TO THE PROJECT ENVIRONMENT

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215 19.1 H WHAT IS TAILORING
215 19.1 P PRINCE2 can be used ..
215 19.1 P Tailoring refers to the appropriate ..

APPENDIX A PRODUCT DESCRIPTION OUTLINES

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235 A.1 H BENEFITS REVIEW PLAN
237 A.2 H BUSINESS CASE
238 A.3 H CHECKPOINT REPORT
239 A.4 H COMMUNICATION MANAGEMENT STRATEGY
240 A.5 H CONFIGURATION ITEM RECORD
241 A.6 H CONFIGURATION MANAGEMENT STRATEGY
242 A.7 H DAILY LOG
243 A.8 H END PROJECT REPORT
244 A.9 H END STAGE REPORT
245 A.10 H EXCEPTION REPORT
245 A.11 H HIGHLIGHT REPORT
246 A.12 H ISSUE REGISTER
247 A.13 H ISSUE REPORT
248 A.14 H LESSONS LOG
249 A.15 H LESSONS REPORT
250 A.16 H PLAN
251 A.17 H PRODUCT DESCRIPTION
253 A.18 H PRODUCT STATUS ACCOUNT
253 A.19 H PROJECT BRIEF
254 A.20 H PROJECT INITIATION DOCUMENTATION
256 A.21 H PROJECT PRODUCT DESCRIPTION
257 A.22 H QUALITY MANAGEMENT STRATEGY

4
APPENDIX A PRODUCT DESCRIPTION OUTLINES (continued)

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258 A.23 H QUALITY REGISTER
259 A.24 H RISK MANAGEMENT STRATEGY
260 A.25 H RISK REGISTER
261 A.26 H WORK PACKAGE

APPENDIX C ROLES AND RESPONSIBILITIES

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269 C.1 H
PROJECT BOARD

270 C.2 H EXECUTIVE
270 C.3 H SENIOR USER
271 C.4 H SENIOR SUPPLIER
271 C.5 H PROJECT MANAGER
272 C.6 H TEAM MANAGER
273 C.7 H PROJECT ASSURANCE
274 C.8 H CHANGE AUTHORITY
274 C.9 H PROJECT SUPPORT


2
5


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.


2
5
Exercise 1

PRINCE2Processes

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:


2
5
Answer/Notes:


2
5
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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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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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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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


a) Create a Product Breakdown Structure and a Product Flow Diagram for the specialist products of
the project.

Answer/Notes:


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Answer/Notes:


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Exercise 7

Produce a Product Description


Produce a Product Description for the new office design.

Answer/Notes:


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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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Reasons:

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.
Senior
User:
The Production Manager has been chosen because he/she will be most
affected by the outcome of the project.
Senior
Supplier:
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.
Executive
& Change
Authority:
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.
Project
Assurance:
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.
Project
Support:
The contract Project Manager should be able to use existing office staff to
maintain project files and organize configuration management.
Team
Managers:
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.
PROJECT BOARD
Project Assurance
Project Manager
Contract
Project Manager
Team Manager
Electric
Company
Team Manager
Transport
Contractor
Team Manager
Office
Sub-Contr
Team Manager
Drawing Office
Manager
Team Manager
Production
Manager
Project Support
Office Staff
Snr. User
Production
Manager
Executive
Business
Owner
Snr. Supplier
3 x Sub-Cont.
Reps

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5

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
Proximity Risk
response
categories
Risk response Risk
status
Risk
owner
Risk actionee
R1 PM Date Schedule The completion of
the roadway may
be delayed
resulting in a delay
to transporting
machinery and
work in progress
Probability 2
Impact 2
Expected
value not
used
Close Fallback

Maintain contact with
the Local Authority
and plan for work to
continue in old
factory until road is
completed
Active Executive PM
R2 PM Date Schedule The transport
contractor has only
one crane and low-
loader capable of
moving the work in
progress
caravans. If either
of these were
unavailable there
would be a delay in
transporting the
WIP
Probability 2
Impact 2
Expected
value not
used
When
machinery
due to
move
1. Fallback
2. Transfer
3. Fallback

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
Active PM 1.PM
2.PM to
negotiate
the
Contractor
to take
action
3.PM
R3 PM Date Financial 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
Probability 3
Impact 1
Expected
value not
used
During
transport
Fallback Negotiate
compensation with
the contractor in the
contract
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 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. During Starting Up a Project when early risks are recorded in the Daily Log
2. During the Initiation Stage when the Risk Management Strategy and Risk Register are created.
3. As the Plans are produced risks are identified, assessed, responses planned and implemented.
4. Risks are considered when work packages are authorised, reviewed during Controlling a Stage.
5. 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: Customer Quality Expectations identified in SU
& Products 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

Product Flow Diagram

New Factory
New Roads
Dismantled Machinery
Recommissioned Machinery
Moved Machinery
Transport Contract
Transported WIP
Electricity Supply Contract
Installed Electricity Supply
Sub-Contractor Contract
Installed Cabling
Office Designs
Office Shell
Decorated Office
Services/Wiring
Moved Contents
Electricity Supply Contract Installed Supply
Sub-Contractor Contract
Installed Cabling
Office Designs Office Shell Decorated Office Services/Wiring Moved Contents
Dismantled Machinery
Recommissioned Machinery Moved Machinery
Transport Contract Transported WIP
New Roads
NEW FACTORY
Factory Machinery
Grouping
Factory Building
Grouping
Transported
WIP Group
Office
Grouping
Electricity
Grouping

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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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Introduction

Welcome to the lesson on PRINCE2 Exam Technique.

The objective of this lesson is to provide you with a thorough understanding of:

o the structure of the PRINCE2 Practitioner examination

o 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, including 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.
Practitioner Exam Simulator

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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.
Practitioner Exam Questions
PRINCE2

Practitioner Resource Book

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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.
PRINCE2


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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 an External product
B a Source
C an Internal Product developed by an external supplier
D removed as it is not a product

o 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).

1
2
3
4
Column 1 Column 2
When raising an Exception Report. A Yes, this is correct
When preparing for an End Stage Assessment. B No, this is incorrect
When examining a Project Issue.
When updating the Communication Plan.

PRINCE2


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o 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
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 Photos should include members of staff.
B 10% more calendars should be printed than required to allow for any late additions
to the list of customers.
C Project Assurance will monitor the use of applicable corporate standards.
D The calendar should reflect the company image.
E 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.

o 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.

1

2

3

4

5
Column 1 Column 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.

A Reasons

B Options

C Benefits

D Risks

E Costs

F Timescales

G Not applicable

PRINCE2


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o 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 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.

1

2

3

4

5
Column 1 Column 2

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.

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 Raise an Exception Report for the Project Board presenting the options available to them.
2 Evaluate the Project Issue in terms of its impact on the stage and project tolerances.
3 Hold an Exception Assessment.
4 Raise a Project Issue and log it in the Issue Log.
5 Produce an Exception Plan.
1

Which of the following sequences correctly represents the order in which the above
activities should be carried out?

A 4, 2, 1, 5, 3
B 4, 2, 1, 3, 5
C 2, 4, 1, 5, 3
D 2, 4, 1, 3, 5
E 4, 1, 2, 5, 3

A Not the Project
Managers responsibility

B First activity

C Second activity

D Third activity

E Fourth activity

F Fifth activity

PRINCE2


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o 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
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 Assertion Reason
A True True AND the reason explains the assertion
B True True BUT the reason does not explain the assertion
C True False
D False True
E False False
Assertion Reason
1
The Business Case should be
revised if Marketings forecast for
increased orders changes.
BECAUSE
The Business Case is an input to the
Project Board in the decision to
authorize a Stage or Exception Plan.
2
If the paper supplier changes there
may be a review of, and possible
changes to, the Business Case.
BECAUSE
The Business Case includes options for
the delivery of the Calendar solution.
3
The Business Case will no longer
be viable if the Prepared Calendar
Pack is only available for printing in
the first week of December.
BECAUSE
The Business Case is deemed no
longer viable if stage tolerances are
exceeded during the project.

4
The fact that the projects aim is to
try to counter the fall in orders
should be documented in the
Project Brief.
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 1 Initiation activities as shown in Initiating a Project.
Plan Stage 2.
Duration 3 weeks
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.
Duration 10 weeks
Stage 3 Site works excavation and erection of mechanical
structure.
Inspection and acceptance of structure.
Duration 15 weeks
Stage 4 Installation of IT and supporting electrical and mechanical
services.
Landscaping.
Installation of roller coaster suspended seating.
Duration 10 weeks
Stage 5 Final testing and commissioning.
Demonstration to PPL Board.
Opening ceremony.
Close project.
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.

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
Ride
layout
plan
Foundations
Rails
Supports
Maintenance
platforms
Build entry/exit
platform
Steelwork
products
External
Product
Product
Key
Foundation
products
Reinforced
concrete
Acceptance
certificate
Site
offices
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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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Question continues
Syllabus Area Question Number Part Marks
Business Case Theme 1 A 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.
3
Which two statements should be recorded under the Expected Benefits heading?

A. Increased attendance of 10% in first year.
B. Families with small children will go to a park with childrens attractions.
C. The ride will cost 8m to install and commission.
D. The new ride supports the local community through increased local spending.
E. Benefits will begin to be realized within the first year.
4
Which two statements should be recorded under the Costs heading?

A. We have estimated the costs at 8m.
B. The project will be funded from the investment budget.
C. The new ride will generate increased revenue of 3m per annum.
D. If bad weather affects the build then the delays could cost 500,000 per month.
E. The use of a risk budget will be considered when the Project Plan is completed.
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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 Part
1 A A B C D E
1
2
3
4
5
6
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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 Assertion Reason

C True False

D False True

E False False

Assertion Reason
1
The Do nothing option should NOT be
considered for this project.

BECAUSE
The Do nothing option is an
optional part of the business
options section of the Business
Case.
2
If the forecast number of visitors changes
then the Business Case should be
reviewed.

BECAUSE
Any change that affects the
benefits will result in a review of the
Business case.
3 The Benefits Review Plan should indicate
when an assessment of the number of
visitors should be made following the
opening of the ride.

BECAUSE
The Benefits Review Plan does
NOT contain details of baseline
measures from which
improvements can be calculated.
4
It is only necessary to review the
Business Case if there is a major change
to the project.

BECAUSE
If Cost tolerance for the project is
exceeded then the corporate body
must be informed.
5 Once the decision is made on the
appointment of the installation contractor
and the costs fully understood, the
business case should be reviewed.

BECAUSE
The Business Case is reviewed at
each stage boundary.
6 The Executive should delegate
responsibility for the projects Business
case to the Senior User.

BECAUSE
The Senior User is responsible for
realising the benefits.

Business Case Theme 1 B 6
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Question Part
1 B A B C D E
1
2
3
4
5
6
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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 Cyril Stead
B Barry Fletcher
C Sam Ohuru
D Julia McKenzie
E Lucy Large

best suited to role of Senior User?
A Lucy Large
B Robert Roller
C Sam Ohuru
D Julia McKenzie

best suited to provide Business Assurance for the
Executive role?
A Barry Fletcher
B Lucy Large
C Julia McKenzie
D David Webb

best suited to perform User Assurance for the Senior User
role?
A Barry Fletcher
B Lucy Large
C Sam Ohuru
D David Webb

5 In stage 3 which two of these people are best suited to
perform the Senior Supplier role?
A Lucy Large
B Julia McKenzie
C Rep from Specialist
D Robert Roller

6 Which two of these people are best suited to perform
Supplier Assurance for the Senior Supplier during stage
3?
A Robert Roller
B Rep from Specialist
C Julia McKenzie
D Walter Gabriel

Organization Theme 2 A 6
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Question Part
2 A A B C D E
1
2
3
4
5
6
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Use the scenario and the additional information relating to the Organization question answer the
following question.



C True False

D False True

E False False

Assertion Reason
1
The Executive could be Cyril Stead or
Barry Fletcher.

BECAUSE
Whoever takes the Executive roles
should be able to represent the
business and commit funds on its
behalf.
2 The Senior User should be Walter
Gabriel.

BECAUSE
The Senior User should be able to
represent all user interests.
3 When the company undertaking the
installation of the ride is appointed they
should not be represented on the Project
Board as a Senior Supplier.

BECAUSE
There is no need to have anyone in
the Senior Supplier role as
contracts are agreed.
4
Julia McKenzie should take the Project
Support role.

