Prince2 Foundation Learner Workbook Digital

PRINCE2® Foundation
Learner
Workbook
Official Training Materials

Discover more at my.axelos.com
Unlocking your
potential to
achieve more
Welcome to the Learner learning experience that guides

Inside
Workbook for the PRINCE2® you from newcomer to practitioner
Foundation Official Training to expert, with a certificate that
Materials. validates your knowledge and
capabilities.
At PeopleCert, we understand
that our products are a means to PeopleCert products are enhanced
an end. They are the frameworks, by participation. We encourage you
methods, and approaches upon to get involved: ask your trainer
which you build your amazing questions; match the teaching
products, services, and projects. to your work experience; try the
Introduction 8
sample papers and the mock
PeopleCert best practice products
exams; use the Take2 re-sit exam
are developed in conjunction Aims of the course 9
option, and join the myAxelos
with thousands of experts from
online community, where you will PRINCE2 Foundation examination 10
around the world, combining their
find case studies, templates, and
experience and knowledge in
tools to assist your day-to-day Modules 12
service, project, and programme
work.
management. We work with our
Module slide decks 22
training partners to create a
Appendix 1 Handouts/activity sheets

Powering
312
Best Case study for PRINCE2 314
Practice
Module 1 What makes a good project? 316
Module 3 Suggested project team 319
Copyright © 2023 PeopleCert International Ltd. Module 4 Starting up a project and initiating a project –
321
All rights reserved. No part of this publication may be reproduced or transmitted in any form and by any means (electronic, photocopying, recording or otherwise) except as permitted in Project brief template
writing by PeopleCert International Ltd. Enquiries for permission to reproduce, transmit or use for any purpose this material should be directed to the publisher.
Disclaimer Module 5 The business case 326

This publication is designed to provide helpful information to the reader. Although every care has been taken by PeopleCert International Ltd in the preparation of this publication, no
representation or warranty (express or implied) is given by PeopleCert International Ltd as publisher with respect as to the completeness, accuracy, reliability, suitability or availability
of the information contained within it and neither shall PeopleCert International Ltd be responsible or liable for any loss or damage whatsoever (indicatively but not limited to, special,
indirect, consequential) arising or resulting of virtue of information. instructions or advice contained within this publication.)
Copyright © 2023 PeopleCert International Ltd.
2 PRINCE2® Foundation | Copyright© PeopleCert International Ltd. PRINCE2® Foundation | Copyright© PeopleCert International Ltd. 3
Inside
Appendix 1 – Handouts/activity sheets 312
Module 6 Plans 328
Module 6 Quiz answer sheet 332
Module 6 Project product description 334
Module 7 Quality management approach task 336
Module 9 Risk profile diagram 338
Module 10 Controlling a stage and managing product delivery – 341

Work package template
Module 10 Controlling a stage activities 348
Module 11 Checklist template 350
Module 12 Identifying issues for Red Crab 352
Appebdix 2 – Resources 354
Candidate syllabus and index 356
Sample papers 366
Glossary 434
Index 450
4 Prince2® Foundation | Copyright© PeopleCert International Ltd.

How to use The Learner Workbook has been

designed to help you prepare for the
PRINCE2 Foundation examination. It
this material
provides guidance and an overview
of the course’s examinable content.
This Learner Workbook also includes
questions/quizzes, activities, and
sample papers with answers and
rationales. The Workbook is designed
to reinforce learning and add value to
your course experience. The Workbook
also includes valuable resources,
which will enhance your learning and
understanding of the material.
Do not forget to use the Official Book
during the course, as it provides
further information on the modules
explored in the Learner Workbook. The
Syllabus Index provided at the end of
the Workbook will help you identify the
sections of the Οfficial Βook referenced
throughout the material.
To help you identify what is core
content and what is extended content,
the module slide decks feature colour-
coded borders. The slides that feature
a teal border are core content and
those with a grey border are optional
extended content such as activities
and quizzes that will allow you test your
knowledge.
Introduction
This course is for anyone who
is preparing to sit the PRINCE2®
Foundation certificate examination.
The goal is to provide you with
a practical understanding of the
key concepts, common language,
principles, themes, and processes
that enable successful project
management.
Aims of the course

The aim of this course is to enable you
to gain a pass mark in the PRINCE2
Foundation certification. In order to
pass the exam, you will need to:
• know and understand the PRINCE2
method well enough to be able
to work effectively with, or as a
member of, a project management
team working within an environment
supporting PRINCE2
• recall the common language and key
concepts of PRINCE2
• gain an overall understanding of
how to manage a PRINCE2 project.
PRINCE2 The PRINCE2 Foundation level

introduces the PRINCE2 method.
The Foundation certification is also
Foundation
a prerequisite for the Practitioner
certification.
examination
1. Introduction 24
Modules 2. Overview of PRINCE2® 32
2.1 Overview of PRINCE2® project

management Part 1
2.2 Overview of PRINCE2® project
management Part 2
3. Organization 54
Purpose of the organization theme
Stakeholders
Project interests
Communication management
Roles and responsibilities
Project structure
Minimum requirements for applying

the organization theme
Activity
Knowledge check
PRINCE2® Foundation | Copyright© PeopleCert International Ltd. 13

4. Starting up a project and

82 6. Plans 128
initiating a project
Purpose of starting up a project Purpose of the plans theme
Purpose of initiating a project Types of plan
Preparing the baseline Approach to planning
Tailoring guidelines Management stages
Optional: Set independent study work to

5. Business case 106
review for the next session
Purpose of the business case theme Product-based planning

Key concepts
the plans theme
Benefits management

the business case theme
Optional: Review of relevant topics
14 PRINCE2® Foundation | Copyright© PeopleCert International Ltd.

10. Controlling a stage and managing

7. Quality 150 206
product delivery
Purpose of the quality theme Purpose of controlling a stage
The quality audit trail Controlling a stage
Key concepts Purpose of managing product delivery
Minimum requirements for applying the

Managing product delivery
quality theme
8. Progress 166 Work packages
Purpose of the progress theme 11. Managing a stage boundary 228
Tolerances and exceptions Purpose of managing a stage boundary
Controls Overview
Reporting lessons Five activities
Minimum requirements for applying the

Plan the next stage
progress theme
Update the project
9. Risk 180
plan
Purpose of the risk theme Update the business case
Key concepts Report stage end
Procedure Produce an exception plan
Risk information
Minimum requirements for applying the risk

theme

12. Change w 246 15. Course review 298
Purpose of the change theme Course review
Types of change Survey feedback
Change control management products Exam preparation
Change control procedure What next?
Minimum requirements for applying the change

theme
13. Closing a project 262
Purpose of closing a project
Context of the process
Preparing for closure
Final activities
14. Directing a project 276
Purpose of directing a project
Context
Authorize initiation
Authorize the project
Authorize a stage or exception plan

