1. Final authority within the Project?
Project Board Project Board
2. Responsible for the day-to-day running of a
project?
3. Project Board’s “Boss”?
4. How many Project Managers in PRINCE2
5. Project Management team?
6. PRINCE2® project?
7. Describes a PRINCE2® project?
8. NOT a characteristic of a PRINCE2® project?
9. PRINCE2® method not specifically controls?
10. NOT one of the four steps in PRINCE2®’s view of
project management?
11. NOT one of the four “integrated elements” of a
PRINCE2® project?
12. True statement about the PRINCE2® principles?
13. Following is a Theme NOT a Principle?
14. Theme is concerned with uncertainty?
15. Themes support the “Focus On Products” principle?
16. Theme supports Defined Roles & Responsibilities
principle?
17. Statement about the Change Theme is TRUE?
18. How does the Business Case theme support the
principle of Continued Business Justification?
19. Theme provides a solution to the problem of the
planning horizon?
20. Pre-project activities?
Project Manager
Project Manger
Corporate, Programme Management, or
Customer Corporate, Programme Management, or Custom
One
- based on roles not jobs
- one person can have more than one roles
- roles identify individual’s responsibilities within
the Project Team (senior mechanic is job not a
role and team manager is a role not a job)
suitable for all types of project
Temporary organisation to deliver one or more
business products to an agreed business case.
Repeatable (Continuing, Repeatable, and
Permanent are all features of Business as Usual
(BAU).
Profits (six areas that the method will control -
Costs, Timescales, Quality, Scope, Risk, and
Benefits)
Manage (Manage” is not part of the diagram
because the diagram is about management)-
plan, delegates and control steps in project
management
Techniques (No techniques are mandatory,
many techniques i.e. Product Based Planning,
Quality Review etc.) Principles, Themes,
Processes are elements of PRINCE2®
PRINCE2® all principles must be satisfied
Risk (Defined Roles and Responsibilities, Focus
on Products and Manage by stages are
principles)
Risk
Quality
Organisation
The Change theme acknowledges that change
is inevitable and must be controlled if the project
is to be successful. (Change Theme is about
controlling change not preventing it).
Project should have a Benefit Review Approach
(Business Case should evolve and updated
throughout the life of the project (as part of the
PID (Project Initiation Documentation) it is
considered for update in the Managing a Stage
Boundary process)
Plans
Starting Up a Project
(Starting up a Project (SU) identifies the
activities which the Project Team should perform
before the official start of the project. The aim is
to identify and prevent ill-conceived projects).
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21. Product triggers a PRINCE2® project?
22. First activity performed by the Project Board?
23. Which affirmative decision by the Project Board
marks the point at which a PRINCE2® project starts?
24. Which is the first activity in which the Project Board
asks themselves? “Do we have a valid Business
Case?”
25. How does the Directing a Project activity support the
Manage By Stages principle?
26. Project activity is conducted at the end of the
Starting up a Project process?
27. Project activity is conducted at the end of the
Initiating a Project process?
28. Process is NOT the responsibility of the Project
Manager?
29. Two Directing a Project activities that happen before
the Controlling a Stage process?
30. Created after the Board approves Initiation?
31. Which one of the following is created before the
Board approves Initiation?
32. Statement is NOT true about Logs and Registers?
The Mandate
(The Project Mandate should provide the terms
of reference for the project and should contain
sufficient information to identify at least the
prospective executive of the Project Board).
Authorising Initiation (see diagram)
Authorising Initiation
(Authorising a Project is the second activity and
comes at the end of the initiation stage as the
project progresses).
Each Stage Plan (or replacement for a Stage
Plan – i.e. an Exception Plan) needs to be
authorised by the Board before the PM has the
authority to run it
Authorising a Project
(During the Starting up a Project (SU) process
we aim to identify any good and obvious
reasons why the project should not commence.
We also generate a crude picture of how the
project will flow. We need enough detail to justify
the cost of more detailed planning in the
Initiation Stage)
The PID is an output from the Initiating a Project
activity and is presented to the Board at the end
of the Initiation stage. The Board first examine
the PID in the Authorising a Project activity.
In Authorising a Stage or Exception Plan the
Board authorise each stage (after the Initiation
Stage)
Giving Ad Hoc Direction is the activity that
allows spontaneous communication between the
PM and the Board – not authorising stages.
Authorising Initiation
Authorising a Project
Directing a Project
(The Directing a Project process is the
responsibility of the Project Board).
Authorising Initiation & Authorising a Project.
The Quality Management Approach
The Outline Business Case
(The Project Brief is needed by the Project
Board to Authorise (approve) Initiation).
