The PRINCE2 ® Practitioner Examination

Rational

Sample Paper 2 – PT0084

Question Booklet + Rational
Multiple Choice
Exam Duration: 2 hours and 30 minutes

Instructions
1. You should attempt all 68 questions. Each question is worth one mark.

2. Mark all answers on the answer sheet provided. Use a pencil (NOT a pen).

3. You have 2 hours and 30 minutes to complete this exam.

4. This is an open book exam. You can use the Managing Successful Projects with PRINCE2 (2017)

for guidance.

5. No other material is allowed.

6. Read the “Football Pitch” project scenario in the Scenario Booklet.

7. You will also need the “Additional Information” in the Scenario Booklet to answer some questions.

This is indicated before the question.

8. Each question is separate. Do not use information from one question to answer another question.

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Principles:
Q01: During the initiation stage, the project manager facilitates a number of workshops and
creates the necessary documentation so they can demonstrate to the project board that the
project is properly initiated before the project is allowed to continue.
Which principle is being applied, and why?
A. Manage by stages, as this helps to ensure that the project is properly initiated
before work starts on delivery of the project’s outputs.
B. Manage by stages, as the PM is providing the project board with information so
they can make better decisions on the justification of the project.
C. Manage by exception, as stage tolerances are defined in the initiation stage.
D. Manage by exception, as this puts an assurance mechanism in place so that each
management level can be confident that such controls are effective.
Help Q1
The focus on managing by stages ensures that the project is properly initiated before
work starts on delivery of the project’s outputs.

Q02: During the first decision taken by the project board (two-hour meeting), they wish to
check that there is some kind of mechanism in place so they can be confident that the
project controls will be effective.
Is this an appropriate application of the “manage by exception” principle?
A. Yes, as the project board must set tolerances for project tolerances.
B. Yes, putting an assurance mechanism in place so that each management level
can be confident that project controls are effective is necessary to check.
C. No, as this is a responsibility for project assurance.
D. No, as this is a concern for the project manager and not the project board.
Help Q2
PRINCE2 enables appropriate governance by defining distinct responsibilities for
directing, managing, and delivering the project and clearly defining accountability at
each level. One way to establish accountability is to put an assurance mechanism in
place so that each management level can be confident that such controls are
effective.

Q03: The project manager decides to use the MoSCoW technique to set tolerances for
scope and they decide the following: Alert quality assurance if:
. any “must have” or “should have” products will not be delivered
. any new “must have” or “should have” products are agreed to be added
Is this an appropriate application of the “manage by exception” principle?
A. Yes, this is necessary to alert the appropriate role if out of tolerance.
B. Yes, and the project manager can also include “should have” products.
C. No, the level above needs to be alerted, not quality assurance.
D. No, the team manager is not allowed to communicate with quality assurance.
Help Q3
The MoSCoW technique can be used to set tolerances for scope. For example, a
project might be required to deliver all of the “must do” mandatory requirements

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 but be allowed to deliver only 50 percent or more of its “should do” desirable
requirements.
Q04: During the third stage boundary process, the PM decides to use a PBS instead of a WBS
to identify the products to be created in the next stage.
Which principle is being applied, and why?
A. Manage by stages, as the next stage must be planned in detail before starting.
B. Manage by stages, as stages provide decision points for the project board.
C. Focus on products, as projects should be output oriented rather than work
oriented.
D. Focus on products, as new requirements are gathered in the stage boundary
process.
Help Q4
Under the principle of focus on products, PRINCE2 requires projects to be output
oriented rather than work oriented. PRINCE2 calls these outputs “products.”

Q05: During the SU process, the PM facilitates a number of workshops with users and
subject matter experts as they wish to define a clear project product description.
Is this an appropriate application of the “focus on products” principle?
A. No, this is far too much detail required for the project brief.
B. No, as additional workshops should be facilitated in the initiation stage.
C. Yes, as this reduces the risk of user dissatisfaction and acceptance disputes.
D. Yes, as this helps to manage uncontrolled change (“scope creep”).
Help Q5
Focus on products helps to reduce the risk of user dissatisfaction and acceptance
disputes by agreeing, at the start, what will be produced by the project.