BECAUSE Senior Managers should always be
involved in Project Support.
5
In this project it will be necessary to
combine the role of Executive and Senior
User.

BECAUSE
Project Board roles can be
combined on smaller projects.
6 During stages 1 and 2 the installation
contractor could be represented by
Robert Roller performing the Senior
Supplier role.

BECAUSE
The Senior Supplier should be
represented by someone who
understands the specialist interests
prior to their appointment.

Organization Theme 2 B 6
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Question Part
2 B A B C D E
1
2
3
4
5
6
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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 Column 2
1 Hire a pump for the period of the excavation so that work
can continue.
A Avoid
B Reduce
C Fallback
D Transfer
E Accept
F Share

2 Record the risk in the Risk Register and monitor the
situation.
3 Carry on as planned but prepare a plan to bring in a pump
if there are signs of flooding.
4 Ask the contractor, as part of his contract, to make
alternative arrangements in the event of poor weather
causing flooding.

Risk Theme 3 A 4
Question Part
3 A A B C D E F
1
2
3
4
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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



C True False

D False True

E False False

Assertion Reason
1
The project manager should record this
news as an Issue Report.

BECAUSE
All new risks are recorded in the
Risk Register.
2 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.

BECAUSE
All deviations from agreed
tolerances require reporting to the
Project Board.
3
A suitable risk owner for this risk is the
operational manager (Sandy).

BECAUSE
The Risk owner will not only
monitor the risk but will also take all
the mitigating actions.
4 It is never appropriate to accept a risk of
this type.

BECAUSE
It is not possible to do anything
about events outside the project.

Risk Theme 3 B 4
Question Part
3 B A B C D E
1
2
3
4
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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


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 Column 1 Column 2
1

2

3

4

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.
A Risk category

B Probability

C Proximity

D Risk response

E Risk status

F Risk Owner

Risk Theme 3 C 4
Question Part
3 C A B C D E F
1
2
3
4
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Progress Theme 4 A 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.
3
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. Increase the frequency of Checkpoint Reports.
B. Split Stage 4 into two smaller management stages.
C. Increase the frequency of Exception reporting.
D. Increase the frequency of Highlight Reports.
E. Make sure all issues are handled formally.
4
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. Increase the frequency of Checkpoint Reports.
B. Reduce the degree of tolerance for the Work Package.
C. Increase the frequency of Exception Reports.
D. Increase the frequency of Highlight Reports.
E. Make sure all issues are handled formally.
Question Part
4 A A B C D E
1
2
3
4
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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.



C True False

D False True

E False False

Assertion Reason
1
All of the positive tolerance can be
allocated to Stage 5.

BECAUSE
Any remaining project tolerance for
time and cost should always be
allocated to the final stage of the
project.
2
There is no need for the project manager
to maintain the Daily Log in the final
stage.

BECAUSE
All issues MUST be noted in the
Issue Register.
3 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.

BECAUSE
The Product Status Account is a
report of the status of all products
including their version number.
4 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.

BECAUSE
Benefit tolerance defines the range
of a benefit.

Progress Theme 4 B 4
Question Part
4 B A B C D E
1
2
3
4
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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 Column 1 Column 2
1

2

3

4

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.
A Review of team
performance

B Quality records

C Issues and risks

D Lessons Report

E Forecast

Progress Theme 4 C 4
Question Part
4 C A B C D E
1 .
2
3
4
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8

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 Column 2
1 Ride layout plan A External product
incorrectly shown
B Internal product
incorrectly shown as
an external product
C NOT a product
D Correctly shown entry
E Incorrectly shown in a
one to one relationship

2 Reinforced concrete
3 Build entry/exit platform
4 Acceptance certificate
5 Site offices
6 Rails

Plans Theme 5 A 6
Question Part
5 A A B C D E
1
2
3
4
5
6
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Use the scenario answer the following questions.



C True False

D False True

E False False

Assertion Reason
1 The plan for Stage 3 should be produced
during the initiation stage.

BECAUSE
All Stage plans should be produced
in Initiation.
2
The activities required to close the project
should be included within the Stage 5
plan.

BECAUSE
Project closure is part of the final
stage of a project and its activities
should be included within the stage
plan.
3 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.

BECAUSE
All tolerances are recorded in the
Project Plan.
4
Stage 1 activities do NOT require a plan.

BECAUSE
An Exception Plan may be required
if a Stage Plan is forecast to
exceed its tolerance.
5 The completion of the invitation to tender
and having it ready for issue may be a
suitable milestone.

BECAUSE
Milestones represent the
completion of key activities.
6 When planning Stage 3 the products
should be broken down into a product
breakdown structure for the Stage.

BECAUSE
The schedule is derived from the
product breakdown structure.

Plans Theme 5 B 6
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Question Part
5 B A B C D E
1
2
3
4
5
6
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Quality Theme 6 A 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. They must be painted red.
B. They must be painted in RAL 3026 (red).
C. They must be comfortable.
D. The MD must like them.
2
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.
3
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.
4
Which is a correct statement for the quality method entry in the ride seats product
description?

A. Ask the staff if they like them.
B. Wait until the ride is ready for use and then check to make sure they are adequate
C. Ask the Park Director to check them.
D. Visual Inspection of each seat for damage prior to installation.
Question Part
6 A A B C D
1
2
3
4
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Quality Theme 6 B 4
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. Delete entry 6 as this describes a product.
B. Add the contractor will check that the work meets the standards.
C. Add there must be enough light.
D. Add all modifications must comply with current building regulations.
4
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 Part
6 B A B C D
1
2
3
4
PRINCE2


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8

Quality Theme 6 C 4
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. It must be safe.
B. Strong bolts must be used.
C. The fixings must comply with the Ride Standards 231/2 para 22.
D. It must be painted the right colour.
2
Which statement is a correctly defined acceptance criterion for the plans?

A. The health and safety plan has been approved by the regulatory authority.
B. They are at the right scale.
C. They are complete.
D. All parties are satisfied with them.
3
Which statement is a correct example of an in process method of checking the ride seats?

A. Project Assurance will check the seats.
B. As the seats are installed they are checked for damage.
C. The Project Manager will review the Quality Register periodically.
D. All seats will be painted red (RAL 3026).
4
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 Part
6 C A B C D
1
2
3
4
PRINCE2


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8

Processes Starting up a Project, Initiating a Project 7 A 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.
PRINCE2


2
8

Question Part
7 A A B C D
1
2
3
4
5
PRINCE2


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8

Processes Starting up a Project, Initiating a Project 7 B 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. Installing more childrens rides would have incurred a decrease in high spending visitors.
B. Bad weather may delay the work in Stage 3.
C. All plans must be checked by the Health and Safety Director.
D. The quoted timescales are based on the understanding that funding can be made
available immediately approval is granted.
2
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 Part
7 B A B C D
1
2
PRINCE2


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8

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.



C True False

D False True

E False False

Assertion Reason
1
The Risk Register should have been
created before the Initiation Stage.

BECAUSE
The Risk Management Strategy
describes the specific techniques
and standards to be applied.
2
The Business Case cannot be finalised
until the Project Plan is completed.

BECAUSE
The Project Plan determines the
duration and cost of the project and
this information is required in the
Business Case.
3
The Communications Management
Strategy does not include people outside
the PPL organisation.

BECAUSE
Only people working within the
project should be included in the
Communications Management
Strategy.
4
If the PPL Project Board decide to
delegate to a Change Authority, the
person(s) will be identified in the
Configuration Management Strategy.

BECAUSE
Every project must have separate
person or group designated as a
dedicated Change Authority.
5
The Risk Management Strategy should
define scales for probability and impact.

BECAUSE
All risks associated with Stage 2
should have an owner.

Processes Starting up a Project, Initiating a Project 7 C 5
Question Part
7 C A B C D E
1
2
3
4
5
PRINCE2


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8

Processes DP, CS, SB, MP & CP 8 A 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. The steelwork will be erected when the concrete has been signed off.
B. Access to the site can only be arranged via the site agent.
C. Stage 3 will take 15 weeks.
D. The Park Director wants the work to be implemented with minimum disruption to the
business.
2
Which statement is an appropriate entry for the first Highlight Report in stage 3?

A. The contractor has been appointed.
B. The Contractor has taken the Senior Supplier role on the Project Board.
C. The work in Stage 2 completed ahead of schedule by 3 days.
D. 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 Part
8 A A B C D
1
2
3
4
PRINCE2


2
8

The installation has completed as planned. The Project Manager is now working through the
Closing a Project activities.



C True False

D False True

E False False

Assertion Reason
1
Any unfinished work should be recorded
in the Daily Log for action by the
appropriate business department.

BECAUSE
The Daily Log provides a means for
the Project Manager to record
informal issues.
2
The End Project Report will be produced
when all the benefits of the new ride have
been realised.

BECAUSE
The End Project Report documents
whether all the benefits have been
achieved.
3
The Stage Plan for stage 5 should contain
details of the products to be created or
updated during the Closing a Project
process.

BECAUSE
Work Packages will be required for
the production of the End Project
Report and to update the Benefits
Review Plan.
4
As part of the handover of the ride to the
customer arrangements should be made
for the ongoing management of the ride.

BECAUSE
Part of handing over the finished
products is to ensure that the
appropriate support and
maintenance systems are in place.

Processes DP, CS, SB, MP & CP 8 B 4
Question Part
8 B A B C D E
1
2
3
4

PRINCE2


2
8

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 Column 2
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.
A Follow ups
B This reporting period
C Next reporting period
D Work Package
tolerance status
E Issues and risks

2 The outstanding documentation from last week has been
completed.
3 If the IT system doesnt require reconfiguring it is possible
that we can bring the testing forward by 2 weeks.
4

Next week we shall test the cable installation.

Processes DP, CS, SB, MP & CP 8 C 4
Question Part
8 C A B C D E
1
2
3
4
PRINCE2


2
8

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 Column 2
1 Although not previously considered, the Park Director
wants a water feature to be included within the
landscaping work.
A Problem or concern
B Request for change
C Off-specification

2 Whilst installing the new electrical services it was
discovered that the incoming supply is faulty causing a
serious delay.
3 The ride seating was signed off now it appears that the
paint colour used does not match that stated in the
product description.
4

The operational staff have asked for a different type of IT
system to that previously agreed.

Change Theme 9 A 4
Question Part
9 A A B C
1
2
3
4
PRINCE2


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8

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.



C True False

D False True

E False False

Assertion Reason
1
The change in requirements should be
treated as a request for change.

BECAUSE
Something that should be provided
by the project, but currently is not
provided is an off-specification.
2
An Exception Plan at project level must
be produced to reflect this change.

BECAUSE
All deviations from agreed
tolerances require an Exception
plan.
3 If the Project Manager needs to see if any
other products are affected s/he should
look in the Configuration Item Record.

BECAUSE
The Configuration Item record
contains the relationship with other
items.
4
As the change can be paid for by the
Change Budget the Project Manager can
authorise the change.

BECAUSE The Change Authority only deals
with changes that require funding.

Change Theme 9 B 4
Question Part
9 B A B C D E
1
2
3
4
PRINCE2


2
8

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 Column 2
1 The Project Board have approved the request and
transferred the funds into the project budget.
A Issue description
B Impact analysis
C Recommendation
D Severity
E Decision

2 Changing the colour of the seats will require the work
already started to be scrapped.
3 As work has started the Project Manager believes that the
best option will be to continue with the original colour
scheme.
4

The cost of this change is outside the authority level of the
Project Manager and must be escalated.