Circumstances may dictate that your trainer decides to deliver the
Give ad hoc direction modules or sub-topics in a different order. These modules relate to
the PRINCE2 Foundation syllabus and to the content of the PRINCE2
6th edition Official Book. You should study this Official Book before,
and during, the training course and before you sit the examination.
Information icons
Objectives
Timed activity
Discuss/reflect/activity
Think about/question and answer
Key learning points
Detailed PRINCE2 practice
Review multiple-choice question
The slides that feature a teal border are core content
The slides that feature a grey border are optional extended

content
Module
slide decks
Discover
Discovermore
moreat
atmy.axelos.com
my.axelos.com
Module 1
Introduction
Introduction
Introduction
Module 1
Module 1
Introduction
Apart from the Introduction, this course includes the following modules:
1. Overview of PRINCE2 project management
2. Organization
3. Starting up and initiating a project
4. Business case
5. Plans
6. Quality
7. Progress
8. Risk
9. Controlling a stage and managing product delivery
10. Managing a stage boundary
11. Change
12. Closing a project
13. Directing a project and tailoring a project
14. Course review
Notes Notes
Introduction
Introduction
Module 1
Module 1
In this module, you will learn about the main ‘rules’ and guidelines of the course. You will PRINCE2 is a globally recognized project management method with over a million certified
get an understanding of the course modules and materials. This module also covers how professionals working in 150 countries.
the course fits in with related courses. The main aim of this module is to communicate
PRINCE2 is tried and tested. For 25 years, it has been continually developed and refined
key points about the course ahead and to help you feel relaxed and comfortable.
through consultation with project management professionals to reflect their real-life
experiences.
People become certified in PRINCE2 because it helps organizations to understand the
principles, themes, and processes of PRINCE2. It provides a universal language that
unites the project team with other stakeholders, regardless of language and geographical
location.
Axelos owns the copyright and has a range of PRINCE2 books, such as:
• Managing Successful Projects with PRINCE2
• Effective Project Management: The PRINCE2 method (US version)
• PRINCE2 Agile.
See axelos.com for more information.
Accredited trainers and consultants: Only accredited training organizations can offer
PRINCE2 certifications. This ensures that learners receive training from suitably accredited
trainers using authorized materials. This underpins the quality of the training experience
received.
PeopleCert is the IP owner of the Global Best Practice portfolio and administers the
exams.
PRINCE2: Foundation and Practitioner are the two main levels of the PRINCE2 project
management certification scheme. There is also the PRINCE2 Agile® certification
scheme which includes the PRINCE2 Agile Foundation and PRINCE2 Agile Practitioner
certifications.
Notes Notes
Introduction
Introduction
Module 1
Module 1
This training course is an introduction to PRINCE2. It includes discussions to help you Consider some of the successful projects you have participated in. What made them
memorize the different topics; short quizzes to check that you recall the information successful?
from the modules; case studies where you will apply learned knowledge; sample test
questions throughout the modules, so you become familiar with the test format; and self-
study including reading relevant parts of the PRINCE2 Official Book or reviewing notes.
Consider what makes a good project. You may want to think about some of the elements
included on the slide’s mind map and your answer to the previous slide.
Notes Notes
Discover
Discovermore
moreat
atmy.axelos.com
my.axelos.com
Module 2
Overview of PRINCE2®
2.1 Overview of PRINCE2®

project management
Part 1
2.2 Overview of PRINCE2®

project management
Part 2
Overview of PRINCE2® project management
Part 1
project management Part 1

Module 2
Module 2
This slide outlines the key syllabus topics that will be covered in this module. You will find In this module, You will learn the PRINCE2 definition and characteristics of a project,
similar slides throughout the course. and what makes a project a PRINCE2 project. You will learn the features and benefits
of PRINCE2. Then, you will learn about the project manager role, aspects of project
performance that must be managed, PRINCE2 principles and its integrated elements,
the PRINCE2 journey, and the customer and supplier context.
Notes Notes

Module 2
Module 2
Organizations must balance ongoing business operations with transforming ones Three broad topics are not in scope for PRINCE2. Specialist aspects are not included as
to survive and thrive. As the pace of change (technology, business, social, regulatory) PRINCE2 is generic, so it excludes industry- or type-specific activity. Detailed techniques
accelerates, the penalties for failing to adapt to change become more evident, and the are not described in PRINCE2 (things like critical path analysis in planning, estimating,
need to strike the right balance increases. Projects introduce change, and unlike ongoing risk identification, and earned value analysis) as these are well-documented elsewhere.
operations, have start/end dates and deliverables. PRINCE2 does not cover the immense topic of leadership capability, which includes
things like leadership, motivational, and other interpersonal skills. Although leadership
capability is important in project management this topic is well-documented elsewhere.
Several characteristics distinguish projects from ‘business-as-usual’ work. Projects introduce

change and are temporary, with a defined start and end, no matter the duration. Projects
should involve a multi-skilled team working cross-functionally. Each project will be unique
(different teams, customers, locations, and so on). Projects always introduce uncertainty:
risks and threats not encountered during an organization’s usual business.
Notes Notes
36 PRINCE2® Practitioner | Copyright© PeopleCert International Ltd. PRINCE2® Practitioner | Copyright© PeopleCert International Ltd. 37

Module 2
Module 2
PRINCE2 can be applied to any type of project, no matter its size, environment, complexity, There are various benefits of PRINCE2 for an organization which will result in improved
importance, capability, or risk. A PRINCE2 project follows seven principles that provide a trust and alignment, product delivery, communication, cost control, focus on
framework of good practice. The seven themes describe aspects of project management objectives, performance, business results, and team performance and processes.
that must be addressed throughout a project. The seven processes describe the stages Because PRINCE2 is generic, it will help organizations improve their capability, no matter
of a project lifecycle. The PRINCE2 method can be tailored to the project environment their area of activity.
to suit the situation in which it will be used.
Notes Notes

Module 2
Module 2
There are also numerous benefits of PRINCE2 for an individual. You will gain a globally A project manager is responsible for planning the sequence of activities that are needed
recognized certification; know how to start, manage the steps, and close a to complete a project. Being a project manager implies that you will delegate some of
project; learn common project management technology; know how to structure the work to others. The role is managing, not doing. When the project is underway, you
a project; improve your career prospects; improve your standing within your must monitor how well the work in progress matches the plan. If the work is not going
organization; and clearly understand your role as a project manager. as planned, you must exert control to put things right. Control also means spotting
opportunities to, for example, speed things up or reduce costs. In controlling the project,
you must make a new plan then delegate, monitor, and so on.
Notes Notes

Module 2
Module 2
You are going to use a case study about a drinks company called Red Crab Drinks. As a project manager, would it be your role to: provide resources and authorize funds
Imagine you are a manager of a project to introduce a range of soft seltzer sparkling for the project?
water products.
The answer is no. This is the responsibility of the project board. The project manager’s
As project manager, would it be your role to: establish the direction and resource role is to provide the board with information, so they can make these decisions.
requirements of the project, identify stakeholders, and create a business case?
The answer is yes. When initiating a project, the project manager needs to gather
sufficient information to help project directors decide whether to invest in the project.
As a project manager, would it be your role to: carry out marketing, social media, and
publicity programmes?
The answer is no. This is the project team’s responsibility. The project manager delegates
tasks to the project team and monitors their outputs.
Notes Notes

Module 2
Module 2
As a project manager, would it be your role to: manage the project daily?
The answer is yes. This is the heart of the project manager’s role. A project has three
management levels: delivering, managing, and directing. Each level has specific
responsibilities and activities at different project stages, which we will look at later.
Notes Notes
Overview of PRINCE2® project
management Part 2

Module 2
Module 2
These are the six variables that the project manager needs to control. PRINCE2 assumes that there will be a commercial relationship between the customer
and the supplier.
You can understand these better by asking the following questions, for example:
• The customer will specify the desired result and pay for the project.
• Why is it important to manage costs? To avoid overspending or missing opportunities
to cut costs. • The supplier will supply the project’s products.
• What could happen if timescales are not managed? The project could overrun,
leading to additional costs and customer dissatisfaction.
• What does quality management involve?It involves ensuring that the project product
is fit for purpose and that it meets the customer’s expectations.
• What do we mean by project scope?Scope involves determining exactly what the
project will deliver. There must be agreement on what is (and what is not) within the
scope. Delivering beyond the scope is a common source of delays and overspend.
• What does risk management involve?It involves identifying potential risks and planning
how they might be controlled. Managing risk keeps projects on track and maximizes
benefits.
• Why does the project manager need to manage the project’s benefits?Because the
project manager needs to ensure that the project’s outcomes are achieved, and
planned benefits are realized.
PRINCE2 is an integrated method of managing these aspects of project performance.
Notes Notes