Q06: After the first PBS workshop, the project manager and the team managers start to
write the product descriptions with input from users.
Which principle is being applied, and why?
A. Continued business justification, as each product description will have a
documented business justification.
B. Continued business justification, as the costs to create all the products need to
be known for the project plan and business case.
C. Focus on products, as product descriptions provide clarity by defining each
product’s purpose, composition, format, etc.
D. Focus on products, as new requirements must be gathered up front before any
work is carried out by the management level.
Help Q6
A PRINCE2 project uses product descriptions to provide clarity by defining each
product’s purpose, composition, derivation, format, quality criteria, and quality
method. They provide the means to determine effort estimates, resource
requirements, dependencies, and activity schedules.

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Q07: At the end of the initiation stage, the project manager adds an extra page to the PID
document which details how PRINCE2 has been tailored to suit the project environment.
Is this an appropriate application of the “tailor to suit the project” principle, and why?
A. Yes, as the project board wishes to review this when making their first decision.
B. Yes, this should be documented in the PID during the initiation stage.
C. No, this should be documented in the project controls document.
D. No, tailoring has to be described and agreed upon in the SU process.
Help Q7
The PID should describe how PRINCE2 has been tailored for that particular project so
that all those involved on the project understand how PRINCE2 is to be used and
how to carry out their particular responsibilities.

Q08: During the initiation stage, the project manager takes the necessary actions to ensure
that the project controls are appropriate to the project’s scale, complexity, and risk.
Is this an appropriate application of the “tailor to suit the project” principle, and why?
A. No, this is part of the progress theme and not a principle.
B. No, tailoring the project for controlling risk is done by the executive.
C. Yes, as this is a purpose of tailoring.
D. Yes, the project manager will document how the project was tailored to suit the
project as needs to be approved by the change authority.
Help Q8
A purpose of tailoring is to ensure that project controls are appropriate to the
project’s scale, complexity, importance, team capability, and risk (e.g., the frequency
and formality of reports and reviews).

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Business case:
Here are three statements from the business case for the Football Pitch for Community Project.
Under which heading of the business case (A-F) should the statements be recorded?
Choose only one heading for each statement. A heading can be used more than once.
Q9: Some youth and amateur teams are used to using other football A. Reasons
pitches and they may continue to do so, which will result in less B. Business options
revenue than expected F
C. Expected benefits
Q10: The Sky cur community is facing some safety issues as kids are D. Expected dis-benefits
playing football in the car park A E. Costs
Q11: Less travel costs for inhabitants who drive to other sport fields C F. Major risks

Help Q9: Ref A.2.2

Major risks give a summary of the key risks associated with the project, together with the likely
impact and plans should they occur.
Help Q10: Ref A.2.2
This is a reason for doing the project, so kids will not have to play football in the car park.
Help Q11: Ref A.2.2
Expected benefits are the desired outcomes to be achieved through the use of the project
outputs. The benefits are expressed in measurable terms against the situation as it exists prior to
the project.

Q12: This information documented by project manager: “Football Pitch for Community project
implementation will increase the football players in the town by up to 10% and the town will earn 11k
annually. Town Services Manager will check these after project closure.”
Is this an appropriate documentation in the benefits management approach, and why?
A. No, because this information should be documented in the Business Case.
B. No, because the CFO is responsible for realizing project benefits after project closure.
C. Yes, because the PM should document the benefits, timing of measurement, and related
roles in the benefits management approach.
D. Yes, because this is the PM’s responsibility to provide the information needed for the Benefits
Management Approach.
Help Q12:
The benefits management approach defines the management actions that will be put in place to
ensure that the project’s outcomes are achieved and to confirm that the project’s benefits are
realized. This document can be updated at the end of each management stage.

Q13: While reviewing the business case in a project board meeting, the executive asked why the
project manager included the post-project operational cost in the business justification calculation. He
requested an updated business case as operational costs are the portfolio responsibilities and
shouldn’t get included in the project business case calculation.
Is this an appropriate action, and why?
A. Yes, because the project manager should include just a summary of the project costs (taken
from the project plan) in the business case.
B. Yes, as the executive has the final word on business case and is ultimately responsible.
C. No, because all costs including project costs, operations, and maintenance costs should be
included in the business case.
D. No, because it depends on the organization policy, and they need to check if the operation
costs should be included in the business case or not.
Help Q13:
The business justification for a project should include not only the costs of developing the products
produced by the project but also any changes to operational costs post-project. Most organizations
have policies that define how these costs should be accounted for in business justifications.

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Organization:
Use the “Additional Information” in the scenario booklet.
Here are three roles relating to the Football Pitch project. Which individual (A-F) would be most
appropriate? Choose only one individual for each role. An individual can be used only once.
A. Portfolio support
Q14: Team manager F
B. Tender Manager
Q15: Senior supplier C C. Procurement Manager
D. Security contractor
Q16:Senior User E E. Town services manager
F. Building contractor

Help Q14: Ref 17.1, C6.1

The building contractor provides general construction services, and their team will level the pitch
surface, build dugouts, and erect the goals posts.

