Prince2-Foundation Practice Exam Questions with Answers PRINCE2-Foundation written Exam Certification

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

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

Create user and supplier groups

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

Increase in agreed scope

Initiation stage

Change Authority

Handover activities

Issue management

Quality inspection

Identification

Preparation

Directing a Project

Managing a Stage Boundary

Controlling a Stage

Starting up a Project

Starting up a Project

Initiating a Project

Managing a Stage Boundary

Directing a Project

Capture

Examine

Propose

Decide

The Starting up a Project process

A fallback plan

An agreed change to the scope of a project

A change to a plan, within allocated tolerances, due to poor estimating

Authorize the final stage of the project

Confirm that all benefits defined in the Business Case have been achieved

Recognize whether objectives set out in the original Project Initiation Documentation have been achieved

Delegate day-to-day management of the end of the project to the Project Manager

Develop the corporate quality management system as part of the Project Initiation Documentation

Prepare the plans for the subsequent stages

Summarize how the organization's project management method will be tailored for the project

Request authority from corporate management to deliver the project

Change

Cross-functional

Unique

Risk

Capture external events that are impacting a stage

Record information about a deviation in stage tolerance

Capture any threats or opportunities that might have an impact on a stage

Record any problems identified when authorizing a Work Package

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

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

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

Establish solid foundations for the project

A new requirement

A quality tolerance

A type of issue

A major risk

There must be a justifiable reason for starting a project

The business justification drives decision making

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

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

Define the period over which the cost-benefit analysis will be based

Describe how to measure the performance of the project's products in operational use

Define the scope, timing and ownership of the benefit reviews required

Describe how to measure and confirm any benefits that are to be realised after the project is closed

Provide the information required to confirm if it is worthwhile to initiate a project

Enable overall control of a project to be exercised by the Project Board

Establish the level of control required by the Project Board after initiation.

Provide sufficient information so that the current stage can be reviewed and the next Stage Plan approved

The post-project benefits reviews are performed

Ownership of the project's products is transferred to the customer

An End Stage Report is prepared for the final stage

The project closure notification is reviewed and approved

A lesson

A request for change

An Exception Report

A risk with an estimated high impact

One

Two

Three

Four

Assign work to be done and take corrective action to ensure that the stage remains within tolerance

Provide a fixed reference point at which acceptance for the project product is confirmed

Enable the Project Board to be provided with sufficient information to authorize the next stage

Enable the organization to understand the work that needs to be done to deliver the project's products

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

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

Obtain approvals for products delivered in a Work Package

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

Establish a procedure to ensure every change is agreed by the relevant authority before it takes place

Establish a cost-effective procedure to identify, assess and control uncertainty

Establish mechanisms to control any unacceptable deviations from plan

Establish mechanisms to manage risks at the corporate or programme level of an organization

Defined acceptance criteria

the PRINCE2 principles

the terminology used

the number of themes applied

Communication management approach

Quality management approach

Change control approach

Risk management approach

That the appropriate number and type of meetings are held

That the project is divided into an appropriate number of stages

That the appropriate information is provided to make decisions

That the project method relates to the project’s environment

1 and 2

2 and 3

3 and 4

1 and 4

project cost tolerance

stage cost tolerance

Work Package cost tolerance

product cost tolerance

To ensure the business case is regularly reviewed

To assess whether the stage products have been approved

To deliver the planned specialist products within tolerance

To request authorization to start the next stage

Team managers are accountable for the tailoring of the work packages

Team managers may advice on tailoring to improve the management of work packages

Team managers should not be involved in tailoring PRINCE2

Team managers should document the tailoring of the work packages

Progress

Change

Organization

Quality

Capture risks that may occur during the project

Record how risk management activities will be undertaken on the project

Record the risk tolerance for the project

Capture issues which are impacting on the delivery of the project objectives

Communication management approach

Lessons report

Configuration item record

Benefits management approach

controls

products

project management team

stages

The area of uncertainty in terms of the threat or opportunity

The derivation or sources of a potential risk to the project

The achievement of a milestone on the project plan

The sequence of events and actions that will be put in place if a risk occurs

1 and 2

2 and 3

3 and 4

1 and 4

Controlling a stage

Directing a project

Managing a stage boundary

Managing product delivery

Enable the assembly of the project mandate

Describe the reporting requirements of the various layers of management involved with the project

Describe how changes to products will be controlled

Provide a solid basis for the initiation of the project

Establish a method for the implementation of continuous improvement during the project

Identify, assess and control problems that have occurred

Provide the Project Board with a time-driven control to capture all project risks

Establish a cost-effective procedure to identify, assess and control risks

Specify in the change control approach the means by which project products will be protected

Document the format and contents of the issue register

Produce issue reports to document the impact assessment for requests for change

Delegate the change authority to the senior supplier(s) for supplier off-specifications

One

Two

Three

Six

Regular deliveries throughout the project

The business objectives

The direction of the project board

The technology available

Efficiency

Timescales

Estimate

Work

Only 1 is true

Only 2 is true

Both 1 and 2 are true

Neither 1 or 2 are true

Project Manager

Assurance

Chair

Producer

Provide the Project Board with sufficient information for approving the next stage

Approve the next Stage Plan

Review and close any risks and issues identified during the previous stage

Control the link between the Project Manager and the Team Manager(s)

Initiating a project

Controlling a stage

Directing a project

Managing a stage boundary