Change Theme 9 C 4
Question Part
9 C A B C D E
1
2
3
4
PRINCE2


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Suggested Answers

Practitioner Exam Pleasure Park

Question Part
1 A A B C D E
1 0 1 1 0 0
2 1 0 1 0 0
3 1 0 0 1 0
4 1 1 0 0 0
5 0 1 0 1 0
6 1 0 0 1 0
Question Part
1 B A B C D E
1 0 0 0 0 1
2 1 0 0 0 0
3 0 0 1 0 0
4 0 0 0 1 0
5 0 1 0 0 0
6 0 0 0 1 0
PRINCE2


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8

Question Part
2 A A B C D E
1 1 1 0 0 0
2 1 0 1 0
3 1 0 0 1
4 0 1 1 0
5 0 0 1 1
6 1 1 0 0
Question Part
2 B A B C D E
1 1 0 0 0 0
2 0 0 0 1 0
3 0 0 0 0 1
4 0 0 0 0 1
5 0 0 0 1 0
6 1 0 0 0 0
PRINCE2


2
8

Question Part
3 A A B C D E F
1 0 1 0 0 0 0
2 0 0 0 0 1 0
3 0 0 1 0 0 0
4 0 0 0 1 0 0
Question Part
3 B A B C D E
1 0 0 0 1 0
2 0 0 1 0 0
3 0 0 1 0 0
4 0 0 0 0 1
Question Part
3 C A B C D E F
1 0 0 0 1 0 0
2 0 0 1 0 0 0
3 1 0 0 0 0 0
4 0 0 0 0 1 0
PRINCE2


2
8

Question Part
4 A A B C D E
1 0 1 0 0
2 0 0 1 0
3 0 1 0 1 0
4 1 1 0 0 0
Question Part
4 B A B C D E
1 0 0 1 0 0
2 0 0 0 0 1
3 1 0 0 0 0
4 0 0 0 1 0
Question Part
4 C A B C D E
1 0 0 0 0 1
2 0 0 0 1 0
3 0 0 1 0 0
4 0 1 0 0 0
PRINCE2


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8

Question Part
5 A A B C D E
1 0 0 0 1 0
2 0 0 0 0 1
3 0 0 1 0 0
4 0 0 0 1 0
5 0 1 0 0 0
6 0 0 0 1 0
Question Part
5 B A B C D E
1 0 0 0 0 1
2 1 0 0 0 0
3 0 0 1 0 0
4 0 0 0 1 0
5 1 0 0 0 0
6 0 0 1 0 0
PRINCE2


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8

Question Part
6 A A B C D
1 0 1 0 0
2 0 1 0 0
3 0 1 0 0
4 0 0 0 1
Question Part
6 B A B C D
1 0 0 1 0
2 0 0 1 0
3 0 0 0 1
4 0 0 1 0
Question Part
6 C A B C D
1 0 0 1 0
2 1 0 0 0
3 0 1 0 0
4 0 0 1 0
PRINCE2


2
8

Question Part
7 A A B C D
1 1 0 0 0
2 0 0 0 1
3 0 1 0 0
4 0 0 1 0
5 0 1 0 0
Question Part
7 B A B C D
1 1 0 0 0
2 0 0 0 1
Question Part
7 C A B C D E
1 0 0 0 1 0
2 1 0 0 0 0
3 0 0 0 0 1
4 0 0 1 0 0
5 0 1 0 0 0
PRINCE2


2
8

Question Part
8 A A B C D
1 0 1 0 0
2 0 0 0 1
3 0 0 0 1
4 0 1 0 0
Question Part
8 B A B C D E
1 0 0 0 1 0
2 0 0 0 0 1
3 0 0 1 0 0
4 1 0 0 0 0
Question Part
8 C A B C D E
1 0 0 0 1 0
2 1 0 0 0 0
3 0 0 0 0 1
4 0 0 1 0 0
PRINCE2


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8

Question Part
9 A A B C
1 0 1 0
2 1 0 0
3 0 0 1
4 0 1 0
Question Part
9 B A B C D E
1 0 1 0 0 0
2 0 0 0 0 1
3 1 0 0 0 0
4 0 0 0 0 1
Question Part
9 C A B C D E
1 0 0 0 0 1
2 0 1 0 0 0
3 0 0 1 0 0
4 0 0 0 1 0
PRINCE2


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Pleasure Park Project Rationale

Question 1 Business Case Theme

Question Part

1 A Answer
1a incorrect Is a benefit.
1b correct Is a reason for doing the project it describes the current situation.

1c correct
Is a reason for doing the project it describes how the project supports
achievement of corporate strategies and objectives. (A 2.2 p237)

1d incorrect
Is a reason for rejecting another business option, not a reason for doing the
project.
1e incorrect Is a benefit.
Question Part

1 A Answer
2a correct This is a business option.
2b incorrect This relates to the project approach.
2c correct This is a business option.
2d incorrect This relates to the project approach.
2e incorrect This also relates to the project approach.
Question Part

1 A Answer
3a correct A is a measureable benefit and is directly attributable to the move.
3b incorrect B is an expected dis-benefit.
3c incorrect C is a cost.
3d correct D is a measurable benefit of this project.
3e incorrect E relates to timescales of the project.
Question Part

1 A Answer
4a correct Both A and B are relevant to the cost heading as per appendix A2.2.
4b correct Both A and B are relevant to the cost heading as per appendix A2.2.
4c incorrect C is a benefit.
4d incorrect D is a risk.

4e incorrect
E is just a statement about the risk budget and is not relevant to the Business
Case.
PRINCE2


2
8

Question Part

1 A Answer
5a incorrect This is just a statement of uncertainty not a risk.
5b correct Is a risk as it has event, cause and effect.
5c incorrect Is a statement.
5d correct Is a risk it has event, cause and effect.
5e incorrect This is a statement of uncertainty not a risk.
Question Part

1 A Answer

6a correct
Both A and D relate to the timescales of this project and the benefits realisation
period.
6b incorrect Is not relevant to the Business Case.
6c incorrect This is a statement about scope and will be included in the Project Plan.

6d correct
Both A and D relate to the timescales of this project and the benefits realisation
period.
6e incorrect Is a contingency plan for a risk.
PRINCE2


2
8

Question Part

1 B Assertion Reason
1 E
FALSE - do nothing is always part of the
Business Case see A.2.2
FALSE - The Do Nothing option is required as
part of the Business Case options section
see A 2.2
2 A
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 reason correctly explains the
Assertion (see para 9.3.3.2)
3 C
TRUE - the ability to increase sales (or
otherwise) is a benefit of this project and
should be included within the Benefits
Realization Plan
FALSE - see A1.2
4 D
FALSE - When considering a request for
change the effect on the Business case
must be considered. (see 9.3.3.2)
TRUE - see 10.3.1.1
5 B
TRUE - The costs may/will have changed
and this will affect the business case costs
and benefits.
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
6 D
FALSE - This cannot be delegated. App
C2.1

TRUE - Appendix C 3.1
PRINCE2


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8
Question 2 Organisation Theme

Question Part

2 A Answer

1a correct
Both nominees have the appropriate authority to make decisions and commit
resources on behalf of the business.

1b correct
Both nominees have the appropriate authority to make decisions and commit
resources on behalf of the business.

1c incorrect
Sams role in Sales and marketing is linked to the users (public) of the ride and
can represent their views.
1d incorrect Julia is more concerned with the supply side safety etc that than the users.
1e incorrect Lucy can clearly represent the users (public) and the staff operating the ride.
Question Part

2 A Answer
2a correct Lucy can clearly represent the users (public) and the staff operating the ride.
2b incorrect Robert Roller is the supplier.

2c correct
Sams role in Sales and marketing is linked to the users (public) of the ride and
can represent their views.
2d incorrect Julia is more concerned with the supply side safety etc that than the users.
Question Part

2 A 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.

3b incorrect
Lucy is associated with the Operation aspects, rather than the financial and
business aspects.
3c incorrect Julia is associated with the supply side rather than the business

3d 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.
Question Part

2 A Answer
4a incorrect Barry is associated with business and finance rather than the user aspects

4b correct
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.

4c correct
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.
4d incorrect David is associated with business and finance rather than the user aspects
PRINCE2


2
8

Question Part

2 A Answer
5a incorrect Lucy Large is better suited to the senior User role.

5b incorrect
Julia Mackenzie is again better suited to Project assurance for the Senior User,
making sure that the ride fulfils its safety.

5c correct
The newly appointed installation contractor should be represented on the Board
along with Robert Roller.

5d correct
The newly appointed installation contractor should be represented on the Board
along with Robert Roller.
Question Part

2 A Answer

6a correct
Robert and the rep for the supplier can provide their own assurance as
suppliers.

6b correct
Robert and the rep for the supplier can provide their own assurance as
suppliers.
6c incorrect Julia is better suited to provide assurance for the Senior User.
6d incorrect Walter is not suitable for an assurance role.
Question Part

1 A
TRUE - Both Cyril and Barry could be the
Executive for the reason stated
TRUE this is a key responsibility of the
Executive (see 5.3.2.2 and C.2.1). Both
nominees fulfill these criteria
2 D
FALSE - Walter is not in a position to
represent all the users, neither does he
have the authority to commit resources.
TRUE - see 5.3.2.1
3 E
FALSE - because this company will be
supplying the skills to undertake the work
and should be represented on the Project
Board.
FALSE - none of the PRINCE2 roles are
optional, although it is possible to have one
person taking more than one role.
4 E
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 - as the Organization theme does not
state this.
5 D
FALSE - this is a large project where it
would be preferable to have separate
people in the role.
TRUE - see 19.5.1.1
6 A
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 and correctly explains the assertion
PRINCE2


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8
Question 3 Risk Theme

Question Part

3 A Answer
1a incorrect This does not avoid the risk as flooding can still occur.
1b correct Flooding will be significantly reduced.
1c incorrect This is not a fallback action as it is taken before the risk is likely to occur.
1d incorrect This does not transfer the risk.
1e incorrect As we are doing something it is not acceptance.
1f incorrect We are not sharing the risk.
Question Part

3 A Answer
2a incorrect No effective action is taken so we have not avoided it.
2b incorrect No effective action is taken so we have not reduced the risk.
2c incorrect No effective action is taken so we have not made a fallback plan.
2d incorrect No effective action is taken so we have not transferred it.
2e correct No effective action is taken accept.
Question Part

3 A Answer
3a incorrect No action is taken unless the risk occurs so we have not avoided it.
3b incorrect No action is taken unless the risk occurs so we have not reduced the risk.
3c correct A plan B has been established fallback.
3d incorrect No action is taken unless the risk occurs so we have not transferred the risk.
Question Part

3 A Answer

4a incorrect
Asking the contractor does not prevent the risk occurring so we have not
avoided it.

4b incorrect
reduced it.

4c incorrect
defined a fallback action.
4d correct It is now the suppliers job to deal with the risk transfer.

4f incorrect
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.
PRINCE2


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8

Question Part

1 D
FALSE - New risks are captured in the Risk
Register (15.4.6)
TRUE See 15.4.6
2 C
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)
FALSE Not all tolerance breaches will be
escalated to the Project Board. For example,
work package tolerance.
3 C
TRUE - The operational manager will be
able to keep the project informed of any
adverse weather forecasts.
FALSE - The risk owner does not always take
the mitigating actions. There may be a risk
actionee. - see 8.3.5.4
4 E
FALSE - risks can always be accepted,
although it may not be a sensible thing to
do.
FALSE - events outside the project can be
addressed and actions taken to mitigate their
effects.
Question
Part

3 C Answer

1d correct
This is a risk response it describes the action that is being taken (albeit
acceptance) (A25.2)

2c correct
This relates to when the risk may happen i.e. in November which is the
proximity (A25.2)

3a correct This is a category of risk (schedule) A25.2.
4e correct Active is a valid status for a risk (A25.2)
PRINCE2


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8
Question 4 Progress Theme

Question
Part

4 A Answer

1a incorrect
Is false there is no need for all the remaining tolerance to be allocated to the
final stage.
1b correct The Project Board can allocate the project tolerance however it wishes.
1c incorrect An Exception report is only required if tolerances are forecast to be exceeded.
1d incorrect Speeding up the project will not create more cost tolerance.
Question Part

4 A Answer

2a incorrect
An Exception Plan is only required when a plan is in exception. This is not
required at the normal end of a stage.

2b incorrect
The Risk register will have been updated already when the Stage Plan was
prepared.

2c correct
These activities need to be completed as the Project Plan should be updated to
reflect the Stage 3 Plan.

2d incorrect
Updates to the Quality Register are done as the reviews take place, not at the
end of the stage.
Question
Part

4 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.

3b correct
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.

3c incorrect
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.

3d correct
This will give the Board more detail of progress and therefore give them more
control.
3e incorrect This will have no effect on Project Board control.
Question
Part

4 A Answer

4a correct
These reports from the team manager will give the Project Manager updates
more frequently and therefore more control.

4b correct
Having a plan which s/he can monitor from the Team Manager will give the
project Manager more control.