Module 2
Module 2
Projects can exist within many contexts. They may be stand-alone projects, part of a The seven core principles, which underpin a PRINCE2 project:
programme, or part of a wider portfolio. If part of a programme, the project will be
• Continued business justification There must be a justifiable reason for starting
impacted by the programme’s approach to governance, its structure, and its reporting
the project. The justification must remain valid throughout the project. The business
requirements. A portfolio may comprise programmes, projects, and other work. These
justification is usually recorded in a business plan.
may not be interdependent or directly related, but will all contribute towards strategic
objectives. • Learn from experience Lessons must be sought, recorded, and acted upon
throughout the project. Everyone involved with the project must seek lessons learned
rather than wait for someone else to provide them.
• Defined roles and responsibilities Everyone must have agreed roles and
responsibilities, know what to do and what to expect from others.
• Manage by stages A PRINCE2 project is planned, monitored, and controlled on a
stage-by-stage basis. These management stages are separated by decision points
made by the project board.
• Manage by exception A project defines tolerances for each objective. PRINCE2 lists
six tolerances that can be set: time, cost, quality, scope, risk, and benefit. An issue
outside an agreed tolerance is called an ‘exception’. When an exception occurs, the
project manager sends an exception report to the project board who decide what to
do.
• Focus on products A PRINCE2 project focuses on the definition and delivery of
products; in particular, their quality requirements. Product descriptions provide the
means to determine effort, estimates, resource requirements, dependencies, and
activity schedules.
• Tailor to suit the project A PRINCE2 project must be tailored to suit the project’s
size, environment, complexity, importance, capability, and risk.
All other aspects of the PRINCE2 project can be adjusted, but principles cannot be
changed. All seven must be applied to be a PRINCE2 project.
Notes Notes

Module 2
Module 2
The PRINCE2 themes as they appear in the next layer of the diagram: Take a look at Figure 13.1 from Chapter 13 of the Official Book which shows how each
process is applied during a project lifecycle. Note the three management levels, which are
• Business case The purpose of the business case is to enable the project manager
delivering, managing, and directing. Each level has specific responsibilities and activities
and the project board to judge whether the project remains desirable and achievable.
to perform at the different stages.
• Organization This theme describes the roles and responsibilities that the PRINCE2
• Starting up a project The purpose is to gather sufficient information to decide if it
project management team requires to manage the project effectively.
is worth investing in the detailed planning of the project.
• Quality The purpose is to enable each team member to understand the quality
• Directing a project This runs from project start-up until its closure. The project
attributes of the products and how these requirements will be delivered.
board directs the project by means of reports at various decision points.
• Plans PRINCE2 projects proceed based on a series of plans. Each plan matches the
• Initiating a project This involves establishing whether there is justification to
needs of people at different levels. They are the focus of communication and control
proceed with the project. At this stage, a business case is developed, and resources
throughout the project.
are committed by the project board.
• Risk This theme addresses how project management deals with uncertainty.
• Controlling a stage This involves the monitoring and control activities performed
• Change This theme helps to identify, assess, and control change requests or issues by the project manager. The project manager must ensure that each stage stays on
that arise during the project. course and must react to unexpected issues. This process describes the day-to-day
• Progress The progress theme demonstrates how to control the project and know management of the project.
where you are against the current plan, and determines whether and how the project • Managing product delivery This ensures that the planned products are created
should proceed. and delivered. This process controls the link between the project manager and the
There will be an opportunity to complete exercises for each theme later in the course. team manager(s). The team manager(s) coordinate an area of work that will deliver
one or more products.
• Managing a stage boundary This provides the project board with key decision
points where they can decide whether to continue with the project or close it down.
• Closing a project This covers the project manager’s work in completing the project
either at its end or at premature close. Here the project manager prepares information
for the project board so that they can confirm that the project may close.
Simple projects have fewer stages than longer ones. You will be able to explore each
process in more detail later in the course.
Notes Notes
Module 2
This slide outlines the key learning points that were covered in this topic.
Notes
52 PRINCE2® Practitioner | Copyright© PeopleCert International Ltd.

Discover
Discovermore
moreat
atmy.axelos.com
my.axelos.com
Module 3
Organization
Organization
Activity
Knowledge Check:
Organization
Organization
Organization
Organization
Module 3
Module 3
Syllabus topics covered in this module are listed in the slide. The organization theme includes four critical elements associated with any project,
as shown in the diagram: management, control, communication, and direction. Two
essential aspects of a project’s success are establishing an effective project management
team structure and approach for communication at the beginning of a project, and
maintaining them throughout the conduct of the project.
Organization is one of the seven PRINCE2 themes. This module defines the project’s
structure and accountability. This module aims to help you to understand who needs to
be included on a project management team and what their roles will be. It identifies the
main roles. It also looks at the definition of a stakeholder.
Notes Notes
Be sure to focus on the key words in bold in this definition of the organization theme, One of PRINCE2’s principles is that projects must have defined and agreed roles and
as they will aid you in recalling it. Every project needs effective direction, management, responsibilities. Looking at the stakeholders is a good starting point. Which could be
control, and communication. Establishing an effective project management team classified as stakeholders? The answer is that all three are considered stakeholders.
Organization
Organization
Module 3
Module 3
structure and approach for communication at the beginning of a project, and maintaining
it, are essential elements of success. All stakeholders must be considered and consulted
when defining roles and responsibilities.
PRINCE2 identifies three principal categories of project stakeholders (business, user, and
supplier; see Figure 7.1), although there may be a wide range of other stakeholders with
an interest in the project (for example government, regulator, or unions).
Notes Notes
Each of the three principal categories of stakeholders has a specific interest in and
viewpoint on the project and distinct roles to ensure that their interests are met. The
main project interests are:
Organization
Organization
Module 3
Module 3
• business
• user
• supplier.
They need to work together to make a successful project. In the next section, we will look
at these elements in more detail.
Stakeholder buy-in is crucial to a successful project. With buy-in, stakeholders may