Help Q15: Ref 17.1, C4.1

The Procurement Manager is used to dealing with multiple suppliers.

Help Q16: Ref 17.1, C

The Town Services Manager is responsible for the services offered to the public, and due to this,
they spend a lot of time with the local groups (e.g., education, sport, housing, business…).

Q17: The senior supplier is very busy due to the number of active projects. They decide to appoint the
procurement assistant as supplier assurance.
Is this appropriate, and why?
A. Yes, as all assurance work should be delegated by the project board.
B. Yes, the senior supplier can delegate this role to a person with the appropriate skills.
C. No, supplier assurance can only be performed by the senior supplier.
D. No, this is a conflict of interest as the procurement assistant reports to the senior supplier.

Help Q17:7.2.1.5 project assurance

The executive is ultimately accountable for the project’s success and is the key decision maker.
The project board is not a democracy controlled by votes.

Q18: Due to the detailed planning and type of work, few changes are expected during the project.
However, the project board still decides to delegate the change authority role to the Tender Manager.
Is this appropriate, and why?
A. Yes, the project board can still decide to delegate change authority.
B. Yes, as the project board must always delegate change authority for large projects.
C. No, they should not be delegating this role if they have time to do this work themselves.
D. No, this is a conflict of interest for the Tender Manager to take on this role in this project.

Help Q18:7.2.1.6
In a project where few changes are envisaged, it may be reasonable to leave this authority in the
hands of the project board, but this is not necessary.

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Quality:
The project is approaching the end of the first delivery stage. Here are three actions for the next
stage.
Which role (A-F) should be responsible for each action? Choose only one role for each action. A role
can be used more than once.
Q19: Produce the two dugouts consistent with detailed A. Executive
product descriptions D B. Senior user
Q20: Provide resources to undertake user quality C. Project manager
activities and product approval B D. Team manager
E. Project assurance
Q21: Prepare and maintain the quality register and the
F. Project support
quality records F

Help Q19: Ref 8.3.1

The team manager assists the project manager with preparing and maintaining the product
descriptions and produces the products consistent with product descriptions.
Help Q20: Ref 8.3.1
The senior user approves the product descriptions for key user products and also provides
resources to undertake user quality activities and product approval during the delivery stage.
Help Q21: Ref 8.3.1
Project support provides administrative support for quality controls and they also prepare and
maintain the quality register and the quality records.

Q22: While planning the first delivery stage, the quality assurance responsible advises the project
manager that they wish to be involved in the quality activities for the deliverables: level surface and
electricity wiring.
Is the quality assurance responsible correct to ask this?
A. Yes, as they are responsible for the overall quality of the project.
B. Yes, as these are the first deliverables and they can delegate future products.
C. No, as the quality reviewer has already been decided in the initiation stage.
D. No, as they will focus on the overall project process.

Help Q22: Ref 8.3.5

Quality assurance is about independently checking that the organization and processes are in
place for quality planning and control (i.e., not actually performing the quality planning or control,
which will be undertaken by the project management team).

Q23: During the stage boundary process to plan the third stage, the senior user wishes to update the
project product description and prioritize the acceptance criteria as there are insufficient funds to
cover all requirements that they wish to do.
What advice should the project manager give to the senior user?
A. That prioritizing acceptance will only confuse the project as some deliverables of the project
will be seen as less valuable and therefore not to do this.
B. That the PRINCE2 principle focus on products insists that all products should be delivered.
C. That this can be a good idea and that acceptance criteria can be prioritized.
D. That it is too late as the first deliverable stage has already completed.

Help Q23: Ref 8.3.8

It may not be possible to meet all the acceptance criteria, and the criteria can be prioritized. The
project’s obligations are fulfilled and the project can be closed when the project can demonstrate
that all the agreed acceptance criteria have been met.

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Plans:
Here are three items of information that will be included in the project product description for the
Football Pitch project.
Under which heading (A-F) should they be recorded?

Q24: The fence, dugouts, and artificial grass are major A. Purpose
deliverables in the project B B. Composition
Q25: The advertising board is prioritized as “could have” F C. Customer’s quality expectations
D. Project-level quality tolerances
Q26: The football pitch will need to meet the national E. Acceptance method
football association standards C F. Acceptance criteria

Help Q24: Ref 21.2

The composition section is a description of the major products to be delivered by the project.