4c incorrect
Exception Reports are not appropriate between Team Managers and Project
Managers.
4d incorrect This will give the Board more detail of progress not the Project Manager.
4e incorrect This will have no effect on Project Managers control.
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Question
Part B

4 Answer Assertion Reason
1 C
TRUE - Tolerance can be allocated
however the Project Board directs.
FALSE - Although this is the final stage
tolerance can be applied to stages however the
Project Board wishes.
2 E
FALSE - The Project Manager should
maintain the Daily Log throughout. It
is closed in Recommend project
closure (see Figure 18.6).
FALSE - Not all issues require an issue Report
and an entry in the Issue Register some can
be handled informally. 9.3.3.1.
3 A
TRUE - Assertion is true and is
correctly explained by the reason.
See A18.1/2.
TRUE - see Reason.
4 D
FALSE _ Benefit tolerance only
applies to the Project and is noted in
the Business Case.
TRUE - (see Table 10.1).
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Question
Part

4 C Answer
1e correct This is a forecast of performance when the project will finish. (A9.2).

2d correct
This reflects something we should have done and should be included within the
Lessons Report. (A9.2).

3c correct
This reflects an opportunity and should be discussed under issues and risks.
(A9.2)

4b correct
This statement reflects the number of quality checks done and their result
quality records. (A9.2)
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Question 5 Plans Theme

Question
Part

5 A Answer
1d correct The Ride layout plan already exist. It is a correctly shown external product.

2e correct
This is shown as a sub product of Supports in a one to one relationship which
is incorrect.
3c correct Build entry platform is an activity, not a product.
4d correct Acceptance certificate is part of your project it is a correctly shown product.

5b correct
Site offices are required as part of your project. It is incorrectly shown as an
external product.
6d correct Rails are part of your project. It is correctly shown.
Question
Part

1 E
FALSE - Stage plans are produced
towards the end of the previous stage - see
7.2.5.
FALSE - Stage plans are produced towards
the end of the previous stage - see 7.2.5.
2 A
TRUE - The final stage of the project
includes the closure activities (see 18.3).
TRUE - This correctly explains the assertion.
3 C
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 - Only time, cost, scope and maybe risk
tolerances, at project level, are recorded in the
project plan (see A16.2).
4 D
FALSE - All stages should be planned
including the initiation stage. (see 12.4.6).
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.
5 A
TRUE - The ITT is a significant piece of
work and its completion would be a
suitable milestone.
TRUE - (see 7.3.6.6) this is the right reason for
the assertion.
6 C
TRUE - This is first step in the planning
procedure (see 7.3.3.2).
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 Part

6 A Answer
1a incorrect Is not measurable there are many shades of red.
1b correct Is measureable and reflects the information supplied.
1c incorrect Is subjective.
1d incorrect Is subjective.
Question Part

6 A Answer

2a incorrect
There is no specified requirement that says the Park Director must check the
plans.
2b correct This is a stated requirement in the scenario additional information.
2c incorrect The PM does not have these skills.
2d incorrect All products should be quality checked in some form.
Question Part

6 A Answer

3a incorrect This is statement of requirement not a tolerance.

3b correct This provides a range of quality.

3c incorrect This is statement of requirement not a tolerance.

3d incorrect This is statement of requirement not a tolerance.
Question Part

6 A Answer
4a incorrect This is not an objective test.
4b incorrect This would be too late and is inappropriate.
4c incorrect This is a valid method, rather a statement of responsibility.
4d correct This is a valid and objective test.
Question Part

6 B Answer
1a incorrect Entry 1 is correct as it stands.
1b incorrect Entry 2 is correct as the Introduction section should include this.
1c correct Entry 3 should be recorded under Roles and responsibilities and is correct.
1d incorrect Entry 2 is correct.
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Question Part

6 B Answer

2a incorrect
Whilst this is correct on its own c is correct because entry 5 is also in the
wrong place.

2b incorrect
Whilst this is correct on its own c is correct because entry 4 is also in the
wrong place.

2c correct
Both entry 4 and 5 are about roles and responsibilities and not Tools and
techniques.
2d incorrect This is a responsibility.
Question Part

6 B Answer
3a incorrect Entry 6 These are relevant standards.
3b incorrect This relates to a responsibility and would not be noted under Standards.
3c incorrect This is a quality criterion.
3d correct This is a quality standard.
Question Part

6 B Answer
4a incorrect Entry 7 is a responsibility and correctly located.
4b incorrect Entry 8 is a responsibility and correctly located.

4c correct
This is a responsibility of Project Assurance not the Project Manager (see
C7.1).
4d incorrect See A above.
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Question Part

6 C Answer

1a incorrect
Whilst being safe is important this statement is not measureable and is
therefore not a valid acceptance criterion.

1b incorrect
Whilst strong bolts are important this statement is not measureable and is
1c correct This is measurable and is therefore a valid acceptance criterion.

1d incorrect
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.
Question Part

6 C Answer
2a correct This is measurable and is therefore a valid acceptance criterion.

2b incorrect
What is the right scale? This statement is not measureable and is therefore
not a valid acceptance criterion.

2c incorrect
What represents complete? This statement is not measureable and is

2d incorrect
Who are all parties and what makes them satisfactory? This statement is
not measureable and is therefore not a valid acceptance criterion.
Question Part

6 C Answer
3a incorrect This is a responsibility.
3b correct This is valid in process method (see 6.3.2.1).
3c incorrect This is a responsibility for managing the project and not relevant.
3d incorrect This is a quality criterion.
Question Part

6 C Answer
4a incorrect This is an in process method.
4b incorrect This is a quality criterion.
4c correct This is a valid appraisal method (see 6.3.2.1).
4d incorrect This is a quality responsibility.
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Question 7 Processes SU & IP

Question Part

7 A Answer

1a correct
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.
1b incorrect Is just a statement of fact.
1c incorrect Is just a statement of fact.

1d incorrect
Is a quality expectation of the Park Director and should be analysed and
included in the Project Product Description.
Question Part

7 A Answer

2a incorrect
Is related to how the work will be done and should be included in the project
approach.

2b incorrect Relates to the project team structure.
2c incorrect Relates to the stage 2 plan.

2d correct
This is a quality expectation of the Park Director and should be recorded under
customers quality expectations.
Question Part

7 A Answer

3a incorrect
Is a statement of Project Tolerance and should be included within the Project
Plan.

3b correct
This is a range of quality and should be included within the Project Product
Description under the Project-level quality Tolerances heading.

3c incorrect
This is a quality criterion for the seats product, not the project and therefore
would be noted in the Product Description for the seats.
3d incorrect This is just a statement and not relevant to the Project Product Description.
Question Part

7 A Answer

4a incorrect
This is not relevant to the approach. It should be noted in the Daily Log and
implemented when the contractor is appointed.

4b incorrect
This is a quality criterion for the materials and should be included in the
(Project) Product Description.

4c correct
This describes the way in which the project will be undertaken and should be
included within the project approach.

4d incorrect
This is a risk and should be included within the Daily Log and transferred to the
Risk Register in Initiation.
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Question Part

7 A Answer

5a incorrect
This describes how risks are managed in Starting up a Project and is not an
entry for the Stage Plan.

5b correct
This is an assumption for the Stage and it should be included with the Stage
Plan (see A 16.2).

5c incorrect
This is a cost estimate for the project and will form part of the outline Business
Case in the Project Brief.

5d incorrect
This is an acceptance criterion and should be included within the Project
Product Description.
Question Part

7 B Answer
1a correct This is a description of a Business Option (A2.2).
1b incorrect This is a risk for Stage 3 and should be recorded in the Risk Register.

1c incorrect
This should be recorded in the Quality Management Strategy (roles and
responsibilities).
1d incorrect This is an assumption for the Project Plan.
Question Part

7 B Answer
2a incorrect Is a statement for the Quality Management Strategy

2b incorrect
Relates to the scales for risk impact and should be noted in the Risk
Management Strategy
2c incorrect Relates to the Quality Management Strategy

2d correct
Relates to the Change Authority and will be included within the Roles and
Responsibilities entry.
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Question Part

7 C Assertion Reason
1 D
FALSE - the Risk Register is created in
Prepare the Risk Management Strategy.
(see 14.4.1).
TRUE - This is the purpose of the Risk
Management Strategy. (see A24.1).
2 A
TRUE - Assertion is correctly explained by
the Reason. (see 14.4.6 & 7).
TRUE - this correctly explains the assertion
Assertion is correctly explained by the Reason.
(see 14.4.6 & 7).
3 E
FALSE - The Communications
Management Strategy defines
communications for all stakeholders. (See
A4.1).
FALSE - The Communications Management
Strategy defines communications for all
stakeholders. (See A4.1).
4 C
TRUE - the Change Authority is defined in
the Configuration management Strategy
(see A6.2).

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).
5 B
TRUE - by definition (see A24.2 Scales).
The Reason is also true.
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 Part

8 A Answer
1a incorrect Is a statement of fact and will be reflected in the Stage Plan.
1b correct Is a constraint and should be recorded as such in the Work package.
1c incorrect Is just a statement of fact.

1d incorrect
Is a quality expectation of the MD and should be analysed and included in the
Project Product Description.
Question Part

8 A Answer

2a incorrect
This relates to work completed in Stage 2 and would not be discussed in a
Highlight report for Stage 3.

2b incorrect
B This would have been decided at the End Stage Assessment between stages
2 and 3 and is not relevant to the Highlight Report.
2c incorrect This would have been noted in the End Stage Report for Stage 2. (see A9.2).

2d correct
This would be noted in the highlight Report under Project and stage tolerance
status. (see A 11.2).
Question Part

8 A Answer
3a incorrect This is a constraint and should be included in the relevant work packages.
3b incorrect This information should be recorded in the End Stage Report for Stage 2.
3c incorrect This information should be recorded in the End Stage Report for Stage 2.

3d correct
This is a correct entry for the End Stage report for Stage 3. It should be
recorded under forecast. (see A9.2).
Question Part

8 A Answer
4a incorrect This is a statement of fact and should be recorded in the End Stage Report.
4b correct This is a lesson which could be applied to other projects.
4c incorrect This is a rumour and should be recorded as a risk?
4d incorrect This is a statement of fact.
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Question Part

1 D
FALSE - unfinished work should be
recorded as a follow on action
recommendation. (see 18.4.3)
TRUE - (see A7.1)
2 E
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.
FALSE - Only benefits achieved at closure are
noted in the End Project Report. (see A8.2)

3 C
TRUE - Closure is part of the final stage
and therefore the activities involved should
be included within the Stage Plan.
FALSE - Work Packages are not used to
produce management products.
4 A
TRUE - Assertion is true and correctly
explained by the reason - answer A. (see
18.4.3)
TRUE - Assertion is true and correctly
explained by the reason - answer A. (see
18.4.3)
Question Part

8 C Answer

1d correct
This relates to the amount of time tolerance being used - actuals and forecast.
(A3.2).

2a correct
This refers to outstanding work from last week the checkpoints are weekly.
(A3.2).

3e correct
This reflects an opportunity and should be discussed under issues and risks.
(A3.2)
4c correct This refers to quality work to be carried out in the next period. (A3.2)
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Question 9 Change Theme

Question Part

9 A Answer
1b correct This is a new requirement and should be classified as a request for change.
2a correct This is a problem or concern as it is an unforeseen event. It requires attention.

3c correct
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.

4b correct
Something different is required from that currently agreed so this is a request
for change.
Question Part

1 B
TRUE - this is a proposal to change the
requirements.
TRUE - by definition (Table 9.1) but it is not the
reason for the assertion. Answer B
2 E
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.
FALSE - Raising an Exception Plan is only one
of many options open to the project Board in
such a situation (Table 9.2)

3 A
TRUE - And is correctly explained by the
reason. (See A5.2).
TRUE - And correctly explains the assertion
(see A.5.2)
4 E
FALSE - All changes must be referred to
the Change Authority and in this scenario
that is the Project Board.
FALSE - The Change authority deals with all
change requests.
Question Part

9 C Answer

1e correct
This statement reflects the decision made by the Change Authority (in this case
the Project Board). (A13.2)

2b correct
This is part of the impact analysis the effect of incorporating the change.
(A13.2)
3c correct This is a recommendation. (A13.2)

4d correct
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 Create the customer list using information from the Accounts and Marketing
departments
o Confirm compliance with the Data Protection Legislation
o Create a design for each month - this will be done by the internal creative team
o Select and appoint a professional photographer
o Gather photograph design ideas from previous project and agree photographic
session schedule
o Prepare a production cost forecast
o Select paper and envelope.