support a project; without it, they may oppose it and even block its progress. Each
stakeholder stands to gain or lose as a result of project delivery. And they can either see
the project as something that advances or threatens their position.
Notes Notes
The business’ interest is that the project’s products meet a business need that justifies The supplier interest is that of those providing the necessary skills to produce the
investment in the project, and the project should provide value for money. Therefore, product. The supplier must understand the relevant standards with which the output
the business viewpoint should be represented to ensure these two prerequisites exist (product) must comply (the project may need to use both in-house and external supplier
Organization
Organization
Module 3
Module 3
before a project commences and remain throughout the project. PRINCE2 defines an teams to construct the product). PRINCE2 defines a senior supplier(s) role representing
executive role to represent business interests on the project. supplier interest in the project.
PRINCE2 distinguishes between the business interests and requirements of those who In a successful team, business, user, and supplier stakeholder interests are represented.
will use the project’s outputs, the user. The user viewpoint represents those individuals Responsibilities are defined. Project roles are reviewed throughout the project, and an
or groups that may use the project’s outputs to realize the benefits, operate, maintain, or effective approach to manage communication flow has been established. Note that
support the project’s outputs, or be impacted by the project’s outputs. The user presence communication management should be defined and the importance of managing
specifies the desired outputs and ensures delivery through the supplier. communication will be covered during the modules.
Notes Notes
The project management structure has four levels: three representing the project Individuals on the project board have an authorization role in directing the project. This
management team and a fourth sitting outside the project. includes authorizing all major plans and resources, any significant deviations, and the
authorization of acceptance of project deliverables at the end of each stage and the
Organization
Organization
Module 3
Module 3
start of the next stage. The roles of the project board will also be covered in Module 14;
Directing a project.
Consider who would make up these roles within your organization on a typical project. How would you define a project manager’s role? Create a mind map of some ideas.
• Who commissions the project?
• Who is the executive?
• What are the project-level tolerances within which the project board will work?
Notes Notes
Delivery depends on the size and complexity of the project. The team manager role may The communication management approach should be reviewed and adapted as
be assigned to the project manager (for example, on a small project) or to a separate necessary at each management stage boundary and in the final management stage to
person, who is accountable to the project manager. ensure it still includes all the key stakeholders. Where the project is part of a programme,
Organization
Organization
Module 3
Module 3
it should align with the programme’s stakeholder communication and engagement
approach.
Note: Not all projects are part of a programme.
What channels will we use to communicate? How frequently will we communicate? The
answers to these questions constitute the basis for our communication management
approach.
Notes Notes
Where would you expect to record the communication management approach? Three Can you name any of the main project stakeholders?
appropriate suggestions are shown in the slide.
All projects have three primary categories of stakeholders: business; users; suppliers.
Organization
Organization
Module 3
Module 3
Roles and responsibilities must be defined for the project management team. Projects Defining roles and responsibilities is an important task. People need to know what is
involve people. No amount of scheduling or control will help without the right people. expected of them. Without this understanding, people are less likely to deliver what is
expected.
Projects must have an explicit project management team structure. Everyone involved in the
project must know the expectations of them and others. Roles can be shared or combined
if necessary. Effective communication between roles should be planned and agreed upon.
Notes Notes
The three roles of the PRINCE2 project board include: Project assurance is a project board responsibility. The project board monitors
• The executive: Supported by the senior user(s) and supplier(s), the executive is the all aspects of the project’s performance and products. Project assurance must be
key decision-maker and is accountable for the project’s success. independent of the project manager, team manager, and project support. See Section
Organization
Organization
Module 3
Module 3
• The senior user: The senior user monitors that the solution will meet user needs in 7.2.1.5
quality, functionality, and ease of use. Project support is the project manager’s responsibility. Although the project manager
• The senior supplier: This role represents the interests of those designing, developing, will remain responsible, they can delegate some of this work to a project support role.
facilitating, procuring, and implementing the product. See Section 7.2.1.9
The team manager role’s primary responsibility is to ensure the production of products
allocated by the project manager. See Section 7.2.1.8
Notes Notes
Consider the change authority at project initiation. The project board should agree on All roles and responsibilities should be clear (PRINCE2’s defined roles and responsibilities
each change before implementation and may have full authority if expecting few changes. principle) and have documented rules for delegating change authority responsibilities. An
approach to communicating and engaging with internal and external stakeholders should
Organization
Organization
Decide who is permitted to authorize change requests or off-specifications. Projects may
Module 3
Module 3
be clearly defined and describe the means and frequency of communication. A PRINCE2
be in a dynamic environment with many requests to change the initial project scope. You
project should have project initiation documentation, including the communication
may need technical knowledge to evaluate potential changes. The board can decide to
approach providing the single reference source for project management.
delegate some authority, written into the role descriptions. See Section 7.2.1.6
Consider each objective. In the PRINCE2 Official Book, review the section on the
organization theme. You can also review your notes.
Notes Notes
Activity: Organization
Organization
Organization
Module 3
Module 3
Read the Red Crab Drinks case study and consider the employees. This task aims to This slide continues the activities of the previous slide.
describe the roles and responsibilities of different parts of the project management
team. Consider the skills and experience of the named staff.
This slide continues the activities of the previous slide.
Notes Notes
Knowledge Check: Organization
Organization
Organization
Module 3
Module 3
This is a sample exam question. Read the question carefully and choose an answer. This is another example exam question. Read the question carefully and choose an
answer.
This is an example exam question. Read the question carefully and choose an answer.
Notes Notes
This is a sample exam question. The correct answer is D. This is a sample exam question. The correct answer is C.
Here is the rationale behind each answer with references: Here is the rationale behind each answer with references:
Organization
Organization
Module 3
Module 3
A. Incorrect. It is essential to review the communication management approach at each A. Incorrect. This is a corporate-level responsibility. Ref. 7.1, Figure 7.2
stage boundary, not just at the start of the project, to ensure that it includes all the
B. Incorrect. This is a project board (directing level) responsibility and not a managing
key stakeholders. Ref. 7.2.2
(project manager) responsibility. Ref. 7.1, Figure 7.2
B. Incorrect. Project board members are stakeholders representing the three primary
C. Correct. The managing layer of the project is the project manager, who has
categories: business, user, and supplier. Ref. 7.1
to ensure that the project produces the required products following the
C. Incorrect. Stakeholders may be internal or external to the corporate organization. tolerance levels set by the project board. Ref. 7.1, Figure 7.2
Ref. 7.1
D. Incorrect. This is an executive (directing level) responsibility. Ref. 7.1, Figure 7.2
D. Correct. The three principal categories of stakeholders, business, user,
and supplier, are represented by the executive, senior user(s), and senior
supplier(s). Ref. 7.1
Notes Notes
This is another example exam question. The correct answer is B.
Here is the rationale behind each answer with references:
Organization
Module 3
A. Incorrect. The fact that projects have unique outputs is a reason for focusing on the
products principle. Ref. 3.6
B. Correct. A project is typically cross-functional, and agreeing on roles and
responsibilities ensures that the people involved know expectations for
themselves and others. Ref. 3.3
C. Incorrect. The need to avoid duplicated or inconsistent objectives is a reason for the
continued business justification principle. Ref. 3.1
D. Incorrect. The need for control points is a reason for the manage by stages principle.
Ref. 3.4
Notes

Discover
Discovermore
moreat
atmy.axelos.com
my.axelos.com
Module 4
Starting up a project and

Knowledge check: Starting

up a project and initiating a
project
Quiz
Activity
Starting up a project and initiating a project
These are the syllabus requirements for this section of the course. The purpose of starting up a project is to ensure that time is not wasted and that only
viable projects are approved. Starting up a project involves identifying whether the
project is worth initiating. The viability of the project should be checked at this point.

Module 4
Module 4
The main aim of this module is to ensure that you understand two important processes
in PRINCE2: starting up a project and initiating a project, and the differences between
them. An additional aim of this module is to communicate key points about the project
brief and the project initiation documentation.
Notes Notes
Business justification initiates the project, as documented in an outline business case. Project mandate: The information that triggers the project. The project mandate
provides the terms of reference and should contain information to identify the prospective
All the necessary authorities exist for initiation.
executive of the project board. This will be developed into the project brief.
Sufficient information is available to define and confirm the scope of the project in a
Appoint the executive and project manager: If the project is part of a programme,
brief.
the programme should provide the brief and appoint some board members.
Evaluate the project delivery methods and select an approach.
Identify a project team and appoint individuals undertaking project initiation
planning work and/or significant project management roles.

Module 4
Module 4
The purpose of the ‘initiating a project’ process is to establish solid project foundations,
enable the organization to understand the work, and deliver the product before
committing to a significant spend.
This process ensures that everyone understands the cost and time commitment involved
in a project, and allows stakeholders to assess the project’s validity.
Notes Notes
The objectives of the ‘initiating a project’ process ensure a common understanding of: Agree the tailoring requirements: Tailoring is part of the project initiation document
and creates initial project controls.
Reasons: Justification for the project, benefits expected, and associated risks.
Prepare the risk management approach: Seek project board approval for the risk
Scope: The necessary work and the deliverable.
management approach, although they may prefer to review it as part of the product
Delivery: How, when, and at what cost the product will be delivered. initiation document.
Decisions: Who makes the project decisions. Prepare the change control approach: Change control is essential to maintain project
Quality: How quality will be achieved. control over its management and specialist products.
Baselines: How baselines will be established and controlled. Prepare the quality management approach: Any successful project meets user
expectations, which will only happen if expectations, standards, and assessments are
Risks: How risks, issues, and changes will be identified, assessed, and controlled.
stated and agreed upon at the beginning of the project.

Progress: How progress will be monitored and controlled.
Prepare the communication management approach: This approach addresses
Module 4
Module 4
Information: Who needs information, in what format, and at what time. internal and external communications. It should state how the project management
team will send and receive information from the wider organization(s) involved with, or
Tailoring: How the corporate, programme management, or customer method will be
affected by, the project.
tailored to suit the project.
Set up the project controls: Establish the level of control and control mechanisms
required by the project board after initiation, and the level of control required by the
project manager over the work of team managers.
Create the project plan: Establish and uphold the timescale and resource requirements
in the project plan.
Prepare the benefits management approach: The outline business case produced
during project start-up needs to be updated to reflect the estimated time and costs.
Assemble the project initiation documentation: Include tailoring as part of the
project initiation document to create initial project controls.
Notes Notes
Here are the tailoring requirements. Create the risk register in accordance with the risk management approach and
populate it with any risks from the daily log.
Seek project board approval for the risk management approach (although the project
board may prefer to review it later as part of the project initiation document).