Help Q25: Ref 21.2

Acceptance criteria is a prioritized list of criteria that the project’s products and/or outcomes must
meet before the customer will accept them. MoSCoW can be used to prioritize deliverables.

Help Q26: Ref 21.2

Customer’s quality expectations are a description of the quality expected of the project’s products
and/or outcomes and the standards and processes that will need to be applied to achieve that
quality.

Q27: Toward the end of the initiation stage, the project manager is asked by the senior user to show
the scope of the project, and the project manager uses the product breakdown structure to do this.
Is this appropriate, and why?
A. Yes, as the product breakdown structure is the only way of showing the scope of the project.
B. Yes, as the product breakdown structure can be used to show the scope of the project.
C. No, the project product description is the only scope document that should be used.
D. No, as the product breakdown structure also shows the source products which are not part of
the final deliverable.

Help Q27: Ref 9.1.3

The project product description and the product breakdown structure can be used to show the
scope of the project.

Q28: During the “authorize a project “activity, the project board refuses to approve the project plan as
the product flow diagram has not been included and this is a PRINCE2 requirement.
Is this appropriate, and why?
A. Yes, there are four parts to product based planning that need to done.
B. Yes, the product flow diagram should be created after the product breakdown structure.
C. No, the product flow diagram is optional and this is up to the project manager to decide.
D. No, the product flow diagram and product breakdown structure are optional.

Help Q28: Ref 9.2

PRINCE2 recommends, but does not require, that the product flow diagram be created and
maintained. This is a diagram showing the sequence of production and interdependencies of the
products listed in a product breakdown structure.

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Risk:
When negotiating a contract with the supplier to install the security fence, information was received
that this company has a habit of very poor planning which can affect stage four.
Here are three actions relating to the management of this risk.
During which recommended risk management procedure activity (A-E) should they occur?

Q29: The likelihood of risk is considered to be 20% and the A. Identify (context and risks)
estimated value is calculated to be €1,300 B B. Assess estimate and evaluate
C. Plan
Q30: The PM documents the cause and event A
D. Implement the response
Q31: The highlight report includes this risk E E. Communicate about the risk

Help Q29: Ref 10.4.2.1

The expected value technique quantifies risk by combining the cost of the risk impact with the
probability of the risk occurring. Expected value is useful when a tangible measure of risk is
required to enable risks to be prioritized.
Help Q30: Ref 10.4.1.2
A useful way of expressing risk is to consider the following aspects of each risk: the cause
(source of the risk), risk event (what may happen), and the risk effect on the project.
Help Q31: Ref 10.4.5
Communication is done continually. This ensures that information related to the threats and
opportunities is communicated both within the project and externally to stakeholders.

Q32: While dealing with the above mentioned risk, the project manager adds the risk to the risk
register and lists the same person under risk owner and risk actionee.
Is this appropriate, and why?
A. Yes, as it’s appropriate as long as the risk author was the same person.
B. Yes, as it’s appropriate to have the same person listed as both risk actionee and risk owner.
C. No, it is not appropriate to have the same person listed as both risk actionee and risk owner.
D. No, as the project manager is always listed as the risk owner unless escalated to the
executive.

Help Q32: Ref 4.4.1

The risk owner is a named individual who is responsible for the management, and the risk
actionee is an individual assigned to carry out a risk response action or actions to respond to a
particular risk or set of risks. The risk owner and risk actionee are likely to be the same person.

Q33: During the initiation stage, the project manager ensures that risks associated with the business
case are identified, assessed, and controlled.
Is this appropriate, and why?
A. Yes, as the project manager needs to do this in the initiation stage.
B. Yes, as this is one of the minimum requirements of the risk theme.
C. No, as risks are considered business risks since a value can be placed on each risk.
D. No, this is a responsibility of the executive.

Help Q33: Ref 10.2.1

The executive is responsible to:
• Ensure that the risk management approach is appropriate.
• Ensure that risks associated with the business case are identified, assessed, and
controlled.
• Escalate risks to corporate, programme management, or the customer as necessary.

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Change:
Due to privacy issues with using cameras in the town park, the municipal regulations prohibited the
project from using security cameras, so the project manager needs to change and revise the security
camera work package.
Here are three actions that are carried out when managing the issue. During which step of the issue
and change control procedure (A-E) should they be carried out?
Choose only one step for each action. A step can be used more than once.