Stage 3 will include the activities to:

o Produce and select the professionally-taken photographs
o Hold the label design competition and choose the label design
o 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. Design for each month
2. 100gsm glossy paper
3. Full colour
4. Selected envelope
5. Chosen label design
6. List of customers
7. Selected photographs
8. Photo session schedule
Derivation 9. New company logo design
10. Previous calendar designs
11. Internal creative team
12. Production cost forecast
Development Skills Required

13. Photographer
14. Internal creative team
15. Printer
Customers Quality Expectations

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.
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.
Plan prerequisites

2. Increase in orders and improved company image.
3. The production cost forecast must be acceptable to the
Project Board if the photography and the label design
competition are to go ahead.
4. The customer list is accurate and complete.
External dependencies

5. 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.
6. Customer details will be supplied from the Accounts
department and the Marketing department customer
databases for the customer list.
7. The label design must contain the new company logo.
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.
Monitoring and control

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.
Budgets 15. Cost 5,000 for specialist products
16. Time 4 weeks
17. Risk 0

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Question continues on next page

Question continued
Business Case Theme 1 A 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 The Marketing department believes that sending a promotional calendar to current
and prospective customers will increase orders by at least 10%.
B 10% of customers have not re-ordered in this financial year.
C 1,500 orders are expected, each with an average profit of 2,000.
D The Marketing department believes that the effect of a good company image,
portrayed by a successful calendar, would last into a second year.
E MNO Manufacturing is experiencing a reduction in order numbers due in part to the
increased marketing activities of its competitors.
2 Which 2 statements should be recorded under the Business options heading?
A Produce a promotional calendar as a free Christmas gift to current and prospective
customers.
B Use a professional photographer to create the photographs for the calendar.
C Create the photographs for the calendar internally.
D Outsource the creation of the calendar to a professional marketing company.
E Do nothing.
3 Which 2 statements should be recorded under the Expected benefits heading?
A Increase orders by at least 10% with a minimum of 10 further orders from the list of
prospective customers within 12 months.
B The calendar will be similar to calendars sent out in previous years.
C 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.
D The calendar will contain photographs of both staff and company products.
E The Marketing department want a very high quality, glossy product as they believe this
will be more appealing to customers.
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4 Which 2 statements should be recorded under the Expected dis-benefits heading?
A A high quality, glossy product will involve additional costs.
B Individuals in the engineering team who are not selected to appear in the calendar
photographs will become de-motivated.
C The calendar may not result in the expected 10% increase in orders.
D As the Calendar project is a priority for the MNO Manufacturing Company, the delivery
of other projects within the Marketing department will be delayed.
E 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?
A Benefits will be lost if the project is not completed on time.
B A recruitment campaign to fill the existing staff vacancies will need to take place in the
next 12 months.
C Additional 10% increase in orders in year two.
D The prepared calendar pack must be delivered by the first week in December.
E 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?
A The MNO marketing budget this year is 120,000.
B The project will be funded from the business marketing budget.
C 10 further orders with an average profit of 2,000 will deliver a benefit of 20,000 in
the first year.
D The new company logo is estimated to cost 4,000.
E Project costs are estimated to be a total of 26,500.
7 Which 2 statements correctly define a Business Case risk which should be recorded under the
Major risks heading?
A Operational costs will increase as a result of the recruitment campaign.
B The prepared calendar pack is to be delivered to the printers by the first week in
December.
C If the calendar quality is poor customers will not use it, creating the reverse effect and
reducing orders further.
D If any competitors launch a calendar at the same time this will reduce the impact of the
MNO calendar and benefits will be reduced.
E Staff morale will improve as a result of the promotional calendar.

PRINCE2


2
8

Question Part
1 A A B C D E
1
2
3
4
5
6
7
PRINCE2


2
8

Using the additional information provided for this question in the Scenario Booklet, answer
the following question.


C True False
D False True
E False False
Assertion Reason
1
If the calendar option is changed there
should be a review of, and possible
changes to, the Business Case.

BECAUSE
The Business Case includes options
for the delivery of the chosen solution.
2
The Business Case will no longer be
viable if the prepared calendar pack is
not available for printing until the first
week of December.

BECAUSE
The Business Case is no longer viable
if stage tolerances are exceeded during
the project.
3
The fact that the projects aim is to try
to counter the fall in orders should be
documented in the Project Brief.

BECAUSE
The outline Business Case contains
the reasons why the project is needed
and forms part of the Project Brief.
4
The Benefits Review Plan should
include an assessment in 12-months
time of the increase in orders.

BECAUSE
The Benefits Review Plan contains
details of benefits reviews to be
conducted during the project.
5
The expected improvement in staff
morale should NOT be recorded as a
benefit in the Business Case.

BECAUSE
Only those benefits that can be
measured in financial terms should be
defined in the Business Case.

Business Case Theme 1 B 5
Question Part
1 B A B C D E
1
2
3
4
5
PRINCE2


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8


Organization Theme 2 A 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.
1 Which 2 statements explain why the Marketing Director would be appropriate as the Executive
for this project?
A She has been with the company for three years.
B She previously had a successful career in publicity.
C She is able to represent the business needs of MNO Manufacturing.
D She has authority to commit the marketing budget, from which the project will be
funded.
E She requires more experience working with the engineering industry.

2 Which 2 statements explain why the CEO would be appropriate as the Executive for this
project?
A He started the company 25 years ago.
B He knows his job very well.
C He restricts his visits to the engineering area.
D He has the authority to commit resources as required.
E He has an overall perspective of the business's strategic requirements.
3 Which 2 statements explain why the Marketing Director would be appropriate as a Senior User
for this project?
A She can represent the Marketing department.
B She previously had a successful career in publicity.
C The Marketing department will help to deliver the benefits of this project.
D The project will be funded from the business marketing budget.
E A number of the products will be produced by the Sales department and the Marketing
department.
PRINCE2


2
8
Question continued

4 Which 2 statements explain why the Sales Manager would be appropriate as a Senior User for this
project?
A He joined the company last year with huge enthusiasm.
B 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.
C The launch of a company calendar will impact the Sales department.
D He reports directly to the Marketing Director.
E He is able to represent current and prospective customer interests.
5 Which 2 statements explain why the Purchasing Manager would be appropriate as a Senior
Supplier for this project?
A He is responsible for advising on the acceptance methods to be included in supplier
contracts.
B He will procure the resources and materials required for the project's products.
C He was an engineer and worked in that area before taking up his current position.
D He can monitor the production cost forecast against the Business Case and ensure
value for money.
E He is not appropriate for the role of Executive or Senior User.

6 Which 2 statements explain why the Sales Manager would be appropriate in a user assurance role
for this project?
A He joined the company last year with huge enthusiasm and is keen to increase sales.
B He can provide an evaluation of the potential impact the calendar will have on sales.
C He is able to advise on suitable stakeholder engagement of current and prospective
customers.
D 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.
E He can resolve any conflict in requirements between the Sales department and the
Marketing department.

7 Which 2 statements explain why Central Records would be appropriate in a Project Support role
for this project?
A They have knowledge of specialist tools and techniques that are required for this project.
B The department already exists within the organization and its staff members have been
with the company for many years.
C They will ensure compliance with all company policies and procedures.
D They perform a quality assurance function across all projects.
E They have knowledge of the organizational standards that will be applicable to the project.

PRINCE2


2
8

Question Part
2 A A B C D E
1
2
3
4
5
6
7
PRINCE2


2
8



C True False
D False True
E False False
Assertion Reason
1 The Executive role should be shared
by the CEO and the Marketing
Director.

BECAUSE
The Executive is responsible for
securing the funding for the project.
2 The Senior User role should be
shared by the Marketing Director and
the Engineering Manager.

BECAUSE
Those who provide specialist resources
to the project development teams
should perform a Senior User role.
3 Bright Lights and Portraits Ltd are both
stakeholders on the Calendar project.

BECAUSE
Anyone who can affect a project is a
stakeholder on that project.
4 A single member of Central Records
should NOT perform both a Project
Support and a Project Assurance role
on this project

BECAUSE
It is necessary to keep Project Support
and Project Assurance responsibilities
separate.
5 The Engineering Manager should be
included in the Communication
Management Strategy.

BECAUSE
The Communication Management
Strategy describes the communication
tools to be used.

Organization Theme 2 B 5
Question Part
2 B A B C D E
1
2
3
4
5
PRINCE2


2
8

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 Column 2
1 Understanding the customers quality expectations. A Quality assurance
B Quality control
C Quality planning
2 Approval of the project's products.
3 Confirmation that corporate management standards
and policies are being adhered to.

Quality Theme 3 A 3
Question Part
3 A A B C
1
2
3
PRINCE2


2
8

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 Column 2
1 Half the size of the selected
envelope.
A NOT included
B Quality criteria
C Quality tolerance
D Quality skills required
E Quality responsibilities
2 Printing company.
3 Project Board.
4 +5% / -5% of the required label size.

Quality Theme 3 B 4
Question Part
3 B A B C D E
1
2
3
4
PRINCE2


2
8

Question continued

Quality Theme 3 C 5
Using the Project Scenario and the additional information provided for this question in the
Scenario Booklet, answer the following 5 questions about the Project Product Description.
1 Which 2 statements apply to the Composition section?
A Amend entry 2 to 'Selected paper'.
B Delete entry 3 because this is NOT a major product to be delivered by this project.
C Move entry 6 to Derivation because this product already exists.
D Delete entry 7 because these will be produced by the photographer.
E Add 'Calendars distributed to customers'.

2 Which 2 statements apply to the Derivation section?
A Move entry 9 to Composition because this is within the scope of the project.
B Delete entry 10 because this is NOT a source product for this project.
C Delete entry 11 as this is already correctly shown under Development Skills
required.
D Move entry 12 to Composition, because this is within the scope of this project.
E Add Professional photographer.
3 Which 2 statements apply to the Development skills required section?
A Move entry 13 to Composition because the appointment of the photographer is within
the scope of this project.
B Move entry 13 to Derivation because this is a source of information for this project.
C Delete entry 14 because this skill is NOT required within this project.
D Delete entry 15 because this skill is NOT required within this project.
E Add 'Knowledge of Data Protection Legislation'.
4. Which 2 statements apply to the Customer's quality expectations section?
A Delete entry 16 because this should be shown on the Product Description for the
photos.
B Delete entry 17 because this is beyond the scope of this project.
C Delete entry 18 because standards should NOT be shown here.
D Delete entry 19 because this should appear in the Product Description for the calendar
and not the Project Product Description.
E Delete entry 20 because this is an expected benefit and should be recorded in the
Business Case.

PRINCE2


2
8

5. Which 2 statements apply to the Acceptance criteria section?
A Amend entry 21 to Appearance - 12 photographs each showing different members of
staff.
B Move entry 21 to Composition because the photographs are part of the project
product.
C Delete entry 22 because the development of the new company logo is not within the
scope of the Calendar project.
D Move entry 23 to Derivation because the Data Protection Legislation already exists.
E Delete entry 24 because this is NOT a suitable acceptance criteria for this project.

Question Part
3 C A B C D E
1
2
3
4
5
PRINCE2


2
8

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 Column 2
1
Approval of the feasibility study by the Project Board before any
work on the project can commence.
A
Not made in
the Starting
up a Project
process
B First
C Second
D Third
2
Assess which parties should be involved during the project, as
suggested by previous development projects.
3
Evaluate possible candidates for Project Manager and decide
which should be appointed.

Starting Up a Project + Initiating a Project Processes 4 A 3
Question Part
4 A A B C D
1
2
3
PRINCE2


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8

Starting Up a Project + Initiating a Project Processes 4 B 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 A professional photographer will be commissioned to take the photographs.
2. Which statement should be recorded under the Outline Business Case heading?
A 10% more calendars than required should be printed to allow for any late additions to
the list of customers.
B
A production cost forecast will be reviewed by the Project Board to determine whether
the project should continue.
C
There has been a reduction in the number of orders due in part to the increased
marketing activities of competitors.
D
The Project Board have stated that the project cost tolerance can be used to speed up
the project if necessary.
3. Which statement should be recorded under the Project approach heading?
A The end product of this project will be a prepared calendar pack, ready for printing.
B The photography for the calendar is to be outsourced to a professional photographer.
C
A production cost forecast, based on the costs for the materials, printing and mailing is
to be produced in stage 2.
D
The actual production and distribution of the calendars is not within the scope of this
project.
Question Part
4 B A B C D
1
2
3
PRINCE2


2
8

Starting Up a Project + Initiating a Project Processes 4 C 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
No, because the professional photographer should create their own role description
when they are appointed in stage 2.
B No, because the professional photographer is external to the corporate organization.
C
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.
D
Yes, because the Project Manager should create role descriptions for all members of
the project management team.
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?
A
No, because the new company logo should be identified in the Business Case as part
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.
C
Yes, because the new company logo is required to produce the calendar and is being
produced by another project.
D Yes, because the production of the new company logo will need to be controlled by
the Project Manager.