Module 4
Module 4
Here are tailoring examples.
Notes Notes
Check what the customer expects: Review the project product description to Review the tailoring approach and its implications for change control.
understand the customer’s quality expectations and to check that the project’s
Review the project brief to understand whether any corporate, programme
acceptance criteria are sufficiently defined.
management or customer strategies, standards, or practices relating to change control
Review the project brief: Understand whether any corporate, programme management, need to be applied.
or customer strategies, standards, or practices relating to quality management need to
Seek lessons from similar projects, corporate, programme management, or the
be applied by the project.
customer, and external organizations related to change control. Some of these may
Review the tailoring approach: Included in the project initiation documentation, and already have been captured in the lessons log.
its implications for quality management.
Review the risk register and daily log for risks and issues associated with change
Seek lessons: From similar previous projects, corporate, programme management or control.
the customer, and external organizations related to quality management.
Define the change control approach with all stakeholders.

Review the risk register and issue register: Identify issues and risks associated with
Consult with project assurance to check that the proposed change control approach
Module 4
Module 4
quality management.
meets the needs of the project board and/or corporate, programme management, or
Create a quality register: In readiness to record details of all quality activities. the customer.
Define the quality management approach: Consult with project assurance to check Create the issue register and consider whether any issues already captured in the
that the proposed quality management approach meets the needs of the project board daily log need to be managed formally and therefore transferred.
and/or corporate, programme management or the customer. The approach must be
Seek project board approval for the change control approach.
approved by the board.
Consult with project assurance: Check that the proposed quality management
approach meets the needs of the project board and/or corporate, programme
management, or the customer.
Seek board approval: Although the project board may prefer to review it later as part of
the PID, you should seek project board approval for the quality management approach.
Notes Notes
This approach needs to consider both internal and external stakeholders. Try to elicit The level of control required by the project board after initiation needs to be agreed.
ideas from participants as you explain the slide. Effective project controls are a prerequisite for managing by exception. You should
reflect on how communication relates to project controls. Some examples of project
Who do you need to communicate with?
controls include:
When are the specific dates or stages that communication is needed?
Communication: The frequency and format of communication between the project
What information does each stakeholder need? It is important to ensure that everyone management levels needs to be agreed.
has the relevant information.
Management stages: The number of management stages should be agreed.
How will you communicate? Via, for example, email, a report, a sharing platform, or in a
Mechanisms:
meeting presentation?
capturing and analysing issues and changes

monitoring tolerances and escalating exceptions.
Module 4
Module 4
Tolerances are needed for delegated authority.
Monitoring: How delegated authority from one level of management to another will be
monitored.
Notes Notes
The benefits management approach will be derived from the business case.

Module 4
Module 4
Notes Notes
Assembling the project initiation documentation is the last activity of initiating a project.
This version of the PID will be used later as a means to compare the project’s actual
performance against the original forecasts that formed the basis of approval. This creates
a baseline that can be used throughout the project. The project manager is responsible
for producing the project initiation documentation.
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 a single
document, but a collection of various forms of information (such as flip charts or data in
software tools).

Module 4
Module 4
Notes Notes
Knowledge check: Starting up a project and
This is an example exam question. Read the question carefully and choose an answer. This is an example exam question. Read the question carefully and choose the two
correct answers using A, B, C, or D.

Module 4
Module 4
Notes Notes
This is an example exam question. The correct answer is B. This is an example exam question. The correct answer is A.
A. Incorrect. The available project approaches are evaluated in the ‘starting up a project’ A. Correct. Processes can be combined or adapted. Ref. 4.3.1
process. Ref. 14.2, 14.4.5
B. Correct. Terminology can be changed to suit other standards or policies. Ref.
B. Correct. An objective of the ‘initiating a project’ process is to ensure that 4.3.1
there is common understanding of who needs information, in what format,
C. Incorrect. All the themes must be applied in a project, however, they should be
and at what time. Ref. 16.2, 16.4.5
tailored according to the complexity of the project. Ref. 5.1
C. Incorrect. The project brief is developed in the ‘starting up a project’ process, not the
D. Incorrect. Some project roles cannot be shared or combined, such as the project
‘initiating a project’ process. Ref. 14.2
manager and the executive. Ref. 7.2.1.10
D. Incorrect. A focus of the ‘initiating a project’ process is to understand and put strategies

in place to manage constraints, not to remove them. Ref. 16.2
Module 4
Module 4
Notes Notes
Quiz: Starting up a project and initiating a Activity: Starting up a project and initiating
project a project

Module 4
Module 4
Notes Notes
Discover
Discovermore
moreat
atmy.axelos.com
my.axelos.com
Module 5
Business case
Business case
Knowledge check: Business

case
Activity
Business case
These are the syllabus requirements for this section of the course. The business case theme is one of the seven PRINCE2 themes. The main aim of this
module is to ensure that you understand that a business case is used to document the
justification for the undertaking of a project, based on the estimated costs against the
anticipated benefits to be gained and offset by any associated risks. The business case
should outline how and when the anticipated benefits can be measured. It is developed
when starting up a project, and is reviewed and updated during all the processes of the
project journey.
Business case
Business case
Module 5
Module 5
Notes Notes
The business case is at the centre of any impact assessment of risks, issues, and changes Figure 6.2 shows the development path of the business case.
by asking the question: how will this risk, issue, or change affect the viability of the
Develop: Getting appropriate information upon which decisions can be made.
business case and the business objectives, and benefits being sought?
Verify: Assessing whether the project is (still) worthwhile.
Maintain: Keeping the business justification updated with actual costs and benefits, and
with current forecasts for costs and benefits.
Confirm: Assessing whether the intended benefits have been (or will be) realized.
Confirming benefits will mostly take place post-project, although benefits may be realized
during the project.
Business case
Business case
Module 5
Module 5
Notes Notes
Project outputs enable business changes which can create desired outcomes. The benefits management approach should:
However, desired outcomes may also cause side effects and consequences which
Define the management actions that will be put in place to ensure that the project’s
can result in dis-benefits. Desired outcomes can be measured in benefits to help
outcomes are achieved and to confirm that the project’s benefits are realized. It is first
achieve one or more strategic objectives.
created by the project manager in the process of initiating a project during the initiation
stage. It is submitted to the project board for approval when seeking project authorization.
Be updated during each management stage with actual benefits achieved and
any updates for benefits management activities or benefits reviews (whether within or
beyond the life of the project).
Be managed by the project, corporate, programme management, or by
the customer, and is likely to be managed beyond the life of the project. PRINCE2
recommends that it is kept separate from the project plan and stage plans.
Ensure any benefits realized during the life of the project are confirmed by the
senior user for formal reporting by the project manager in the end-stage report(s) and
project closure report. When benefits cannot be reviewed during the life of the project,
the benefits management approach should include appropriate mid-project benefits
reviews.
Involve a post-project benefits review(s) This involves corporate, programme
management, or the customer holding the senior user(s) to account by asking them to
provide evidence of how the individual benefits allocated to them have been gained in
comparison with those promised, to justify the cost and risk of the project when it was
authorized. It will also review the performance of the project product in operational use
Business case
Business case
Module 5
Module 5
and identify if there have been any beneficial or adverse side effects that may provide
PRINCE2 requires that two products are produced and maintained for the business case lessons learned.
theme:
• business case
• benefits management approach.
Notes Notes
Create and maintain a business justification for the project; usually a business Consider each objective. In the PRINCE2 Official Book, review the section on the business
case (PRINCE2’s continued business justification principle). case theme. You can also review your notes.
Review and update the business justification in response to decisions and events
that might impact the desirability, viability, or achievability of the project (PRINCE2’s
continued business justification principle).
Define the management actions that will be put in place to ensure that the
project’s outcomes are achieved and confirm that the project’s benefits are
realized (PRINCE2’s continued business justification principle).
Define and document the roles and responsibilities for the business case and
benefits management (PRINCE2’s defined roles and responsibilities principle).
Business case
Business case
Module 5
Module 5
Notes Notes
Knowledge check: Business case
Have a look at the terms on the left-hand side of the slide and then look at the examples Here are the answers:
of each concept on the right-hand side. These do not match up correctly. Can you identify
Output = B. New sales system
which concept example matches which term?
Outcome = D. Sales orders are processed more quickly and accurately
Benefit = A. Costs are reduced by 10% and revenue increased by 10% annually
Dis-benefit = C. Some customers perceive that the new system provides poorer customer
service.
Business case
Business case
Module 5
Module 5
Notes Notes
This is an example exam question. Read the question carefully and choose an answer. This is an example exam question. Read the question carefully and choose an answer.
Business case
Business case
Module 5
Module 5
Notes Notes
This is an example exam question. Read the question carefully and choose an answer. This is an example exam question. The correct answer is B.
A. Incorrect. Establishing mechanisms for managing issues that may impact the baseline
is a purpose of the change theme. Ref. 11.1
B. Correct. A purpose of the business case theme is to allow decisions to be
made regarding continued project investment and benefit achievement.
Ref. 6.1
C. Incorrect. Assessing and controlling uncertain events or situations is a purpose of the
risk theme. Ref. 10.1
D. Incorrect. Describing how products will be delivered that are fit for purpose is a
purpose of the quality theme. Ref. 8.1
Business case
Business case
Module 5
Module 5
Notes Notes
This is an example exam question. The correct answer is D. This is an example exam question. The correct answer is C.
A. Incorrect. The business justification for a project, compulsory or not, must be A. Incorrect. This is a purpose of the business case. Ref. A.2.1
documented and approved. Ref. 3.1
B. Incorrect. This is the purpose of the end-stage report. Ref. A.9.1
B. Incorrect. Although the justification should remain valid, it may change. Ref. 3.1
C. Correct. The benefits management approach is used to cover the assessment
C. Incorrect. The format and formality of documentation may vary depending on need of benefits. Ref. 6.2.2, A.1.1
and circumstance. Ref. 3.1
D. Incorrect. The reasons for the project are derived from the project mandate and
D. Correct. Even compulsory projects should be supported by business documented in the outline business case during the ‘starting up a project’ process.
justification, even if only to demonstrate that the chosen option represents Ref. 14.4.4
value for money. Ref. 3.1
Business case
Business case
Module 5
Module 5
Notes Notes
Activity: Business case
Business case
Business case
Module 5
Module 5
Notes Notes
Business case
Module 5
Notes