Q34: The project manager creates an exception plan for approval by

the project board E A. Capturing issues
B. Assessing issues
Q35: The project manager analyzes the risks with one of the options, C. Proposing corrective actions
which is to use security patrols instead of security cameras C
D. Deciding on corrective actions
Q36: The project manager makes an initial assessment of the E. Implementing corrective actions
issue’s severity and priority A

Help Q34: Ref 11.4.5

The project manager creates an exception plan for approval by the project board during the
implementing corrective actions step.

Help Q35: Ref 11.4.3

The project manager should assess the effect each of the proposed options will have on the
project’s time, cost, quality, scope, benefits, and risk performance targets in the proposing
corrective actions step.

Help Q36: Ref 11.4.1

The first step in the change control procedure is capturing issues. Here the project manager
determines the type of issue and makes an initial assessment of the issue’s severity and priority.

Q37: The Town Services Manager requires a minor change on seating area specification and expects
the project manager to do this without delays and additional costs. Project manager believes that this
change has no other impact on the project.
How should the project manager categorize this issue, and why?
A. This is not an issue and project manager has enough authority to handle it.
B. Categorize it as a request for change because this is a change to the project scope.
C. Categorize it as an off-specification because this is a change to the specifications.
D. Categorize it as a problem and it can be handled informally.

Help Q37: 11.1

Request for change is a proposal for a change to a baseline. Baselines (product descriptions) are
created at a point in time for a purpose. For example, a baseline might be created when a product
is ready to be reviewed or when it has been approved.

Q38: The security contractor has installed the lighting system and wishes to deliver the associated
work package to the project manager. The project manager finds out that there is a minor issue with
the lighting system but it meets 99% of the specifications. As the opening date of the football pitch is
approaching, the project manager approves this off-specification by granting a concession.
Is this action by the project manager appropriate, and why?
A. Yes, because delivering the project product on time is the top priority.
B. Yes, because the deviation is minor and the issue is categorized as off-specification. So the
project manager can grant a concession.
C. No, because this is an off-specification. The project manager should first check if this is within
their delegation limit, then take the appropriate action.
D. No, because this is a deviation from scope and the project manager should take the
appropriate action so the off-specification is resolved.

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 Help Q38: 11.4.4
A minor change to an approved detailed design document that does not affect any other products
could be handled by the project manager (if allowed in the change control approach), as long as it
is formally recorded. Other issues may need to be escalated to the project board (or its delegated
change authority) for a decision.

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Progress:
The project manager will use a number of management products to control the project and report
progress. Choose the correct management product.
Choose only one product for each action. A product can be used more than once.

A. Highlight report
Q39: The project manager will provide the project board with
information needed to evaluate the project F B. End stage report

Q40: This report is used to inform the project board of details of C. Exception report
progress for the whole project and/or management stage A D. Issue report
Q41:It provides a snapshot of the status of products within the E. Product status account
project E
F. End project report

Help Q39: Ref 12.2.2

The end project report provides the project board with information needed to evaluate the project
and authorize closure. It is produced by the project manager toward the end of the project.

Help Q40: Ref 12.2.2

The highlight report provides the project board with details of progress for the whole project
and/or management stage. The project manager produces this report.

Help Q41: Ref 12.2.2.2

The product status account provides a snapshot of the status of products within the project,
management stage, or a particular area of the project.

Q42: During the second stage of the football pitch project, the project manager has reported an
exception that takes the complete project out of tolerance. The project board reviews the exception
report and asks for an exception plan.
Is this appropriate for the project board, and why?
A. Yes, the project board must always ask for an exception plan.
B. Yes, they can use the exception plan when discussing the issue with the portfolio manager.
C. No, they have all the information they need to discuss with the portfolio manager.
D. No, the portfolio manager does not need to review the exception plan for the stage.

Help Q42: 12.2.2.2

The project board can ask the project manager for an exception plan to replace the current
project plan. This will be useful for the portfolio manager.

Q43: During the third stage boundary process, the project manager invites another PRINCE2
practitioner project manager to do a peer review of the project and give feedback.
Is this appropriate, and why?
A. Yes, the project manager can ask for a peer review during a PRINCE2 project.
B. Yes, as this is mandatory and part of the “learn from experience” principle.
C. No, peer reviews are not part of a PRINCE2 project.
D. No, peer reviews are the responsibility of project assurance.

Help Q43: Ref 12.4.1

A peer review is where people experienced in project management but outside the project
management team are asked to evaluate the project, and that is good practice.

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Starting up a project:
Here are three actions carried out during the “starting up a project” process. Which role (A-F) should
carry them out?
Choose only one role for each action. A role can be used more than once.

