Use the `Additional Information' in the Scenario Booklet to answer this question.
The Operations Director is the executive for the project and has proposed that a senior course developer be appointed as project manager. The course developer works in the Training Development Manager's team and has a good
understanding of the standard course development model. The course developer was a team manager on a previous project for which the Operations Director was the executive.
Is this proposed appointment appropriate, and why?
A. Yes, because the course developer is responsible for ensuring that trainers deliver courses to the required standard.
B. Yes, because the course developer is likely to have the project management and specialist knowledge required.
C. No, because the course developer's team reports to the Business Development Director, not the Operations Director.
D. No, because there is a conflict of interest as the Training Development Manager is responsible for gaining accreditation.
A construction company that is one of ABC Company's key clients has agreed to provide a member of the staff to review and comment on the `e-learning course'. Which stakeholder interest should the member of staff represent, and why?
A. Supplier, because this stakeholder provides the expertise required by the project.
B. Supplier, because this stakeholder is an external supplier.
C. User, because this stakeholder may train its staff using the `e-learning course'.
D. User, because this stakeholder ensures that the project provides value for money.
The executive identified that there would be a benefit to the construction companies as their working time lost due to accidents would be reduced. This was included as a benefit to ABC Company in the business case for the Health and Safety
Training Project.
Is this appropriate, and why?
A. Yes, because the benefits to the customer are an essential part of business justification for a project.
B. Yes, because both tangible and intangible benefits should be included in the business case.
C. No, because ABC Company will not achieve their benefits if construction companies do not book the courses.
D. No, because it is the customer's benefits that should be used to justify the project business case.
At the end of stage 2, the specialist `e-learning course' supplier will be selected. As a result, it is decided that the quality management approach will not be created until the end of stage 2, to take into account this supplier's standards and
techniques.
Is this appropriate, and why?
A. Yes, because the quality management approach should take into account the supplier's standards, tools and techniques.
B. Yes, because the product description for each product will define the required quality approach within each stage.
C. No, because the quality management approach should be created during the initiation stage and updated later.
D. No, because the quality management approach should be limited to ABC Company's quality standards.
ABC Company has decided to include the Health and Safety Training Project in a programme to support their strategy to deliver globally. The programme team has provided the detailed business justification and, as a result, the project board
has decided that the business case will not need refining further during the `initiating a project' process.
Is this an appropriate action for the project board, and why?
A. Yes, because the project board are able to use the business case provided by the programme.
B. Yes, because when the project is part of a programme, the programme team provides the business case.
C. No, because the programme team cannot constrain the project manager's choices.
D. No, because each project in the programme will need a revised business case.
ABC Company uses a standard development model to develop courses and uses PRINCE2 to manage these projects. The objectives from the Health and Safety Training Project have been documented in the business plan of ABC
Company. This business plan has triggered this project. As a result, to save time, the executive has decided to simplify the `starting up a project' process. The project mandate will be adapted and becomes the project brief.
Is this appropriate, and why?
A. Yes, because the business outcomes are clear, the project brief can be a sample statement elaborating the mandate.
B. Yes, because the executive can initiate the project based on the project mandate by passing the `starting up a project' process.
C. No, because the project brief should be a statement which includes a fuller description of the project.
D. No, because capturing lessons from previous projects identify lessons to be applied to this project.
The external team manager for the `e-learning course' has reviewed the quality register to ensure all quality activities have been completed. The `e-learning course' has been approved and accreditation has been achieved. As a result, the
team manager updated the work package to notify the project manager that it is complete, and updated the team plan.
Is this appropriate, and why?
A. Yes, because the project manager needs to receive confirmation that work has been completed and approved.
B. Yes, because a team plan to gain accreditation of the `e-learning course' is required to be part of the work package.
C. No, because it is the configuration item record of the relevant product description that is updated, not the work package.
D. No, because the work package should be checked to confirm the reporting arrangements of the `e-learning course'.
The project's change control approach states that PRINCE2's recommended issue and change control procedure will be used. The senior user has requested that a new set of marketing materials and marketing channels be introduced to
support the launch of the training course. The senior user has suggested that this should be managed informally.
Where should the project manager record the issue, and why?
A. In the daily log, because a change to a product at the default level can be handled informally.
B. In the daily log, because the senior user has advised that this change should be informally.
C. In the issue register, because this is a request for change requiring a change to a baseline.
D. In the issue register, because issues should be recorded here first, before determining how to manage them.
An external consultant has signed a contract and agreed a work package to accredit the trainers. The Purchasing Manager will monitor the contract, which states the requirement to organize the accreditation with the Training Delivery Manager. The Training Delivery Manager has tried to contact the consultant but there has been no response. The project manager believes there is a risk that the consultant is prioritizing other clients' work. The Purchasing Manager has been assigned as the risk owner. Is this an appropriate approach to managing this risk, and why?
A. Yes, because the Purchasing Manager is monitoring the contract and therefore best suited to controlling the risk.
B. Yes, because the Purchasing Manager should have identified the risk when the work package was agreed.
C. No, because the team manager should be the risk owner to risks concerning the delivery of a work package.
D. No, because the risk was transferred to the Training Delivery Manager when the work package was authorized.
ABC Company carried out a similar project two years ago, in response to changes in health and safety legislation for the health service. The experiences from that project were used to refine the corporate risk management policy. For that
reason, the project board decided to use the corporate risk management policy in the risk management approach for this project.
Is this appropriate, and why?
A. Yes, because experience from previous projects should be taken into account in the risk management approach.
B. Yes, because the corporate risk management policy was updated, as a result of lessons from previous projects.
C. No, because the risk management approach should be tailored to suit the project and its environment.
D. No, because a separate risk management approach is not necessary when the company has a risk management policy.
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