Discover
Discovermore
moreat
atmy.axelos.com
my.axelos.com
Module 6
Plans
Plans
Knowledge check: Plans
Quiz
Activity
Plans
These are the syllabus requirements for this section of the course. The plans theme is one of the seven PRINCE2 themes. The main aim of this module is
to ensure that you understand the importance of planning in exercising control. Plans
facilitate communication and control by defining the means of delivering the products.
It is important to note that the other themes (business case, organization, quality, risk,
change, and progress) depend on effective planning before and during each project.
Notes Notes
Module 6
Module 6
Plans
Plans
Each type of plan has its own definition:
Project plan: Provides a statement of how and when the project’s performance targets
with regard to time, cost, quality, and scope are to be achieved.
Stage plans: These are required for each management stage. The stage plan is similar
to the project plan in content, but each element is broken down to the level of detail
required for day-to-day control by the project manager.
Team plans: These plans are optional. Their requirements and extent will be determined
by the size and complexity of the project and the number of resources involved. Team
plans are created in the managing product delivery process.
Exception plans: These must be produced to show the actions required to cover from
or avoid a forecast deviation from agreed tolerances in the project plan or a stage plan.
Create a mind map of what your idea of a plan is.
Notes Notes
Module 6
Module 6
Plans
Plans
Consider the following points: This slide outlines PRINCE2’s minimum requirements for applying the plans theme.
Project plan: Created during the ‘initiating a project’ process and updated during the Enable realization of the business case following PRINCE2’s continued business
‘managing a stage boundary’ process. justification principle.
Initiation stage plan: Created during the ‘starting up a project’ process. All subsequent Have at least two stages This should consist of an initiation stage and at least one
stage plans are produced near the end of the current management stage when preparing further management stage. The more complex and risky a project, the more management
for the next management stage. stages that will be required (PRINCE2’s manage by stages principle).
Team plan: An optional level of plan used as the basis for team management control Produce a plan for the whole project and a plan for each management stage A
when executing work packages. project plan for the project as a whole and a stage plan for each management stage
(PRINCE2’s manage by states principle).
Exception plan: If approved, the exception plan replaces the plan that is in exception
and becomes the new baselined plan. Product-based planning Use product-based planning for the project plan, stage plans,
and exception plans. It may be optionally used for team plans.
Exception plans Produce specific plans for managing exceptions (PRINCE2’s manage by
exception principle).
Roles, responsibilities defined Define the roles and responsibilities for planning
(PRINCE2’s defined roles and responsibilities principle).
Lessons used Use lessons to inform planning (PRINCE2’s learn from experience
principle).
Notes Notes
Module 6
Module 6
Plans
Plans
PRINCE2 project is planned and controlled on a stage-by-stage basis. A management stage is the section of a project that the project manager is managing on
behalf of the project board at any one time. At the end of this stage, the project board
The following elements of the diagram are important:
will wish to review progress to date, the state of the project plan, the business case and
1. defining and analyzing the products risks, and the next stage plan, in order to decide whether to continue with the project.
2. identifying activities and dependencies The manage by stage principle states that a PRINCE2 project is planned, monitored, and
3. preparing estimates controlled, management stage by management stage.
4. preparing a schedule.
At all stages, risks need to be analysed.
Notes Notes
Module 6
Module 6
Plans
Plans
• How far ahead to plan: The project board authorizes one management stage of the In the PRINCE2 Official Book, consider Figure D.3 in Appendix D.
project at a time. The project board only authorizes the next management stage if
there is a sufficient business justification to continue.
• Key decision points: These will be significant decisions and control points required
during the project’s lifecycle; these will often be linked to key investment, business, or
technical decisions.
• Amount of risk: The more complex and risky a project is, the more management
stages will be required.
• Duration: This is divided into delivery steps. The work comprising delivery steps is
always included within a management stage. Each stage incorporates a number of
delivery steps which often overlap and can span more than one management stage.
• Confidence of the project manager and project board: The project board only
authorizes the next management stage if there is a sufficient business justification to
continue.
Consider each objective. In the PRINCE2 Official Book, review the section on the plans
theme. You can also review your notes.
Notes Notes
Module 6
Module 6
Plans
Plans
Knowledge check: Plans
This is an example exam question. Read the question carefully and choose an answer. This is an example exam question. Read the question and choose an answer.
Notes Notes
Module 6
Module 6
Plans
Plans
This is an example exam question. Read the question carefully and choose an answer. This is an example exam question. The correct answer is C.
Here is the rationale behind each answer along with references:
A. Incorrect. The purpose of the risk theme is to identify, assess, and control uncertainty
within the project. Ref. 10.1
B. Incorrect. The identification of project products involves configuration management,
part of the change theme. Ref. 11.3.3
C. Correct. The purpose of the plans theme is to define the means of delivering
the products. Ref. 9.1
D. Incorrect. A benefits management approach is associated with the business case
theme, not the plans theme. Ref. 6.2, A.1.1
Notes Notes
Module 6
Module 6
Plans
Plans
This is an example exam question. The correct answer is C. This is an example exam question. The correct answer is A.
Here is the rationale behind each answer along with references: Here is the rationale behind each answer with references:
A. Incorrect. ‘Starting up a project ’ is a PRINCE2 process, not a stage. A process is a A. Correct. PRINCE2 requires that four products are produced and maintained.
structured set of activities designed to accomplish a specific objective. Ref. 14.1, 13.1, This includes the product breakdown structure: a hierarchy of all the products
Figure 13.1 to be produced during a plan. Ref. 9.2
B. Incorrect. To follow PRINCE2, a project must, as a minimum, have an initiation stage B. Incorrect. It is the issue register that captures and maintains information issues that
and at least one further management stage. ‘Closing a project’ is a process, not a are being managed formally. It is not a minimum requirement for applying the plans
stage. Ref. 9.2, Figure 13.1 theme. Ref. 9.2, 11.4.1
C. Incorrect. It is the product flow diagram that provides a diagram showing the
C. Correct. To follow PRINCE2, a project must, as a minimum, have an initiation
sequence of production and interdependencies of the planned products. Product
stage and at least one further management stage. Ref. 9.2
flow diagrams are recommended but not required. Ref. 9.2, 9.3.1.2
D. Incorrect. ‘Closing a project’ is a process, not a stage. Ref. 20.1, Figure 13.1 D. Incorrect. It is the risk register which provides record of identified risks relating to the
plan, including their status and history. It is not a minimum requirement for applying
the plans theme. Ref. 9.2, 10.2
Notes Notes
Module 6
Module 6
Plans
Plans
Quiz: Plans Activity: Plans
Refer to the project product description in the Learner Workbook. Complete the
breakdown for the Red Crab Drinks soft seltzer project. Refer to the Red Crab Drinks
case study as well.
Notes Notes
Module 6
Module 6
Plans
Plans
Notes
Module 6
Plans