The Quality Log is created in the Directing a
Project process- NOT
Nothing is created in the Directing a Project
process.
Two Logs (PM’s Daily Log and the Lessons Log)
are created in the SU (Starting up a Project)
process and three Registers (Quality, Risk, and
Issue) are created in the IP (Initiating a Project),
Daily Log is to capture informal issues.
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33. How does the Starting Up process support the Learn
from Experience principle?
34. How does the Starting Up a Project process support
the Manage By Stages principle?
35. How does the Starting Up process support the
Defined Roles & Responsibilities principle?
36. How does the Initiating a Project process support
the Learn from Experience principle?
37. How does the Initiating a Project process support
the Continued Business Justification principle?
38. How does the Initiating a Project process support
the Defined Roles & Responsibilities principle?
39. How does the Initiating a Project process support
the Tailor to Suit the Project Environment principle?
40. Which one of the following Directing a Project
activity is used to accept Highlight, Issue, and
Exception reports?
41. Which of the following is a Directing a Project activity
that is conducted at the end of the Managing a
Stage Boundary process?
The Lessons Log is created
The Initiation Stage Plan is created
This is the plan for the first stage of the project,
supporting the principle.
The Project Management Team is appointed
Activities within SU process:
- Outline Business Case is created
- Lessons Log is created
- Project Management Team is appointed
- Next Stage Plan is created
The Project Plan is created
Each plan and each report has a lessons section
which supports the Learn from Experience
principle, to avoid planning delivery strategies
that encountered problems in the past.
The Full Business Case is created.
Continued Business Justification is all about
benefits.
The Communication Management Approach is
created.
The Principle of Roles & Responsibilities is all
about who has what accountability and
responsibility within the project and how team
members will communicate (which is recorded in
the Communications Management Approach).
The PID is assembled.
The PID contains details of how the method is to
be tailored for a specific project. (Activity 1 of the
IP process).
Authorising Initiation
Ad Hoc Direction is the activity in which the
Project Board to make themselves available to
the PM for “any other business”, two-way
communication between the PM and their
“Bosses” (the Board).
• Keep the Board posted with developments
during the life of the project
• Have them make quick decisions on issues as
they arise
• Lets the Board contact the PM if they need to.
Authorising a Stage or Exception Plan
The activity covers two sets of circumstances:
either the end of the stage has been reached
naturally, or the Board has requested a
premature termination of the current stage by
asking the PM to create a replacement (i.e. an
Exception Plan). Both are created in much the
same way in the Managing a Stage Boundary
process.
The Board consider and authorise these plans in
the Authorising a Stage or Exception plan
activity in the Directing a Project process.
Authorising a Work Package is an activity of the
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42. Which processes are considered part of a
PRINCE2® project lifecycle delivery?
43. Which one of the following products is created and
authorised in the Controlling a Stage process?
44. Which of the following is NOT a Project Board
activity?
45. How does the Managing Product Delivery process
support the Focus on Products principle?
46. How does the Managing a Stage Boundary process
support the Focus on Products principle?
47. How does the Managing a Stage Boundary process
support the Manage By Stages principle?
Controlling a Stage process.
CS (controlling a Stage), SB (Managing a Stage
Boundary), MP (Managing Product Delivery),
CP (closing Project)
Starting up a Project (SU) Process is a pre-
project process. Therefore, the project has not
started and is not part of the project lifecycle.
Work Packages
Checkpoint reports are created in Managing
Product Delivery.
Highlight Reports are created in Controlling a
Stage but the manual does not talk about
authorising them. The frequency of these will be
defined by the Project Executive and
documented in the Communication Management
Approach.
Next Stage Plans and End Stage Reports are
created in the Managing Stage a Boundary
process.
Authorising a Work Package
Project Managers (create) and authorise work
packages in the Controlling a Stage process.
The Specialist products are created
Stage Plans are created in the Managing Stage
Boundary process.
Highlight reports and work packages are created
in the Controlling a Stage process
In PRINCE2®, the Team Manager is not given
full access to all the project’s management
products. All the TM sees is a Work Package
and the Quality Register. The TM has no need
to see such things as the Business Case or
Strategies as these are irrelevant to the tasks
they have to perform. We use the term
“controlled link” to describe the fact that the TM
is isolated from the PRINCE2® method in the
Managing Product Delivery (MP) process, and
so may be unaware of the method.
The Next Stage Plan is created
The Next Stage Plan will identify any new
products needed for that stage
Stage tolerances are proposed but not set in
the Managing a Stage Boundary process. Stage
Tolerances are specifically set in the Directing a
Project process by the project board.
The End Project Report is created in the Closing
a Project (CP) process, not the Managing a
Stage Boundary process.