Q44: Prepares a role description for the project manager A A. Executive

B. Senior user
Q45: Consults with individuals or teams with previous experience on C. Senior supplier
similar projects D
D. Project manager
Q46:Reviews the lessons log for lessons related to business justification E. Project support
A F. Project assurance

Help Q44: Ref 14.4.1

The executive prepares a role description for the project manager based on the role description in
Appendix C and gains agreement from corporate, programme management, or the customer.

Help Q45: Ref 14.4.2

The project manager consults with individuals or teams with previous experience on similar
projects and, if appropriate, records any lessons identified in the lessons log.
Help Q46: Ref 14.4.4
The executive reviews the lessons log for lessons related to business justification during the
“prepare the outline business case” activity.

Q47: At the end of the “starting up a project” process, the project manager submits the project brief
and the plan for the initiation stage. The executive also asks for a copy of the lessons log, but the
project manager thinks that this is micro management and refuses to hand it over.
Is this appropriate for the project manager to do, and why?
A. Yes, the project board should be focusing on making decisions.
B. Yes, the project board should be using micro management to manage the project.
C. No, as it is mandatory for the project manager to give the lessons log to the executive.
D. No, the executive just wants to see that the project manager is gathering lessons.

Help Q47: Ref 14.4.2, Table 14.2

One of the PRINCE2 principles is “learn from experience,” and the project board wishes to be
sure that the project manager is making use of available know-how and will not repeat the same
mistakes. The executive does not wish to review each lesson. They just need to see that the
project manager is paying attention to this.

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Directing a project:
Here are three actions that are carried out during the “directing a project” process. Which role (A-E)
should carry out these actions?
Choose only one role for each action. A role can be used only once.

Q48: Provides the input to the benefits management approach document A. Executive
that is reviewed and approved in the “authorize the project” activity B
B. Senior user
Q49: Reviews the end stage report for the project board and confirms that C. Senior supplier
contents of the end stage report are accurate D
D. Project assurance
Q50: Advises the project manager of a change in corporate business E. Project manager
case standards that will affect how the business case is produced A

Help Q48: Ref 6.2.3

The senior user supplies the main information for the benefits management approach document
that is collected by the project manager and submitted to the project board at the end of the
initiation stage.

Help Q49: Ref 15.4.3

The project board may appoint project assurance to undertake some of the reviewing and
assessing actions during the “authorize a stage or exception plan” activity (e.g., inspecting the
stage plan to confirm it is viable).
Help Q50: Ref 6.2.4
The executive oversees the development of a viable business case, ensuring that the project is
aligned with corporate, programme management, or customer strategies. They are also
responsible for the business case and they keep the project manager up to date on any external
factors that may affect the business case.

Q51: During the “authorize a stage or exception plan” activity, the project board sets the tolerances for
the stage and the work packages for the next stage.
Is this appropriate for the project board to do this, and why?
A. Yes, as they only use tolerance to control the project (manage by exception).
B. Yes, and the project manager can adjust the work package tolerances if allowed.
C. No, as work package tolerances are set by the project manager.
D. No, as stage tolerances are only set in the “authorize a project “activity.

Help Q51: Ref 15.4.3

While the project board approves the next stage plan and authorizes the project manager to
proceed, they also commit the necessary resources and set the tolerances for the stage plan.

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Initiating a project:
Here are three actions relating to the “initiating a project “process. In which activity (A-F) should each
action be recorded?
Choose only one activity for each action. An activity can be used only once.
A. Agree the tailoring requirements
Q52: The means and frequency of reporting to parties
both internal and external to the project are defined E B. Prepare the risk management approach
C. Prepare the change control approach
Q53: Review the project brief to understand whether D. Prepare the quality management
any corporate standards relating to risk management
approach
need to be applied by the project B
E. Prepare the communication management
Q54: Choose the method(s) of estimating for the approach
project’s plans F
F. Create the project plan

Help Q52: Ref 7.2.2

The communication management approach contains a description of the means and frequency of
communication to parties, both internal and external to the project. It facilitates engagement with
stakeholders through the establishment of a controlled and bidirectional flow of information.

Help Q53: Ref 16.4.2

The project manager will review the project brief to understand whether any corporate,
programme management, or customer strategies, standards, or practices relating to risk
management need to be applied by the project.

Help Q54: Ref 14.4.7

PRINCE2 recommends a number of actions during the “create the project plan “activity and one
of these is choose the method(s) of estimating for the project’s plans and also identify any
planning and control tools to be used by the project.