Discover
Discovermore
moreat
atmy.axelos.com
my.axelos.com
Module 7
Quality
Quality
Knowledge check: Quality
Activity
Module 7
Module 7
Quality
Quality
Quality
These are the syllabus requirements for this section of the course. Here are some key words to help you to remember the purpose of the quality theme.
The quality theme is one of the seven PRINCE2 themes. The main aim of this module is to The terminology on the left-hand side is integral to the quality theme. The definitions
ensure you understand that the products created by the project must fulfil the expected on the right-hand side do not currently match with the definitions. Please reorder the
expectations and benefits. It is important to note that quality and planning themes are definitions to match the key terms.
strongly related, as quality needs to be incorporated into the project planning stages.
Notes Notes
Module 7
Module 7
Quality
Quality
The acceptance criteria is: a prioritized list of criteria that the project product must Quality register: Quality management activities that are planned or have taken place. It
meet before the customer will accept it (that is, measurable definitions of the attributes provides information for the end-stage reports and end project report.
required for the set of products to be acceptable to key stakeholders).
PRINCE2 does not prescribe a particular or detailed approach to quality management. Any
approach that meets the requirements described can be said to be following PRINCE2.
The quality theme can also be divided up into quality planning and quality control.
The focus is on quality planning, the customer’s quality expectations, and prioritized
acceptance criteria for the project in the project product description.
Using lessons is very important and is part of PRINCE2’s learn from experience principle.
Notes Notes
Module 7
Module 7
Quality
Quality
Quality planning is about defining the project product and its components, with the Quality assurance is independent of the project.
respective quality criteria, quality methods (including effort required for quality control
Project assurance is the responsibility of the project board, therefore part of the
and product approval), and quality responsibilities of those involved.
project.
Quality control focuses on the operational techniques and activities used by those
Quality control is achieved by implementing the quality methods described in the
involved in the project to:
quality management approach.
• check that the products meet their quality criteria (for example, by quality inspections,
The roles and responsibilities for quality management is part of PRINCE2’s defined roles
testing, or review)
and responsibilities principle.
• identify ways of eliminating causes of unsatisfactory performance.
Project assurance is the project board’s responsibility to assure itself that the project
is being conducted correctly. Each of the project board members have a specific area of
focus for project assurance, namely business assurance for the executive, user assurance
for the senior user(s), and supplier assurance for the senior supplier(s). Project assurance
is therefore independent of the project manager but not independent of the project.
Quality assurance is a planned and systematic process which provides confidence that
outputs will meet their defined quality criteria when tested under quality control. It is
performed independently of the project team. The process must comply with relevant
corporate, programme management, or customer standards and policies.
Customer quality expectations is a statement about the quality expected from the
project product, captured in the project product description.
Acceptance criteria is a prioritized list of criteria that the project product must meet
before the customer will accept it (that is, measurable definitions of the attributes
required for the set of products to be acceptable to key stakeholders).
Notes Notes
Module 7
Module 7
Knowledge check: Quality
Quality
Quality
Consider each objective. In the PRINCE2 Official Book, review the section on the quality
Notes Notes
Module 7
Module 7
Quality
Quality
This is an example exam question. Read the question carefully and choose an This is an example exam question. The correct answer is A.
answer.
A. Correct. Quality assurance provides assurance to
corporate, programme management, or customer on the project’s
compliance with relevant corporate, programme management, or customer
standards and policies. Project assurance provides assurance to the project’s
stakeholders that the project is being conducted properly. Ref. Table 8.1,8.1.1
B. Incorrect. Quality assurance is the responsibility of the programme or corporate
organization. Ref. Table 8.1, 8.1.1
C. Incorrect. Quality assurance is independent of the project. Project assurance is
independent of the project manager, but not the project. Ref. Table 8.1, 8.1.1
D. Incorrect. Project assurance is the responsibility of the project board. Quality
assurance is the responsibility of corporate, programme management, or customer.
Ref. Table 8.1, 8.1.1
Notes Notes
Module 7
Module 7
Activity: Quality
Quality
Quality
This is an example exam question. The correct answer is D.
Here is the rationale behind the answers along with references:
A. Incorrect. Although PRINCE2 does not address quality assurance, and it is good
practice to include it in the project’s quality management approach, it is defining
project assurance that is the minimum requirement. Ref. 8.2, 8.3.5
B. Incorrect. In considering acceptance criteria, it can be useful to select proxy measures
that will be accurate and reliable indicators of whether benefits will subsequently be
achieved, but this is not a minimum requirement. Ref. 8.3.10
C. Correct. To follow PRINCE2, a project must, as a minimum, define the
project’s approach to project assurance. Ref. 8.2
These slides provide examples of a quality management approach.
Notes Notes
Module 7
Quality
Notes

Discover
Discovermore
moreat
atmy.axelos.com
my.axelos.com
Module 8
Progress
Progress
Knowledge check: Progress
Activity
Progress

Module 8
Module 8
These are the syllabus requirements for this section of the course. To monitor and compare actual achievements against those planned Establish
mechanisms to monitor and compare actual achievements against planned achievements.
To provide a forecast This is for the project’s objectives and continued viability. Of
PRINCE2’s seven principles, manage by exception is particularly important to the progress
theme. An exception is a situation where a deviation is beyond agreed tolerance levels.
To control unacceptable deviations Tolerances are the permissible deviation above
and below a plan’s target for cost and time without escalating the deviation to the next
level of management. There may also be tolerances for quality, scope, benefits, and risk.
The progress theme is one of the seven PRINCE2 themes. This theme aims to ensure that
project managers can control the project and know where they are against the current
plan.
Notes Notes

Module 8
Module 8
Do you understand the meaning of tolerances? Refer to the PRINCE2 Official Book for Delegating tolerances involves putting an assurance mechanism in place so that each
the full definition. management level can be confident that such controls are effective.
Corporate, programme management, or the customer sits outside the project but
sets the overall requirements and tolerance levels of the project. The three levels of
management within the project (responsible for directing, managing, and delivering) will
manage and implement within these tolerances and escalate any forecast breaches of
project tolerance.
The project board has overall control at a project level and will allocate tolerances for
each management stage to the project manager. The project board has the ability to
review progress and decide whether to continue, change, or stop the project. During
execution of the project plan, if the project is likely to exceed the agreed project tolerances,
then the deviation should be referred to corporate, programme management, or the
customer by the project board in order to get a decision on corrective action.
The project manager has day-to-day control for a management stage within the
tolerance limits. During execution of a stage plan, if the management stage is likely to
exceed the agreed management stage tolerances, then the deviation should be referred
to the project board in order to get a decision on corrective action. This would be done
by raising an issue and an exception report.
The team manager has control for a work package, and the work package tolerances
as agreed with the project manager. During execution of the work package, if it is likely
that the agreed tolerances will be exceeded, then the deviation should be referred to the
project manager by the team manager in order to get a decision on corrective action.
Notes Notes