The Next Stage plan is created
Stage Tolerances are proposed in Managing a
Stage Boundary but are set in Directing a
Project (in any case, this supports the Manage
By Exception principle not Manage By Stages).
The Next Stage Plan is authorised in Directing a
Project.
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48. How does the Managing Stage Boundary process
support the Learn From Experience principle?
49. How does the Managing Stage Boundary Process
support the Continued Business Justification
principle?
50. How does the Controlling a Stage Process support
the Continued Business Justification principle?
51. How does the Controlling a Stage Process support
the Continued Business Justification principle?
52. How does the Controlling a Stage Process support
the Manage by Exception principle?
The End Stage Report is created in Managing
Stage Boundary but this has no bearing on
Manage By Stages
The Next Stage plan and the End Stage report
are created.
Both the Next Stage Plan and the End Stage
Report have a lessons section in them.
Stage Tolerances are set by the Project Board in
the DP process.
The PID does not contain the Lessons Log, so
lessons learned do not appear in here.
The Next Stage Plan is authorised by the Project
Board in the Directing a Project process.
The Business Case and the Benefits
Management Approach are updated if
necessary.
Continued Business Justification is supported by
the Business Case and the Benefits
Management Approach.
The Outline Business Case is created in Starting
Up a Project (SU) not Managing Stage
Boundary (SB).
Requesting Stage Tolerance supports the
Manage By Exception principle.
The Next Stage plan supports Manage by Stage
principle and the End Stage report further
supports the Learn from Experience principle.
The Business Case is constantly checked for
validity as the stage progresses.
The Next Stage Plan & the End Stage Report
are created in Managing a Stage Boundary (SB)
and the Business Case & Benefits Management
Approach is updated there.
The Outline Business Case is created in Starting
up a Project (SU). Ultimately, this will be
superseded by the Detailed Business Case.
Note: The Business Case is only updated in SU,
IP & SB processes not in CS (Controlling a
Stage).
When performing an impact assessment on new
issues or risks the PM checks for the impact on
the Business Case
Continued Business Justification is supported in
PRINCE2® projects by means of the Benefits
Management Approach and the Business Case.
The Business Case is NOT updated in CS
(Controlling a Stage). However, it is monitored
by the PM to make sure that it is still valid and it
is used as part of the procedure to assess
issues and risks.
Work Packages and their tolerances are set by
the PM
Stage Tolerance is requested in Managing
Stage Boundary (and is set in Directing a Project
by the Executive).
The Change Control Approach is created in the
Initiating a Project (IP) process along with the
Issue Register.
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53. How does the Controlling a Stage Process support
the Learn from Experience principle?
54. How does the Managing Product Delivery Process
support the Learn from Experience principle?
55. Which one of the following is NOT a way that the
Managing Product Delivery process supports the
Focus on Products principle?
56. In which Directing a Project (DP) activity does the
Project Board consider if the project is truly at an
end and authorise the Project Manager to disband
it?
57. Which of the following is NOT an activity of Closing
a Project?
58. Which of the following is NOT an activity of Closing
a Project ?
59. Which one of the following Management
Approaches is used in the Closing a Project (CP)
process to identify whom the PM should contact to
inform that a project is being disbanded?
60.
A Work Package will have its tolerance set in the
Controlling a Stage process by the PM as part of
Authorising a Work Package.
Highlight Reports are created.
Highlight & Checkpoint reports both have a
Lessons Learned section, however the
Checkpoint report is created in the Managing
Product Delivery process not in the Controlling a
Stage process.
Work Package tolerance is set in Controlling a
Stage however this supports the Manage By
Exception principle.
The Lessons Report is created in the Closing a
Project process.
Checkpoint reports are created
Highlight & Checkpoint reports both have a
Lessons Learned section however the Highlight
report is created in the Controlling a Stage (CS)
process not Managing Product Delivery (MP).
Work Package tolerance is set in the Controlling
a Stage (CS) process and this supports the
Manage By Exception principle.
The Lessons Report is created in Closing a
Project (CP) process.
Highlight Reports are created
Highlight reports are created in the Controlling a
Stage (CS) process
Authorising Project Closure
Authorise Project Closure
This is an activity of the Directing a Project
process. All the other options are activities
described in the manual as being part of the
Closing a Project Process.
Follow on actions
Follow On Actions are an output, not an activity
from the Closing a Project process. They come
specifically from the activity of Hand over
products.
Communication Management Approach
The Communications Management Approach
deals with identifying stakeholders and their
communication needs (both internal to the
project and external).
During the project closure activities, the PM may
well be interested in communicating with all
stakeholders who may be interested in the fact
that the project is closing.
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