The delivery of the pilot courses has been split into two separate products: `planned pilot courses' and `delivered pilot courses'. `Planned pilot courses' will be produced during stage 3, and the `delivered pilot courses' will take place during
stage 4. This will allow the project board to approve the plan for the pilot courses before the resources are committed to delivering the pilot courses.
Why is this an appropriate application of the plans theme to control the project?
A. Because a PRINCE2 project should focus on the quality of the products being delivered.
B. Because the pilot courses have been broken down into two separate products.
C. Because the project board should ensure that lessons from one stage are applied to the next stage.
D. Because the delivery steps to create the pilot courses have been aligned to the management stages.
A quality review of the `marketing materials' has started. The team manager for the `marketing materials' has been unhappy with the team's workload throughout the project and refuses to attend the review meeting to present the material.
The team manager suggests that a new marketing team member make the presentation. However, the chair decides to represent the marketing team and makes a list of actions to resolve later.
Is this an appropriate approach to the quality review, and why?
A. Yes, because the role of presenter should not be performed by a junior member of the team.
B. Yes, because the roles of chair, presenter and administrator may be combined.
C. No, because the role of presenter should be performed by the team manager.
D. No, because the chair should be independent from the product being reviewed.
In order for ABC Company to achieve the expected sales of the health and safety training course, the senior user will need to ensure that all staff understand the objectives and target audience for the course. In addition, these sales will need
to be added to each individual's sales targets. These activities have been included in the benefits management approach.
Is this appropriate, and why?
A. Yes, because how the benefits will be measured needs to be documented.
B. Yes, because the actions required to achieve the outcomes need to be documented.
C. No, because the expected sales increase should be recorded in the business case.
D. No, because actions to deliver the outputs should be recorded in the stage plan.
MANAGING PRODUCT DELIVERY
The team manager for the production of the `marketing materials' has identified that they will not be ready within the timescale agreed in the work package. The team manager has sufficient tolerance to take corrective action. As a result,
additional resources have been assigned to this work package.
Which theme is being applied?
A. Risk
B. Organization
C. Progress
D. Change
The project board has asked for highlight reports every six weeks during stage 3. As a result, the project manager has asked each team manager for checkpoint reports every six weeks, in order to collate these into the highlight report. The
team manager for the `marketed courses' is new to team management.
Is this an appropriate action as part of the `controlling a stage' process, and why?
A. Yes, because the project board will need to be updated with the progress of every team.
B. Yes, because checkpoint reports are a time-driven control providing progress information.
C. No, because the frequency of reporting should reflect the level of control required for the work package.
D. No, because the project board should decide on the frequency and content of progress reporting.
The project is in stage 2. The project manager is reviewing stage status and has collected the checkpoint reports from the team managers. These show that the products are being completed on schedule. However, project support has raised
issues that quality reviews have not been completed as agreed. The project manager reports in the highlight report that the stage is progressing well.
Is this appropriate, and why?
A. Yes, because the highlight report is a summary of the information in the checkpoint reports.
B. Yes, because the highlight report is used to provide the project board with stage and project progress.
C. No, because the project manager should have recorded the cause of the delay to the quality reviews in the lessons log.
D. No, because the issues raised by project support are a cause for concern and should be reflected in the highlight report.
The Health and Safety Training Project is closing as planned. According to the contract terms, suppliers must submit all invoices within one week of project closure. The project manager will issue a project closure notification informing all
suppliers of this invoicing deadline as part of the `recommended project closure' activity.
Is this appropriate, and why?
A. Yes, because the project board should approve the project closure notification drafted by the project manager.
B. Yes, because a project closure notification should be sent to suppliers as part of the `closing project' process.
C. No, because the project board should issue a project closure notification as part of the `directing a project' process.
D. No, because the project manager should notify stakeholders using the approved project closure notification.
The project is at the start of stage 3, and there will be six teams working on product delivery. In order to exercise control, the project manager has asked each team to submit a detailed team plan for approval. The external team manager for
the `e-learning course' has agreed to submit a summary to the project manager, but will submit the detailed team plan to the senior supplier to review and approve.
Is the team manager's response appropriate, and why?
A. Yes, because a supplier may want to keep the details of the specialist work confidential.
B. Yes, because team plans are mandatory on a project of this size and complexity.
C. No, because the project manager needs detailed plans to manage the work of several teams.
D. No, because the team plan must be submitted to project assurance to check it is viable.
CLOSING A PROJECT
Benefits relating to income and business reputation after the project has closed cannot be shown at project closure. Which statement describes how the `closing a project' process makes provision for this?
A. As part of the `prepare planned closure' activity. It will be confirmed that the project has delivered what was defined in the project product description.
B. As part of the `prepare planned closure' activity. It will be confirmed that the acceptance criteria defined in the project product description have been met.
C. As part of the `hand over products' activity, the benefits management approach will be updated to include future activities for benefit measurement.
D. As part of the `hand over products' activity, the `finalized materials' will be passed to the operational business environments.
All the products that are due in stage 3 have been completed, apart from the `updated corporate quality procedures'. The work has been completed but the product has not yet been approved. The executive has been told that it will be signed
off before the end of the project. In response to an exception report, the executive has instructed the project manager to plan to obtain approval of the product in stage 4.
Is this appropriate application of the report management stage end' activity, and why?
A. Yes, because approval of the product can be carried forward into the next stage, with authority from the project board.
B. Yes, because the completion of the product in the next stage is a follow-on action recommendation for stage 4.
C. No, because approval of the products was planned for stage 3 and must be completed before the stage ends.
D. No, because a project-level exception plan is required before approval of the quality procedures can be delayed.
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