3
During the initiation stage, the Project Manager created the Product Description for the
designs for each month.

A No, because all Product Descriptions should be created during the Managing a Stage
Boundary process, when preparing the Stage Plan.
B No, because it is the Project Product Description that should be created to define
what the project must deliver in order to gain acceptance.
C 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.
D Yes, because Product Descriptions for the major products of the project should be
created when preparing the Project Plan.

PRINCE2


2
8

4
When setting up the project controls, the Project Manager identified dates for two end stage
assessments, one for each of the management stages following initiation.
A No, because the Closing a Project process is used at the end of the final stage.
B No, because there are three stages in this project.
C
Yes, because the Project Manager needs to report how the stage performed and
provide an update on the Business Case.
D Yes, because the Project Board needs to be made aware of these dates so as to
ensure its availability.
5
The Project Manager has now completed the Project Plan which contains the Work
Packages for each of the project's products.
A No, because Work Packages should be created during the Starting up a Project
process to support the Project Product Description.
B No, because the Project Plan does not contain the content of each Work Package.
C Yes, because the tolerance(s) set in the Project Plan are derived from the Work
Package tolerance(s).
D Yes, because the Project Board will require this information in order to set
tolerance(s) for the Team Manager(s).

6
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.
A No, because any changes to the Project Plan should be approved by the Project
Board.
B No, because most of the expected benefits will be achieved after the project has
closed.
C
Yes, because it is important to define each benefit in quantifiable terms so that
measurable improvements can be made.
D
Yes, because the expected benefits of the promotional calendar can be measured
during the life of the project.

Question Part
4 C A B C D
1
2
3
4
5
6
PRINCE2


2
8

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 Column 2
1 Record the risk in the Risk Register and monitor the situation. A Avoid
B Reduce
C Fallback
D Transfer
E Accept
F Share

2 Decide not to compete and cancel the project.
3 Bring the target date of this project forward.
4 Wait for confirmation of the rivals calendar and, if required,
include additional gifts with the calendar as an extra incentive.
5 Carry on with the project as planned on the basis that the MNO
Manufacturing Company calendar is believed to be of better
quality.
6 Add a unique reference number to every calendar and hold a
prize draw each month.

Risk Theme 5 A 6
Question Part
5 A A B C D E F
1
2
3
4
5
6
PRINCE2


2
8



C True False

D False True

E False False

Assertion Reason
1 The fact that there has been no contact
with the photographer should have been
raised as an issue.

BECAUSE
Any forecast to exceed the agreed
stage tolerances should be
escalated to the Project Board.
2
As the person monitoring the contract, the
Purchasing Manager would be an
appropriate owner for the risk.

BECAUSE
A risk actionee should be the
person most capable of managing
the risk.
3
The photographer should have raised any
concerns about their availability for the
work as a risk before accepting the Work
Package.

BECAUSE
A separate Risk Register should be
created for each Work Package to
monitor specialist risks associated
with the creation of specialist
products.
4 If estimation of the risk shows that it is
likely to impact upon time, the Project
Manager will need to raise an Issue
Report.

BECAUSE
When the impact of a risk has been
identified, an Issue Report will be
required to implement any agreed
risk actions.
5 Regular Checkpoint Reports from the
photographer will help the Project
Manager manage the risk.

BECAUSE
Checkpoint Reports should provide
early warning of any delay in the
photographers work.
6 As a Work Package has been agreed
with the photographer, responsibility for
the risk will automatically have been
transferred to this third party.

BECAUSE
When selecting the most
appropriate risk response to take,
the best option is usually the least
expensive.

Risk Theme 5 B 6
PRINCE2


2
8

Question Part
5 B A B C D E
1
2
3
4
5
6
PRINCE2


2
8

Plans Theme 6 A 2
Answer the following questions about plans.
1 During which 2 activities should a plan be produced?
A When a Work Package is authorized, in the Controlling a Stage process.
B When preparing for planned closure, in the Closing a Project process.
C When a Work Package is accepted, in the Managing Product Delivery process.
D When escalating issues and risks, in the Controlling a Stage process.
E When planning project closure, in the Managing a Stage Boundary process.
2 Which 2 statements concerning responsibility for creating plans are correct?
A The Team Manager is responsible for creating Stage Plans.
B The Team Manager is responsible for creating Team Plans.
C Project Support is responsible for creating Team Plans.
D The Project Board is responsible for creating the Project Plan.
E The Project Manager is responsible for creating the Project Plan.
Question Part
6 A A B C D E
1
2
PRINCE2


2
8


Plans Theme 6 B 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 No, because the 'production cost forecast' is required for making the decision.
B No, because the 'production cost forecast' is being created within the scope of the
plan.
C Yes, because the 'production cost forecast' is dependent on the external product.
D Yes, because the 'production cost forecast' is required for making a decision.
2
'Tariff of mailing costs' has been shown in the product breakdown structure as a product to be
created or modified by the project.
A No, because the tariff of mailing costs is being supplied by the Post Office.
B No, because the tariff of mailing costs already exists.
C Yes, because the 'tariff of mailing costs' will be used to create the production cost
forecast.
D Yes, because the project costs may change.
PRINCE2


2
8
Question continued

3
'Accounts information' has been shown on the product flow diagram as an external
dependency for the 'list of customers'.
A No, because 'accounts information' already exists and should not be shown on the
product flow diagram.
B No, because the 'accounts information' should be shown as an internal dependency
for the list of customers.
C Yes, because accounts information is being supplied by the Accounts department.
D Yes, because accounts information already exists and will be required to produce
the list of customers.

4
'Choose label design' has been shown on the product breakdown structure as a product to
be created or modified by the project.
A No, because choose label design is an activity.
B No, because the competition entries are external to the scope of the plan.
C Yes, because the label design will be chosen from entries to the competition.
D Yes, because the competition entries are within the scope of the plan.
5
'Prepared calendar pack' has been shown as the final product on the product flow diagram.
A No, because the 'prepared calendar pack' should appear as the first product at the
top of the product breakdown structure.
B No, because the calendars still require printing.
C Yes, because 'prepared calendar pack' is the final product of the project.
D Yes, because all other products are dependent on the prepared calendar pack.

Question Part
6 B A B C D
1
2
3
4
PRINCE2


2
8


Plans Theme 6 C 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.

1 Which 2 statements apply to the Plan prerequisites section?

A Delete entry 2 because these are project benefits not prerequisites of the stage.
B Delete entry 3 because the production cost forecast is a deliverable of stage 2, not a
prerequisite for stage 3.
C Delete entry 4 because the customer list is NOT needed to start the work in stage 3.
D Add 'Engineering team must be made available for the photographic session.
E Add Compliance with the Data Protection Legislation.
2
Which 2 statements apply to the External dependencies section?
A 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.
B Move entry 5 to Plan prerequisites because the new company logo will influence the
label designs.
C Move entry 5 to Plan description because the new company logo will be delivered
during stage 3.
D Delete entry 6 because the customer details were used in stage 2 to create the
customer list.
E Delete entry 7 because it should be shown in the Product Description for the label
design.
PRINCE2


2
8
Question continued

3
Which 2 statements apply to the Planning assumptions section?

A No change to entry 8 because this cannot be confirmed until all of the label designs
entries have been received and an assessment made.
B Move entry 8 to External dependencies because the label designs are created
outside of the scope of the project.
C Delete entry 9 because the photographic session schedule should have been
approved as part of stage 2.
D Move entry 9 to External dependencies because the photographic session
schedule is created by the professional photographer.
E 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.

4
Which 2 statements apply to the Monitoring and control section?

A Delete entry 11 because this relates to the monitoring and controlling of the Project
Plan, not the Stage Plan.
B No change to entry 12 because this describes how the Project Board will control the
stage.
C
Move entry 12 because the Highlight Reports are deliverables of this stage and
should be shown under Product descriptions.
D Delete entry 13 because this is part of the Controlling a Stage process.
E
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.

5 Which 2 statements apply to the Budgets section?

A Amend entry 15 because it should also include the cost of management activities.
B Delete entry 16 because timescales should NOT be shown under the heading of
budgets.
C Delete entry 17 because the risk budget should be shown in the Risk Management
Strategy.
D Add Change budget - 500.
E Add Cost tolerance - +6,000 / -6,000.

Question Part
6 C A B C D E
1
2
3
4
5
PRINCE2


2
8


Progress Theme 7 A 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 There can be no time tolerances for any of the stages.
B All of the project level time tolerance can be allocated to stage 2.
C The Stage Plan for stage 2 could create some additional project time tolerance by
allowing no time tolerance in Team Plans.
D Additional time tolerance for the project could be found by adding extra resources
without affecting other tolerances.

2 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 The tolerances stated in the Project Plan CANNOT be changed.
B The Executive needs to seek formal approval from corporate management to
implement this change.
C The current project must close prematurely and be restarted with a new Project Plan,
a new Business Case and new Risk Register.
D The revision of the Project Plan would have to wait until the end stage assessment of
stage 2.

3 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 Log the change in the Issue Register as a request for change.
B Raise an Exception Report to the Project Board.
C 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.
D Include this requirement on the next Checkpoint Report to the photographer.
PRINCE2


2
8
Question continued

4 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 Delay producing the End Stage Report until the list of customers has been
baselined.
B Raise an Exception Report to the Project Board to highlight the issue.
C Check the target sign-off date for the list of customers.
D Update the product status to baselined and obtain a commitment from the
Marketing department to finish this work within the next few days.
5 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 Produce a project mandate, outlining the potential savings to be achieved by the
introduction of a corporate standard.
B Make a note of the observation in the Daily Log to be transferred to a Benefits
Review Plan at the end of the project.
C Record the observation in an Exception Report to the Project Board.
D Make an entry in the Lessons Log for future consideration by corporate
management.
6 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 Report the forecast delay in the next Checkpoint Report to the Executive.
B Add the product to the next Stage Plan in order to allocate additional resources and
complete the work.
C Make an entry in the Risk Register so the Project Manager can decide on
appropriate action.
D Raise an issue to inform the Project Manager.

PRINCE2


2
8

Question Part
7 A A B C D
1
2
3
4
5
6
PRINCE2


2
8



C True False

D False True

E False False

Assertion Reason
1 The label design competition should be
planned and managed as two
management stages.
BECAUSE
A decision can only be made by the
Project Board at the end of a
management stage.
2
Quality tolerances allocated to the
photographs can be used to remedy a
forecast threat to time tolerance.
BECAUSE
Any forecast threat to time
tolerance should first be resolved
by use of any available quality
tolerance.
3 A suitable point for a stage boundary
would be after the production cost
forecast has been produced.
BECAUSE
A stage boundary represents a
go/no go decision point.
4
With +1 week / -2 weeks time tolerance,
the project is permitted to finish two
weeks later than 30 November.
BECAUSE
A negative project time tolerance
indicates the total permissible delay
to a project schedule before an
exception situation occurs.
5
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.
BECAUSE
If the forecast is for project
tolerances to be exceeded, the
Project Board no longer has the
authority to continue with the
project.
6
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
The Project Board reviews all
products at the end of each stage.

Progress Theme 7 B 6
PRINCE2


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8

Question Part
7 B A B C D E
1
2
3
4
5
6
PRINCE2


2
8

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 Column 2
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.
A Problem or concern
B Request for change
C Off-specification
2 The Marketing Director feels that the calendar may NOT
be of sufficient quality to achieve the projected benefits.
3 The Marketing department has identified some new
customers and wants to include them in the approved
list of customers.
4 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.
5 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.
6 The Project Manager has received notification of a
postal strike occurring in December.

