1. PRINCE2® – Practitioner 6th Edition including Exam (EN)

PRINCE2® Practitioner: Sample Exam (2) by Dion Training

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About the Lecture

The lecture PRINCE2® Practitioner: Sample Exam (2) by Dion Training is from the course PRINCE2® – Practitioner 6th Edition including Exam (EN).

Included Quiz Questions

  1. No, because the project manager should have authority to manage the project on a day-to-day basis
  2. Yes, because the executive should ensure that the business investment provides value for money
  3. Yes, because the project should be divided into at least two management stages
  4. No, because the finance director should sign off work packages within a stage
  1. 'Manage by exception', because the level of control retained by the project manager must match the tolerance available
  2. 'Manage by exception', because action should be taken so that production costs do not exceed the album sales
  3. 'Manage by stages', because cost tolerance should be set for each work package in a stage
  4. 'Manage by stages', because team managers should be given authority before work can commence
  1. Yes, because it reduces disputes during handover, by agreeing what will be delivered
  2. Yes, because the 'artwork' is a specialist product and the team members are responsible for its delivery
  3. No, because as an external party, the graphics designer should not access the product description
  4. No, because the 'artwork' product description is a management product, and not a specialist product
  1. 'Continued business justification', because linking projects to the organizational objectives ensures benefits are aligned to strategy
  2. 'Defined roles and responsibilities', because cross-functional projects involve people from different departments
  3. 'Defined roles and responsibilities', because a project management team structure enables effective communication between team members
  4. 'Continued business justification', because the justification for projects should be reviewed regularly throughout the project lifecycle
  1. Yes, because lessons should be learnt and applied during a project
  2. Yes, because an objective check should accompany a quality inspection
  3. No, because lessons should be learnt at the beginning of a project
  4. No, because lessons are passed on at the end of a project
  1. Yes, because the Vice President should be able to represent both the business and supplier interests
  2. Yes, because the Vice President is responsible for achieving the expected sales from the music album
  3. No, because there should be one senior supplier representing the supplier interests on the project board
  4. No, because the executive role cannot be shared and therefore cannot also act as the senior supplier
  1. No, because the previous company's project management approaches are unlikely to meet the needs of the project
  2. Yes, because the project manager is learning from experience on previous projects
  3. Yes, because the project manager is improving business justification by reducing costs
  4. No, because the project should focus on specialist products rather than project management approaches
  1. 'Focus on products', because it should ensure the album will meet expectations
  2. 'Continued business justification', because it sets limits on delegated change authority
  3. 'Continued business justification', because it enables funds to be invested in worthwhile objectives
  4. 'Focus on products', because this will ensure that the album is delivered on budget
  1. Yes, because business assurance reviews risks and their impact on the business case
  2. Yes, because the VP should monitor whether the album sales are high enough
  3. No, because the executive is ultimately accountable for the project's success
  4. No, because the Marketing Manager should take responsibility for any risk to sales
  1. No, because the project manager is responsible for preparing the end project report to assess project performance and results
  2. Yes, because the VP secures project funding and is accountable for the business case for the duration of the project
  3. Yes, because the VP is responsible for assessing the results of the project against the expected benefits in the business case
  4. No, because the project manager verifies that the project was justified against external events and project progress
  1. Project and programme management roles should be integrated, to ensure there are clear lines of authority from top to bottom
  2. Project and programme management roles should be integrated, to ensure there is continued business justification for the project
  3. Additional project roles should be defined, to ensure the programme roles and responsibilities are mapped to the team roles
  4. Additional project roles should be defined, to ensure the business role represents the wider customer view at the delivery level
  1. It applies it well, because the Marketing Manager will need to be aware of progress information about the stage and receive reports from the focus groups
  2. It applies it well, because stakeholders external to the customer organization can exert a powerful influence on the project's success
  3. It applies it poorly, because stakeholders are those groups or individuals who will be affected by the project's outputs, such as delivery channels
  4. It applies it poorly, because the focus groups should be included in the communication management approach as stakeholders, not the Marketing Manager
  1. No, because it is the senior user who should provide resources to review and approve the 'launch event plan' according to the defined quality criteria
  2. Yes, because the project manager should ensure that the quality controls for the 'launch event plan' will meet the defined quality criteria
  3. Yes, because the project manager should ensure that product descriptions are updated when planning the next stage
  4. No, because it is the senior user who should confirm the customer quality expectations and acceptance criteria for the project
  1. Yes, because the customer should specify their rights of inspection as well as the quality expectations for a product
