Prince2-Foundation PRINCE2 Foundation Exam Questions and Answers

Starting up a Project

Initiating a Project

Managing a Stage Boundary

Directing a Project

Product Description

Team Plan

Work Package

Stage Plan

A measurable improvement that is perceived as an advantage by one or more stakeholders

The reason for the project

The result of the change derived from using the project's outputs

The project's specialist products.

Project Brief

Project Initiation Documentation

Project mandate

Benefits Review Plan

Only 1 is true

Only 2 is true

Both 1 and 2 are true

Neither 1 or 2 are true

Provide information so a decision can be made as to whether a project is viable and worthwhile to initiate

Define the means of communication between the project and corporate or programme management

Define the project controls

Record any identified risks in the Risk Register

Review and approve the plan for project closure

Review the performance of the project against its baseline

Perform any post-project reviews

Create a Benefits Review Plan

Configuration management system

Manage by exception

Quality planning

Information needs for stakeholders

project business case

project mandate

stage plan

work package

An interdependency between products that was previously unidentified

The addition of an improvement to a product description

A prototype demonstrating a possible design solution

The production of more than the defined quantity of a specialist product

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

A project is a temporary organization

A project's purpose is to deliver one or more business products

A project is part of 'business as usual'

A project is based on an agreed Business Case

Provides a mechanism for the Project Board to assure that there is continued business justification

Covers the day-to-day activities of the Project Manager

Ensures there are regular progress meetings

Begins on completion of the Initiating a Project process

Decide if it is worthwhile to initiate a project

Decide on the project approach

Establish solid foundations for a project

Identify the number of Work Packages required

Customers

Project Support

Stakeholders

Team members

Principles

Themes

Processes

Techniques

Increase in agreed scope

Initiation stage

Change Authority

Handover activities

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

Tailoring PRINCE2 to the project environment

The processes

The products

The themes

Change

Cross-functional

Unique

Risk

Progress

Change

Risk

Security

Raise a request for change

Raise an off-specification

Write an Exception Report

Amend the Work Package

Closing a Project

Managing a Stage Boundary

Managing Product Delivery

Directing a Project

Manage by stages

Manage by exception

Continued business justification

Learn from experience

Quality assurance

Project Assurance

Project Support

Project Manager

Controlling a stage

Directing a project

Initiating a project

Starting up a project

A change budget for the analysis of change

Records of the decisions made on all issues

Documents recording the version of each product

Status reports on all products being produced

Time-driven controls are used for monitoring the progress of Work Packages and management stages

Time-driven controls take place when specific events happen

Time-driven controls are produced at the end of a stage

An Exception Report is a time-driven control

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

To establish how the project will ensure that all products created meet their requirements

To establish baselines against which any changes to products can be assessed

To identify all the products of the project to ensure the scope has been adequately defined

To determine the communication needs of the organization’s quality assurance function

By identifying the customer's quality expectations

By defining products to ensure they are fit for purpose

By identifying the major control points and milestones

By estimating the timescales and costs of the project

The project organization must be defined using the roles and responsibilities in PRINCE2

The project team structure defined in PRINCE2 must be used, but other roles may be added

The project board roles defined in PRINCE2 must be used, but other roles can be defined as required

Any role can be defined as required the responsibilities defined in PRINCE2 are fulfilled

Business case

Plans

Change

Progress

Defined roles and responsibilities

Focus on products

Manage by stages

Continued business justification

To provide statements of actual benefits at benefits reviews

To report on project performance at project closure

To define the actions required to confirm the project's benefits are realized

To monitor changes to the project plan to identify exceptions

controls

products

project management team

stages

To ensure the project has a sound basis before asking the project board to authorize the project

To authorize the stage plan for the next management stage of the project

To establish a contract between the project management team and the commissioning organization

To ensure that prerequisites are in place before starting the project

Configuration Item Record

Quality Register

Highlight Report

Checkpoint Report

It promotes consistency of project work and the ability to reuse project assets.

It includes techniques for critical path analysis and earned value analysis

It enables a project manager to be accountable for the success of a project

It prevents any changes once the scope of a project has been agreed

Project brief

Project initiation documentation

Project mandate

Stage plan

To plan the activities of the closing a project' process

To implement any exception plan requests from the project board

To create a benefits management approach for corporate, programme management or the customer

To review an issue received from a team manager

By providing a common understanding of the products required

By providing the tolerances for the project manager’s objectives

By providing roles descriptions for the project management team

By providing the justification for the project

Application of PRINCE2 principles

Application of proper leadership skills

Application of the activities in each process

Application of tools appropriate for the industry

Create an exception plan tor project board approval

Gain project board feedback on the Issue priority

Consider the impact of alternative options for resolution

Determine the initial priority of the issue that has been raised

Directing a project

Managing a stage boundary

Controlling a stage

Starting up a project

1 and 2

2 and 3

3 and 4

1 and 4