Change Theme 8 A 6
Question Part
8 A A B C
1
2
3
4
5
6
PRINCE2


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8

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 Column 2
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.
A Produce a Product Status
Account
B Maintain a record of all copies
issued
C Record the link between version
and the Issue Report that
caused its change
D Notify copy holders of any
changes
E Recall and archive superseded
product copies
F Retain master products, issuing
copies only
G Maintain a record of
relationships between products
2 Both current and previous versions of the
photographic session schedule are in
circulation.
3 A revised list of customers has been issued but
it is not clear what was wrong with the previous
one.
4 The Marketing department has lost the chosen
label design and no copy was made.
5 The Marketing department staff cannot say with
any certainty which photographs were approved
and which still require work.
6
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.

Change Theme 8 B 6
Question Part
8 B A B C D E F G
1
2
3
4
5
6
PRINCE2


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8


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 Column 2
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.
A Prepare planned closure.
B Prepare premature closure.
C Hand over products.
D Evaluate the project.
E Recommend project closure.

2
Staff photographic sessions were disruptive to the
Engineering Department as they had been
scheduled during peak work times without
consultation with the Engineering Manager.
3
If anybody has any remaining resource costs to be
charged to the project, they should ensure this is
done by 10 November.
4
The project has not achieved the objectives defined
in the Project Initiation Documentation.
5
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.
6
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.


Directing a Project + Managing a Stage Boundary +
Closing a Project Processes
9 A 6
PRINCE2


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8
Question continued

Question Part
9 A A B C D E
1
2
3
4
5
6
PRINCE2


2
8


The Calendar project was delivered as originally planned, and is now preparing for planned
closure.



C True False

D False True

E False False

Assertion Reason
1
Whether the calendar achieves its
objective of countering the decline in
orders will be confirmed in the Closing a
Project process.

BECAUSE
The Benefits Review Plan is
created in the Closing a Project
process.
2 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.

BECAUSE
The Project Product Description is
used by the Closing a Project
process to verify that the project
has delivered what was expected of
it.
3 The End Project Report must be
completed before 30 November.

BECAUSE
An End Project Report should be
produced before a project closes.
4
The Stage Plan for stage 3 should
contain details of the products to be
created or updated during the Closing a
Project process.

BECAUSE
Closure activities should be
planned as part of the Stage Plan
for the final management stage.
5
As part of the handover of the final
product, a contract should be agreed with
Marketing for ongoing support of this
product.

BECAUSE
A service agreement or
maintenance contract should
always be included as a product of
the final stage.
6
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
An objective of the Managing a
Stage Boundary process is to
review, and if necessary, update
the Project Initiation
Documentation.

Directing a Project + Managing a Stage Boundary +
Closing a Project Processes
9 B 6
PRINCE2


2
8

Question Part
9 B A B C D E
1
2
3
4
5
6
PRINCE2


2
8
Suggested Answers

Practitioner Exam Calendar Project

Question Part
1 A A B C D E
1 0 1 0 0 1
2 1 0 0 0 1
3 1 0 1 0 0
4 0 1 0 1 0
5 0 0 1 1 0
6 0 1 0 0 1
7 0 0 1 1 0
Question Part
1 B A B C D E
1 0 0 1 0 0
2 0 0 0 0 1
3 1 0 0 0 0
4 0 1 0 0 0
5 0 0 0 0 1
PRINCE2


2
8

Question Part
2 A A B C D E
1 0 0 1 1 0
2 0 0 0 1 1
3 1 0 1 0 0
4 0 0 1 0 1
5 1 1 0 0 0
6 0 1 1 0 0
7 1 0 0 0 1
Question Part
2 B A B C D E
1 0 0 0 1 0
2 0 0 0 0 1
3 1 0 0 0 0
4 1 0 0 0 0
5 0 1 0 0 0
PRINCE2


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8

Question Part
3 A A B C
1 0 0 1
2 0 1 0
3 1 0 0
Question Part
3 B A B C D E
1 0 1 0 0 0
2 1 0 0 0 0
3 0 0 0 0 1
4 0 0 1 0 0
Question Part
3 C A B C D E
1 1 1 0 0 0
2 0 0 1 1 0
3 0 0 0 1 1
4 0 1 0 0 1
5 1 0 1 0 0
PRINCE2


2
8

Question Part
4 A A B C D
1 1 0 0 0
2 0 0 1 0
3 0 1 0 0
Question Part
4 B A B C D
1 1 0 0 0
2 0 0 1 0
3 0 1 0 0
Question Part
4 C A B C D
1 0 0 1 0
2 0 0 1 0
3 0 0 0 1
4 1 0 0 0
6 0 1 0 0
6 0 1 0 0
PRINCE2


2
8

Question Part
5 A A B C D E F
1 0 0 0 0 1 0
2 1 0 0 0 0 0
3 0 1 0 0 0 0
4 0 0 1 0 0 0
5 0 0 0 0 1 0
6 0 1 0 0 0 0
Question Part
5 B A B C D E
1 0 1 0 0 0
2 0 0 1 0 0
3 0 0 1 0 0
4 0 0 0 0 1
5 1 0 0 0 0
6 0 0 0 0 1
PRINCE2


2
8

Question Part
6 A A B C D E
1 0 0 1 0 1
2 0 1 0 0 1
Question Part
6 B A B C D
1 0 1 0 0
2 0 1 0 0
3 0 0 0 1
4 1 0 0 0
5 0 0 1 0
Question Part
6 C A B C D E
1 1 0 1 0 0
2 0 0 0 1 1
3 1 0 0 0 1
4 1 1 0 0 0
5 1 0 0 1 0
PRINCE2


2
8

Question Part
7 A A B C D
1 0 1 0 0
2 0 1 0 0
3 1 0 0 0
4 0 0 1 0
5 0 0 0 1
6 0 0 0 1
Question Part
7 B A B C D E
1 0 0 0 0 1
2 0 0 1 0 0
3 1 0 0 0 0
4 0 0 0 0 1
5 0 0 0 1 0
6 0 0 1 0 0
PRINCE2


2
8

Question Part
8 A A B C
1 0 1 0
2 1 0 0
3 0 1 0
4 1 0 0
5 0 0 1
6 1 0 0
Question Part
8 B A B C D E F G
1 0 1 0 0 0 0 0
2 0 0 0 0 1 0 0
3 0 0 1 0 0 0 0
4 0 0 0 0 0 1 0
5 1 0 0 0 0 0 0
6 0 0 0 0 0 0 1
PRINCE2


2
8

Question Part
9 A A B C D E
1 0 1 0 0 0
2 0 0 0 1 0
3 0 0 0 0 1
4 0 0 0 1 0
5 0 1 0 0 0
6 0 0 0 1 0
Question Part
9 B A B C D E
1 0 0 0 0 1
2 0 0 0 1 0
3 0 0 0 1 0
4 1 0 0 0 0
5 0 0 0 0 1
6 0 0 0 1 0
PRINCE2


2
8
Calendar Project Rationale


Question Part

1 A Answer

1a incorrect
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.
1b correct This is an explanation of why the project is required. Ref. A.2.1 / 4.3.4.1.

1c incorrect
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.

1d incorrect
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.
1e correct This is an explanation of why the project is required. Ref. A.2.1 / 4.3.4.1.
Question Part

1 A Answer

2a correct
This is one of the options considered to achieve the project outcome.
Ref. 4.3.4.2 / A.2.1.

2b incorrect
This is an approach to deliver the required products and should
therefore be documented in the Project Brief. Ref. A.19.2.

2c incorrect

2d incorrect

2e correct
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.
Question Part

1 A Answer

3a correct
This is a stated measurable benefit anticipated from this project. Ref.
4.3.4.3 / A.2.1.

3b incorrect
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.

3c correct
This is a stated measurable benefit anticipated from this project. Ref.
4.3.4.3 / A.2.1.

3d incorrect
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.

3e incorrect
This is a requirement of the project product which should be stated in
the Project Product Description. Ref. A.21.2.
PRINCE2


2
8

Question Part

1 A Answer

4a incorrect
This relates to the cost of quality within the deliverables. It is NOT a
negative consequence of the project. Ref. 4.3.4.4.

4b correct
This is a negative consequence of the calendar project. Ref. 4.3.4.4 /
A.2.1.

4c incorrect
This is a threat to the expected benefits, NOT a negative consequence
of the project. Ref. 4.3.4.4 / 8.2.1.

4d correct
This is a negative consequence of the calendar project. Ref. 4.3.4.4 /
A.2.1.

4e incorrect
This is a threat to the expected benefits, NOT a negative consequence
of the project. Ref. 4.3.4.4 / 8.2.1.
Question Part

1 A Answer

5a 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.

5b incorrect
The recruitment campaign is likely to be a follow-on action that is not
within the scope of this project. Ref. 18.4.4.

5c correct
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.

5d correct
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.

5e incorrect This is not a timescale for project delivery. Ref. 4.3.4.5 / A.2.1.
Question Part

1 A Answer

6a incorrect
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.

6b correct
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.

6c incorrect
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.

6d incorrect
The new company logo is not within the scope of this project. Ref.
Scenario Booklet.

6e correct
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.
PRINCE2


2
8

Question Part

1 A Answer

7a incorrect
This is a dis-benefit of the project outcome, not a risk to the project.
Ref. 4.3.4.4 / 8.2.1.

7b incorrect
This is not a risk, this is stated as fact in the Project Scenario. Ref.
Project Scenario / 8.2.1.

7c correct
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.

7d correct
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.

7e incorrect
This is stated as a fact and not an uncertainty/potential threat. Ref.
8.2.1.
PRINCE2


2
8

Question Part

1
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 - 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.
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.
False - Further tolerance may be available
for the stage in which case the Business
Case may still be viable. Ref. 10.2.3.

3
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.
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.
4
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.
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.
5
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.
False - All benefits, both financial and non-
financial, should be recorded in the
Business Case. Ref. A.2.2.
PRINCE2


2
8
Question 2 Organisation Theme

Question Part

2 A Answer

1a incorrect
The length of service of an individual is not a PRINCE2 reason for the
appointment of an Executive. Ref. 5.3.2.2.

1b incorrect
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.

1c correct
An Executive should be able to represent the business interests on a
project. Ref. 5.3.2.2.

1d correct
The Executive should be able to commit resources to the project and
make decisions on behalf of the business. Ref. 5.3.2.2.

1e incorrect
The development needs of an individual is not a PRINCE2 reason for
the appointment of an Executive. Ref 5.3.2.2.
Question Part

2 A Answer

2a incorrect
The length of service of an individual is not a PRINCE2 reason for the

2b incorrect
Knowledge of a functional position is not a PRINCE2 reason for the

2c incorrect
Physical involvement is not a PRINCE2 reason for the appointment of
an Executive. Ref. 5.3.2.2.

2d correct
The Executive should be able to commit resources and make decisions
on behalf of the business. Ref. 5.3.2.2.

2e correct
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.
Question Part

2 A Answer

3a correct
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.

3b incorrect
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.

3c correct
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.

3d incorrect
The Executive role represents the funding of the project, not the Senior
User. Ref. 5.3.2.2.

3e incorrect
Those producing the products within the project are suppliers and
should be represented by the Senior Supplier. Ref. 5.3.2.2.
PRINCE2


2
8

Question Part

2 A Answer

4a incorrect
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.

4b incorrect
The development needs of an individual are not a PRINCE2 reason for
the appointment of a Senior User. Ref. 5.3.2.2.

4c correct
The Senior User should represent those who are affected by the
project. Ref. 5.3.2.2.

4d incorrect
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.

4e correct
The Senior User should represent the interests of those who will use
the final product(s) of the project. Ref. 5.3.2.2.
Question Part

2 A Answer

5a correct
The Senior Supplier role is responsible for advising on the selection of
design, development and acceptance methods. Ref. C.4.1.

5b correct
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.

5c incorrect
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.

5d incorrect
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.

5e incorrect
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.
Question Part

2 A Answer

6a incorrect
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.

6b correct
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.

6c correct
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.

6d incorrect
The development needs of an individual are not a PRINCE2 reason for
the appointment of a Project Assurance role. Ref. 5.3.2.2.

6e incorrect
The resolution of conflicts between users is a responsibility of the
Senior User, not Project Assurance. Ref. 5.3.2.2.
PRINCE2


2
8

Question Part

1
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.
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.
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.
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.
3
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 - 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.
4
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 - 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.
5
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 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.
Question Part

2 A Answer

7a correct
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.

7b incorrect
The length of service and general existence are not PRINCE2 reasons
for the appointment of a Project Support role. Ref. 5.3.2.8.