Q55: Toward the end of the initiation stage, the project manager collects the majority of management
documents from the initiation stage into one single document called the PID.
Is this appropriate, and why?
A. Yes, it is necessary to create and index one single PID.
B. Yes, but the PID can also be a collection of documents or other forms of information.
C. No, the PID contains all documents except for the five approach documents.
D. No, the PID contains all management documents created in the initiation stage.

Help Q55: Ref 16.4.9

The PID is an aggregation of many of the management products created during initiation and
used to gain authorization for the project to proceed. It is not necessarily (and rarely) a single
document, but a collection of documents or other forms of information (such as flip-charts, data in
software tools, etc.).

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Controlling a stage:
Here are three actions that are carried out during the “controlling a stage” process. During which
activity (A-F) should each action be carried out?
Choose only one activity for each action. An activity can be used more than once.

Q56: Project manager regularly checks the quality register and A. Authorize a work package
reads the checkpoint reports B B. Review work package status
Q57: Project support updates the configuration items records after C. Receive completed work
checking that each product in the work package has gained its packages
requisite approval C D. Report highlights
Q58: The project manager implements actions that will resolve E. Escalate issues and risks
deviations from the plan F F. Take corrective action

Help Q56: Ref 17.4.2

The project manager reviews progress information from the checkpoint reports for the work
package being executed, the quality register, configuration items records, and maybe the team
plans. This is how they monitor the work done by the teams.

Help Q57: Ref 17.4.3

Project support is responsible for keeping the configuration items records up to date, and the
status of each product in the work package needs to be updated after the product has been
approved.

Help Q58: Ref 17.4.8

In taking corrective action, the objective is to select (within the limits of the management stage
tolerances) and implement actions that will resolve deviations from the plan. Corrective action is
triggered during the review of the management stage status.

Q59: During the activity “receive completed work packages” in stage three, the project manager asks
the team manager to send an extra checkpoint report, as they need proof that the work was done on
the product’s artificial grass and the concrete supports for the fence poles.
Is this appropriate, and why?
A. Yes, as this is how the project manager knows for sure the work was done.
B. Yes, and the team manager will also include a signed copy of the team plan.
C. No, products can only be accepted if the reviewer and approver have signed off.
D. No, as the team manager can just send an email as this is an example of tailoring.

Help Q59: Ref 17.4.3

Each product description includes a producer (team manager), reviewer (quality reviewer), and
approver. The reviewer and approver are independent of the project manager and team manager.
The project manager needs to see that the products have been signed off by both the reviewer
and approver before they can accept the completed work.

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Managing product delivery processes:
Q60: During stage four, while the security contractor was executing the “lighting” work package, an
identified risk occurred.
Who is responsible for monitoring and controlling the lighting work package risks?
A. Project support
B. Project manager
C. Team manager
D. Executive
Help Q60: Ref 18.4.2
Team manager should monitor and control any issues and risks associated with the work
package and advise the project manager of their status.

Q61: During stage two, while executing the drainage system, the geologist requests a change to the
work package. The drainage contractor is using their own project management methodology, which
requires any changes to be notified in writing. As a result, rather than following the project’s change
management approach, the project manager writes a letter asking the drainage contractor to
incorporate the required changes.
Is this appropriate, and why?
A. Yes, because it is in accordance with the supplier’s project management approach.
B. Yes, because any company has their own approach and project manager should follow the
supplier approach.
C. No, because the project manager should include any required approach in the work package.
D. No, because the contractor is not using PRINCE2, so they should raise an exception for this
change request.
Help Q61: Ref 17.4.1, 18.3
Project manager should define the change control requirements in each work package to be
authorized. The team manager should deliver the products to the project manager in accordance
with any procedures specified in the work package.

Q62: During a meeting between the PRINCE2 project manager and the security contractor team
manager, the project manager advises the team manager that they must get approval for their team
plan.
Is this an appropriate application of PRINCE2 for this project?
A. Yes, because the security contractor should follow the project governance procedures.
B. Yes, because the stage plans should be approved by the project board, and the team plan
should be approved by the project manager.
C. No, because the team plan is optional, and it is not inappropriate for the project manager to
review and approve the team plan.
D. No, because the project assurance should approve the team plan.
Help Q62: Ref 18.4.1
In a commercial customer/supplier relationship, it may be inappropriate for the project manager to
review and approve the team plan, and in such a context, the senior supplier may review and
approve the team plans. This will be optional in the majority of projects.