  2. Yes, because the senior supplier should approve the quality methods to be used to check the quality of the recorded songs
  3. No, because the team manager should ensure that the recorded songs meet the quality criteria specified in the product description
  4. No, because there should be a shared understanding between the customer and the supplier of the quality levels required
  1. Yes, because the project board will use the project plan and project justification when deciding whether to carry out future changes or not
  2. Yes, because the project board will have used the project plan and project justification when deciding whether to carry out this change or not
  3. No, because the project plan provides a baseline against which the project board monitors project progress
  4. No, because using the change budget for the change will not impact the project cost budget
  1. Create a hierarchy of products for the 'album ready for launch', because it is necessary to understand the major products and their component products
  2. Create a hierarchy of products for the 'album ready for launch', because the interdependencies between the component products need to be understood
  3. Identify the product interdependencies between the 'recorded album' and the 'artwork', because this is necessary in order to decide on activities and resources
  4. Identify the product interdependencies between the 'recorded album' and the 'artwork', because this is necessary in order to explore their more detailed characteristics
  1. Yes, because the project manager’s response will make the risk cause a certainty
  2. Yes, because the positive effect on album sales is not guaranteed
  3. No, because the singer now has the opportunity to appear on Saturday
  4. No, because performing on Saturday may have a greater impact on album sales
  1. It identifies it poorly, because the source of the risk has not been understood so the relevant risk responses cannot be selected
  2. It identifies it well, because the impact that the risk could have on the project and its viability is clearly understood
  3. It identifies it well, because risks should be identified continuously throughout the project and recorded in the risk register
  4. It identifies it poorly, because the effect of the risk has not been understood so the relevant risk responses cannot be selected
  1. As an off-specification, because the recording of the songs will not fulfil the criteria specified
  2. As a request for change, because the recording will be of better quality
  3. As a request for change, because the product description will need to be updated
  4. As an off-specification, because a proposal to change a baseline has been received
  1. Yes, because the product description should be updated to reflect the revised quality criteria
  2. Yes, because a product description should be updated to show the status of a delivered product
  3. No, because product descriptions are baselined documents and should not be changed
  4. No, because project support should update product descriptions following a concession
  1. Increase the frequency of checkpoint reports to weekly, to increase the level of control over this work package
  2. Increase the frequency of checkpoint reports to weekly, so that work package level exceptions are prevented
  3. Increase tolerances for the work package, so that there is increased permissible deviation and fewer issues will be raised
  4. Increase tolerances for the work package, so that they are the same as those for the stage to make reporting consistent
  1. Yes, because opportunities to improve business justification should be considered by the project board
  2. Yes, because the stage would be in exception and an exception plan would be required
  3. No, because the project manager should reject the recommendation as the work package has been completed within the quality tolerance
  4. No, because the project manager should take corrective action to improve the quality of the recorded songs
  1. Yes, because the requirement to keep the project confidential is relevant when deciding the project approach
  2. Yes, because the risk of another company launching a similar album should be documented in the project approach
  3. No, because lessons related to communications are relevant for developing the communication management approach
  4. No, because lessons captured from previous experiences on similar projects should be recorded in the lessons log
  1. It is being carried out well, because the project initiation documentation can be authorized by the project board in any format, provided the decision is traceable
  2. It is being carried out well, because the members of the project board should meet in person to approve the project initiation documentation
  3. It is being carried out poorly, because applying the principle of 'manage by exception' removes the need for meetings
  4. It is being carried out poorly, because the project board should authorize the next stage plan as well as the project initiation documentation
  1. Because the programme office typically provides assistance to ensure that the project complies with programme standards
  2. Because the project manager should produce the risk management approach during the 'initiating a project' process
  3. Because the risk management approach should define how the risk register will be managed and maintained
  4. Because in a simple project the risk management approach should be combined with the programme's risk management strategy
  1. Yes, because the recording studio work package should define the work for the 'recorded album' and 'recorded video'
  2. Yes, because the product description for the 'recorded video' is needed to justify the request for change
  3. No, because the project manager should create product descriptions when a stage plan is prepared
  4. No, because the project manager should update the stage plan when taking corrective action to implement the change
  1. Because the team plan will show whether the 'artwork' can be completed within the agile timebox
  2. Because the project manager should produce a team plan when they act as a team manager
  3. Because a team plan is required for an external work package
  4. Because a team plan is required when following an agile approach