7c incorrect
This is a quality assurance responsibility which may be delegated to
Project Assurance, but NOT Project Support. Ref. 6.2.6.

7d incorrect
The quality assurance function may be delegated to Project Assurance,
but NOT Project Support. Ref. 6.2.6.

7e correct This is a competency required of Project Support. Ref. C.9.2.
PRINCE2


2
8
Question 3 Quality Theme

Question Part

3 A Answer

1 C
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.

2 B
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.

3 A
Quality Assurance This activity manages the organization's Quality
Management System, not part of the project. Ref 6.2.6.
Question Part

3 B Answer

1 B
This states a measurable requirement of the product and should be
noted under Quality Criteria. Ref A17.2.

2 A
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.

3 E
The Project Board will be asked to review the label entries and will
therefore appear as reviewer under quality responsibilities. Ref A17.2.

4 C
Given the quality criteria, this is a measure of what would be
acceptable as a quality tolerance. Ref A17.2.
Question Part

3 C Answer
1a correct
The product is selected paper, and not the paper itself. Ref A.21.2.
1b correct
This is not a major product to be delivered by this project. Ref A.21.2.

1c incorrect
This is a major product to be delivered by this project, derived from
Marketing and Accounts information. Ref A.21.2.

1d incorrect
Regardless of the source, this is a major product to be delivered by the
project. Ref A.21.2.

1e incorrect
This is beyond the scope of this project. The final product will be the
prepared calendar pack. Ref A.21.2.
PRINCE2


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8

Question Part

3 C Answer

2a incorrect
The new logo design is being created by another project and therefore
is not within scope. Ref A.21.2.

2b incorrect
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.

2c correct
The Internal Creative team will be required to create products and are
therefore already correctly shown under Development skills required.
Ref A.21.2
2d correct
This is a product to be delivered by this project. Ref A.21.2.

2e incorrect
This is not a source product from which the project is derived. Ref
A.21.2.
Question Part

3 C Answer

3a incorrect
This is a supplier to this project, it is not a major product to be delivered
by this project. Ref A.21.2.

3b incorrect
This is a supplier to this project, it is not a derivation or source of
information for this project. Ref A.21.2.
3c incorrect
This skill is required in the project. Ref A.21.2.

3d correct
The printing of the calendar is outside of the scope of this project. Ref
A.21.2.

3e correct
This skill/person/group is required to help create the customer list. Ref
A.21.2.
Question Part

3 D Answer

4a incorrect
This is one of the quality expectations stated, the photos are to be
professional. Ref A.21.2.
4b correct
Printing is beyond the scope of this project. Ref A.21.2.

4c incorrect
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.

4d incorrect
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.

4e correct
This is an expected benefit (positive consequence) of this project and
should not be recorded under customer's quality expectations. Ref
A.21.2.
PRINCE2


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Question Part

3 E Answer

5a correct
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.

5b incorrect
Acceptance criteria can be expressed as many things, including
appearance. This is not a composition item. Ref A.21.2.

5c correct
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.

5d incorrect
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.

5e incorrect
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.
PRINCE2


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Question 4 Starting Up a Project & Initiating a Project Processes

Question Part

4 A Answer

1 A
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

2 C
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

3 B
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 Part

4 B Answer

1a correct The Project definition includes interfaces. Ref A.19.2

1b incorrect
This information should be recorded in the Product Description for the
calendar design. Ref A.17.2

1c incorrect
This should be recorded under the Project approach heading. Ref
A.17.2

1d incorrect
This should be recorded under the Project approach heading. Ref
A.19.2
Question Part

4 B Answer

2a incorrect
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

2b incorrect
This information would be captured in the Project Plan, during the
Initiating a Project process. Ref A.16.2

2c correct
This is the reason why the project is needed and should be recorded
under the Outline Business Case heading. Ref A.19.2

2d incorrect
This relates to the Project controls and should be recorded in the
Project Initiation Documentation. Ref A.20.2
Question Part

4 B Answer

3a incorrect
This is the required outcome and should be recorded under the Project
definition heading. Ref A.19.2

3b correct
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

3c incorrect
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

3d incorrect
This should be recorded under the Project definition heading, as part of
Project scope and exclusions. Ref A.19.2
PRINCE2


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Question Part

4 C Answer

1a incorrect
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

1b incorrect
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

1c correct
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.

1d incorrect
The Executive is responsible for preparing a role description for the
Project Manager. Ref. 12.4.1.
Question Part

4 C Answer

2a incorrect
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.

2b incorrect
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.

2c correct
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.

2d incorrect
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.
PRINCE2


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Question Part
4 C Answer

3a incorrect
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.

3b incorrect
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.

3c incorrect
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.

3d correct
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.
Question Part

4 C Answer

4a correct
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.

4b incorrect
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.

4c incorrect
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.

4d incorrect
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
PRINCE2


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Question Part

4 C Answer

5a incorrect
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).

5b correct
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.

5c incorrect
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.

5d incorrect
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).
Question Part

4 C Answer

6a incorrect
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.

6b correct
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.

6c incorrect
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.

6d incorrect
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.
PRINCE2


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Question 5 Risk Theme

Question
Part

5 A Answer

1 E
Accept - A conscious decision to do nothing but monitor and ensure
that the threat remains tolerable. Ref Table 8.2.

2 A
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.

3 B
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.

4 C
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.

5 E
Accept - A conscious decision to do nothing but monitor and ensure
that the threat remains tolerable. Ref Table 8.2.

6 B
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.
PRINCE2


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Question
Part

1 B
True - This could have an effect on the
project and should therefore be
recorded as an issue (problem). Ref
9.2.4.
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.
2 C
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.
False - The person most capable of
managing the risk is the risk owner, not
the risk actionee. Ref. 8.3.5.4.
3 C
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 - There is only one Risk Register for
the project, created during Initiating a
Project. Ref 14.4.1.
4 E
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.
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.
5 A
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.
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.
6 E
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.
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.
PRINCE2


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Question 6 Plans Theme

Question Part

6 A Answer

1a incorrect
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

1b incorrect
The Project Plan should be updated with actuals, but no plan is
produced. Ref 18.4.1

1c correct
The Team Manager will produce a Team Plan while accepting a Work
Package during the Managing Product Delivery process. Ref 16.4.1

1d incorrect
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

1e correct
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
Question Part

6 A Answer

2a incorrect
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

2b correct
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

2c incorrect
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

2d incorrect
The Project Manager is responsible for producing the Project Plan, but

2e correct
The Project Manager is responsible for producing the Project Plan, but
PRINCE2


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Question Part

6 B Answer

1a incorrect
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

1b correct
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

1c incorrect
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

1d incorrect
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
Question Part

6 B Answer

2a incorrect
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

2b correct
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

2c incorrect
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

2d incorrect
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
PRINCE2


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8

Question Part

6 B Answer

3a incorrect
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

3b incorrect
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

3c incorrect
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

3d correct
'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
Question Part

6 B Answer

4a correct
'Choose label design' is an activity and therefore not a product. The
product would be 'chosen label design'. Ref 7.3.3

4b incorrect
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

4c incorrect
'Choose label design' is an activity and therefore not a product. The
product would be 'chosen label design'. Ref 7.3.3

4d incorrect
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 Part

6 B Answer

5a incorrect
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

5b incorrect
The final deliverable of this project is the 'prepared calendar pack'. Ref.
Scenario.

5c correct
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

5d incorrect
The 'prepared calendar pack' is dependent on all of the other project
products. It is the final project product. Ref 7.3.3.4
PRINCE2


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Question Part

6 C Answer

1a correct
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.

1b incorrect
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.

1c correct
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.

1d incorrect
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.

1e incorrect
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.
Question Part

6 C Answer

2a incorrect
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.

2b incorrect
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.

2c incorrect
The logo is required during stage 3, but is not created within the scope
of this project. Ref A16.2.

2d correct
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.

2e correct
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.
PRINCE2


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8

Question Part

6 C Answer

3a correct
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.

3b incorrect
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.

3c incorrect
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.

3d incorrect
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.

3e correct
Whilst this is a requirement, the composition of the photographs should
be shown in the relevant Product Description. Ref A16.2.
Question Part

6 C Answer

4a correct
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.

4b correct
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

4c incorrect
The Highlight Report is a management product. The Product
Descriptions section shows the specialist products of the plan. A16.2.

4d incorrect
The frequency at which the stage will be reviewed should be recorded
here. Ref A16.2.

4e incorrect
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.
Question Part

6 C Answer

5a correct
The stage budget should cover both the costs of products and the
resources and management required to deliver them. A16.1.

5b incorrect
The budgets section of the Stage Plan covers time and cost, including
provisions for risks and changes. Ref 16.2.

5c incorrect
provisions for risks and changes. Ref A16.2.

5d correct
provisions for risks and changes. Ref A16.2.

5e incorrect
Time, cost and scope tolerances for the level of plan should be shown
under a separate heading of Tolerances. Ref A16.2.
PRINCE2


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8

Question 7 Progress Theme

Question Part

7 A Answer

1a incorrect
There is a positive tolerance of 1 week which can be allocated to any of
the stages, as appropriate. Ref 10.3.1.2.

1b correct
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.

1c incorrect
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.

1d incorrect
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 Part

7 A Answer

2a incorrect
Tolerances stated in the Project Plan can be changed through formal
change control and approval of corporate/programme management.
Ref 10.3.4.

2b correct
Tolerances stated in the Project Plan can be changed through formal
change control and approval of corporate/programme management.
Ref 10.3.4.

2c incorrect
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.

2d incorrect
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.
Question Part

7 A Answer

3a correct
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

3b incorrect The project is not forecast to exceed tolerance. Ref 10.3.4.

3c incorrect
Any change to a baselined product should first pass through change
control. Ref 9.3.2

3d incorrect
Checkpoint Reports are created by the Team Manager, not the Project
Manager. Ref 10.3.3.4.
PRINCE2


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Question Part

7 A Answer

4a incorrect
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.

4b incorrect
There is no indication that the stage is forecast to exceed tolerance.
Ref 10.3.4.

4c correct
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.

4d incorrect No products should be baselined until they are signed-off. Ref 9.3.2.
Question Part

7 A Answer

5a incorrect
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.

5b incorrect
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.

5c incorrect
Exception Reports provide information to the Project Board when
tolerance is forecast to be/or has been exceeded. Ref 10.3.4.

5d correct
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 Part

7 A Answer

6a incorrect
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.

6b incorrect
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.

6c incorrect
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.

6d correct
All problems, questions and queries should be raised as an issue. Ref
10.3.4.
PRINCE2


2
8

Question Part

1
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.
False - The Project Board can make a
decision whenever it needs to do so. Ref
13.4.4.
2
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.
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.
3
True - Stage boundaries should be
scheduled around key decision points
for the Project Board. Ref 10.3.2.1.
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.
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 - 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.
5
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 - Project tolerance is set by corporate
or programme management. Any forecast
to exceed this must be escalated
accordingly. Ref 10.3.1.1.
6
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 - 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.
PRINCE2


2
8
Question 8 Change Theme

Question
Part

8 A Answer

1 B
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

2 A
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 Off-
specification or an RFC) that the Project Manager needs to resolve or
escalate. Ref Table 9.1.

3 B
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.

4 A
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.

5 C
The chosen label design is off-specification because the product does
not contain the correct data, as specified. Ref Table 9.1.

6 A
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
Part

8 B Answer

1 B
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.

2 E
The recall of superseded versions from all copyholders would ensure
that only the correct products are in circulation. Ref 9.3.2.

3 C
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

4 F
The Retention of all master copies ensures that the original is
protected, traceable and always available. Ref 9.3.2.

5 A
The Product Status Account tracks products through their design,
development, review and approval, providing a summary of product
status. Ref 9.3.1.3

6 G
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.
PRINCE2


2
8
Question 9 Directing a Project, Managing a Stage Boundary & Closing a
Project Processes

Question
Part

9 A Answer

1 B
Work is not simply abandoned. The means for recovering products that
have been completed or are in progress is agreed. Ref 18.4.2

2 D
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

3 E
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)

4 D
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

5 B
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

6 D
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
PRINCE2


2
8

Question Part

1 E
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 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.
2 D
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.
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.
3 D
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 - 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.
4 A
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.
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.
5 E
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 - 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.
6 D
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
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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2009 ILX Group plc

course you are given an

address the problem of delivering poor quality products? Be specific in

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