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Managing a stage boundary process:
Q63: A project has gone out of tolerance in stage three, and the project board instructs the project
manager to create an exception plan.
Which of the following activities may be optional for the project manager to do?
A. Report management stage end
B. Update the business case
C. Update the project plan
D. Produce an exception plan

Help Q63: Ref 19.4.4

If the exception plan was requested early in the stage, there may be no reason to create an end
stage report. Whether this is required will be advised by the project board in response to the
exception report.

Q64: During the stage boundary process after stage two, the project manager updates the project
plan by marking off what has been done and decides not to add any more information to the project
plan even though the project is expected to be two weeks late.
Is this appropriate, and why?
A. Yes, as the project manager needs to focus on what has been delivered.
B. Yes, as the project board is only interested in what has been completed.
C. No, the project manager needs to update the expected end date of the project.
D. No, the project manager must add the forecasts from the current stage plan.

Help Q64:
The project manager should revise the project plan to reflect: actuals from the current stage plan,
forecasts for the next stage plan, and the expected end date of the project.

Q65: As part of tailoring, the project manager decides to update the business case before updating
the project plan.
Is this appropriate, and why?
A. Yes, as the project manager can choose the order of stage boundary activities.
B. Yes, as it makes no difference which one of these activities is done first.
C. No, as all PRINCE2 process activities have to be done in the order listed in the manual.
D. No, as the business case depends on information from the project plan.

Help Q65: Ref 19.4.3

While updating the business case, the project manager will review the project plan to see whether
the cost of delivering the project’s products has changed as this may affect the cost–benefit
analysis and this needs to be added to the business case.

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Closing a project process:
Q66: As the end of the project is approaching, the project manager creates a “closing a project” plan
as there are a good number of activities that should be done correctly.
Is this appropriate for the project manager, and why?
A. Yes, as “closing a project” needs to have its own plan.
B. Yes, as the project manager has to create this and not the team manager.
C. No, the “closing a project” activities do not need to be planned.
D. No, the “closing a project” activities should be included in the last stage plan.

Help Q66: Ref 20.4.3

When planning the last stage, the project manager should include all the activities that need to be
done to close the project. So the “closing a project” activities are part of the last stage plan.

Q67: During the last process, the project manager confirms that the project has delivered what is
defined in the football pitch project product description and that the acceptance criteria have been
met.
Is this appropriate for the project manager, and why?
A. Yes, and this is done as part of the “prepare planned closure” activity.
B. Yes, and this is done as part of the “hand over products” activity.
C. No, as they do not have to review the acceptance criteria with the customer.
D. No, as it is the executive who reviews the acceptance criteria with the customer.

Help Q67: Ref 20.4.1

During the activity “prepare planned closure,” the project manager will request a product status
account report and confirm that the project has delivered what is defined in the project product
description and that the acceptance criteria have been met.

Q68: In another town project to build an outdoor skateboard park, the project board instructed the
project manager to shut down the project when only 15% of the project products had been delivered.
The project manager decided to create an additional work estimates document to list all the work to
shut down the project and make the area safe.
Is this appropriate for the project manager, and why?
A. Yes, as the project needs a “closing a project” plan which is approved by the project board.
B. Yes, as additional work may be needed to make products safe or useful to other projects.
C. No, as the project manager should shut down the project as expected.
D. No, as it is the responsibility of another project to salvage what it can from the project.

Help Q68: Ref 20.4.2

An optional output of the “prepare premature closure” activity is additional work estimates. This is
created to agree the means for recovering products that have been completed or are in progress
and may include additional work to create, make safe, or complete products that might be useful
to other projects.

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Answers: Sample Paper 2
01=A, 02=B, 03=C, 04=C, 05=C, 06=C, 07=B, 08=C, 09=F, 10=A,
11=C, 12=C, 13=C, 14=F, 15=C, 16=E, 17=B, 18=A, 19=D, 20=B,
21=F, 22=D, 23=C, 24=B, 25=F, 26=C, 27=B, 28=C, 29=B, 30=A,
31=E, 32=B, 33=D, 34=E, 35=C, 36=A, 37=B, 38=C, 39=F, 40=A,
41=E, 42=B, 43=A, 44=A, 45=D, 46=A, 47=D, 48=B, 49=D, 50=A,
51=C, 52=E, 53=B, 54=F, 55=B, 56=B, 57=B, 58=F, 59=C, 60=C
61=C, 62=C, 63=A, 64=C, 65=D, 66=D, 67=A, 68=B

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