  1. Team manager
  2. Project assurance
  3. Project manager
  4. Executive
  1. No, because the 'managing product delivery' process interfaces with the 'controlling a stage' process
  2. Yes, because checkpoint reports should be tailored to suit the needs of the programme manager
  3. Yes, because checkpoint reports should be produced at the frequency defined in the work package
  4. No, because the team manager should advise the project manager when the artwork is complete
  1. Prepare an end stage report
  2. Revise the business case
  3. Update the benefits management approach
  4. Revise the project plan
  1. Produce an exception plan
  2. Plan the next management stage
  3. Prepare premature closure
  4. Create the project plan
  1. No, because changes to roles should happen at a stage boundary unless there is an exception
  2. Yes, because PRINCE2 is flexible in order to avoid unnecessary delays in implementing decisions
  3. Yes, because changing suppliers is a big decision and should be treated as an exception
  4. No, because there should be one senior supplier representing supplier interests on the project board
  1. Evaluate the project
  2. Prepare planned closure
  3. Hand over products
  4. Recommend project closure
  1. Identify how many errors were found after the 'artwork' had passed quality inspection
  2. Confirm acceptance of the 'artwork' by the Marketing Team of the record company
  3. Confirm that the Marketing Team has the resources to promote the 'album ready for launch'
  4. Request a product status account for the 'album ready for launch' from project support
  1. Yes, because the follow-on action will enable this risk to be closed in the risk register
  2. Yes, because the project cannot be closed until the impact from sales are measured
  3. No, because a follow-on action should be addressed to an individual rather than a department
  4. No, because the benefits management approach should include post-project activities
  1. Business options
  2. Reason
  3. Expected benefits
  4. Expected dis-benefits
  5. Timescale
  1. Reason
  2. Business options
  3. Expected benefits
  4. Expected dis-benefits
  5. Major risks
  1. Major risks
  2. Business options
  3. Expected benefits
  4. Expected dis-benefits
  5. Timescale
  1. Vice President
  2. CEO
  3. Contracts Manager
  4. Marketing Director
  5. Singer’s agent
  1. Contracts Manager
  2. Vice President
  3. Marketing Director
  4. Singer’s agent
  5. Singer
  1. Marketing Director
  2. CEO
  3. Vice President
  4. Contracts Manager
  5. Singer’s agent
  1. Project assurance
  2. Executive
  3. Senior user
  4. Project manager
  5. Team manager
  1. Senior user
  2. Project manager
  3. Team manager
  4. Project assurance
  5. Project support
  1. Project manager
  2. Executive
  3. Senior user
  4. Team manager
  5. Project assurance
  1. Lessons incorporated
  2. Plan prerequisites
  3. External dependencies
  4. Monitoring and control
  5. Budgets
  1. Monitoring and control
  2. Plan prerequisites
  3. External dependencies
  4. Lessons incorporated
  5. Budgets
  1. External dependencies
  2. Plan prerequisites
  3. Lessons incorporated
  4. Budgets
  5. Tolerances
  1. Identify the risk
  2. Estimate the risk
  3. Plan the response
  4. Implement the response
  5. Communicate about the risk
  1. Implement the response
  2. Estimate the risk
  3. Plan the response
  4. Communicate about the risk
  5. Fund the response from the risk budget
  1. Implement the response
  2. Identify the risk
  3. Estimate the risk
  4. Plan the response
  5. Communicate about the risk
  1. Assessing issues
  2. Capturing issues
  3. Proposing corrective actions
  4. Deciding on corrective actions
  5. Implementing corrective actions
  1. Assessing issues
  2. Capturing issues
  3. Proposing corrective actions
  4. Deciding on corrective actions
  5. Implementing corrective actions
  1. Deciding on corrective actions
  2. Capturing issues
  3. Assessing issues
  4. Proposing corrective actions
  5. Implementing corrective actions
  1. Executive
  2. Team manager
  3. Senior user
  4. Project assurance
  5. Project support
  1. Team manager
  2. Senior user
  3. Project assurance
  4. Executive
  5. Project support
  1. Project support
  2. Team manager
  3. Senior user
  4. Project assurance
  5. Executive
  1. Capture previous lessons
  2. Appoint the executive and the project manager
  3. Design and appoint the project management team
  4. Prepare the outline business case
  5. Select the project approach and assemble the project brief
  1. Prepare the outline business case
  2. Appoint the executive and the project manager
  3. Capture previous lessons
  4. Select the project approach and assemble the project brief
  5. Plan the initiation stage
  1. Appoint the executive and the project manager
  2. Capture previous lessons
  3. Design and appoint the project management team
  4. Prepare the outline business case
  5. Select the project approach and assemble the project brief
  1. Executive
  2. Senior user
  3. Senior supplier
  4. Project assurance
  5. Project manager
  1. Executive
  2. Senior user
  3. Senior supplier
  4. Project assurance
  5. Project manager
  1. Project assurance
  2. Executive
  3. Senior user
  4. Senior supplier
  5. Project manager
  1. Agree the tailoring requirements
  2. Prepare the risk management approach
  3. Prepare the change control approach
  4. Prepare the quality management approach
  5. Prepare the communication management approach
  1. Prepare the communication management approach
  2. Prepare the risk management approach
  3. Prepare the change control approach
  4. Prepare the quality management approach
  5. Create the project plan
  1. Create the project plan
  2. Agree the tailoring requirements
  3. Prepare the risk management approach
  4. Prepare the change control approach
  5. Prepare the quality management approach
  1. Change
  2. Business case
  3. Quality
  4. Risk
  5. Plans
  1. Change
  2. Quality
  3. Risk
  4. Plans
  5. Organization
  1. Business case
  2. Quality
  3. Risk
  4. Plans
  5. Change

Author of lecture PRINCE2® Practitioner: Sample Exam (2)

Dion Training

Dion Training

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