Module 8
Module 8
There are different documents used for controlling and monitoring progress. Using Daily log: A useful way of recording individual observations that when collated, may alert
controls makes it easy to notice exceptions. PRINCE2 provides two types of progress the project manager to a new issue or risk.
control throughout the life of a project.
Lessons log: Used for capturing and reporting lessons when reviewing progress.
One is event-driven controls: these take place when a specific event occurs. For
Lessons report: Can be used to pass on any lessons that can be usefully applied to
example:
other projects.
• the end stage assessment at the end of a management stage
It should be noted that a register is a formal repository managed by the project manager
• the completion of the PID that requires agreement by the project board on format, composition, and use. PRINCE2
has three registers: issue register, risk register, and quality register.
• the creation of an exception report.
The other is time-driven controls: these take place at predefined periodic intervals. For
example:
• monthly highlight reports for the project board
• weekly checkpoint reports.
Notes Notes

Module 8
Module 8
Work-package-level exceptions: If a work package is forecast to exceed its tolerances,
the team manager should inform the project manager by raising an issue. The project
manager will advise of any corrective actions required.
Stage-level exceptions: If the stage is forecast to exceed its tolerances, the project
manager should produce an issue report to capture and analyse the details of the
deviation, and then provide an exception report for the project board.
Project-level exceptions: If the forecast is for project tolerances to be exceeded, the
project board no longer has the authority to direct the project and must refer the matter
to corporate, programme management, or the customer for a decision.
Notes Notes
Knowledge check: Progress

Module 8
Module 8
Consider each objective. In the PRINCE2 Official Book, review the section on the progress
Notes Notes
Activity 1: Progress

Module 8
Module 8
This is an example exam question. The correct answer is C.
A. Incorrect. The end of a stage is not a time-driven (periodic) control. For example, it
does not occur weekly or monthly. Ref. 12.2.2
B. Incorrect. Exception situations are not a time-driven (periodic) control. You cannot
plan for them. Ref. 12.2.2
C. Correct. Time-driven controls take place at predefined periodic intervals.
The frequency and format of the checkpoint reports will be agreed in the
work package. Ref. 12.2.2
D. Incorrect. Lesson reports are usually produced at the end of a stage and the end of
the project. These are not time-driven (periodic) controls, for example, they are not
produced monthly or weekly. Ref. 12.2.2, 12.2.2.3
Notes Notes
Discover
Discovermore
moreat
atmy.axelos.com
my.axelos.com
Module 9
Risk
Risk
Knowledge check: Risk
Activity
Risk
Module 9
Module 9
These are the syllabus requirements for this section of the course.
Risk
Risk
The risk theme is one of the seven PRINCE2 themes. As projects are about doing The key words in bold will help you remember the purpose of the risk theme (identify,
something new, the planned change introduces uncertainty and risk. The project needs assess, control uncertainty).
to know how to identify risk, how to assess this risk, and how to control this risk, as risk
may affect the project objectives.
Notes Notes
A risk can be: The risk budget is a sum of money to fund specific management responses to the
project’s threats and opportunities (for instance, to cover the costs of any contingency
• A threat. For uncertain events that would have a negative impact on objectives.
plans should a risk materialize).
Module 9
Module 9
• An opportunity. For uncertain events that would have a positive impact on objectives.
On smaller, simpler projects, a budget can be calculated by referring to the proposed
Risk
Risk
Risk response types: Solutions to a predicted risk. In the PRINCE2 Official Book, refer risk responses. On a more complicated project, there could be a greater number of
to Table 10.3 for more information. unknown risks. A risk management approach should be used to avoid the risk budget
Risk owner: The owner is a named individual who is responsible for the management, being used as part of the main budget.
monitoring, and control of all aspects of a particular risk assigned to them.
Risk actionee: The person who takes action to address the risk.
Risk exposure: The extent of risk tolerated by the organization at the time. Consider
each of these concepts.
Risk probability: How likely the risk is to happen.
Risk impact: The effect the risk can have on the project/organization. For instance, even a
small, simple project on replacing core IT network infrastructure can stop an organization
working if it goes wrong.
Risk proximity: The predicted timing of the risk. How quickly the risk is likely to
materialize if no action was taken.
Risk appetite: An organization’s unique attitude towards risk-taking. It dictates the
amount of risk that the organization considers acceptable.
Risk tolerance: A threshold that if exceeded would lead to a response.
Notes Notes
The recommended risk management procedure consists of the steps: identify, assess, Identify context: Information about the project in order to understand the specific
plan, and implement. objectives that are at risk and to formulate an appropriate risk management approach.
This information could include local legislation, customer expectations, corporate policy,
Module 9
Module 9
Communicate operates in parallel, as the outputs of any of the other steps may need
and the scale of the project. You can find a full list in the PRINCE2 Official Book 10.4.1.1
to be communicated to stakeholders at any point in the process.
Risk
Risk
Identify risks: Risks can, and should, be identified at any time during the management
All the steps are repeatable. When additional information becomes available, it is
and delivery of the project. Any member of the project, corporate or programme
often necessary to repeat earlier steps based on the new information.
management, the customer, or other stakeholders may raise an issue or risk. PRINCE2
recommends that risks are captured in the risk register as soon as they are identified.
There are various techniques that can be used to identify risks, including review lessons,
risk checklists, risk prompt lists, mind mapping, and risk breakdown structures.
Remember the three aspects to expressing risk risk cause; risk event; risk effect. See
examples in Section 10.4.1.2, and the exercise on the following slide.
Notes Notes
Earlier you came across three terms that related to identifying risks: risk cause, risk event There are two elements to the assess step.
and risk effect. Test your recall by looking at the definitions on this slide and matching
Estimate the next step is to assess the probability of each risk and its impact such as
them up to the three terms.
Module 9
Module 9
the probability of the threats and opportunities in terms of how likely they are to occur.
Risk
Risk
Note: The diagram is a risk probability impact grid. This is a technique that can be used
for risk estimations. The probability and impact of the risk are plotted to help visualize
which risks need to be addressed. The numbers indicate risks that have been identified.
Evaluate the combined effect of the individual risks: Is the risk exposure within the
risk appetite?
The risk exposure should be within the risk appetite of the organization. The risk appetite
is the amount of risk the organization will tolerate. In the PRINCE2 Official Book, refer to
10.4.2.2 for further information.
Notes Notes
Review lessons: When planning risk responses, review any lessons learned from Avoid a threat/Exploit an opportunity: This option is about making the uncertain
previous similar projects. This will help in identifying the range of responses available situation certain by removing the risk. This can often be achieved by removing the cause
and in evaluating how effective they are likely to be. of a threat or by taking advantage of an opportunity. Where costs are incurred, these
Module 9
Module 9
must be justified.
Review risk tolerances: If the risk falls within the tolerances set for the project, the
Risk
Risk
project manager decides on the appropriate response; otherwise, the decision is Reduce a threat/Enhance an opportunity: This option involves a definite action now to
escalated to the project board. change the probability and/or the impact of the risk. The term ‘mitigate’ is relevant when
discussing reduction of a threat.
Look at the response effect: Consideration should also be given to the effect that the
possible responses could have on: Transfer the risk (threat or opportunity): Transfer is an option that aims to pass part of
the risk to a third party.
• the project plan, management stage plan, and work packages
Share the risk (threat or opportunity): Sharing the risk is an option that is different in
• the business case
nature from the transfer response. It seeks multiple parties to share the risk on a pain/
• corporate, programme management or the customer. gain share basis (typically within a supply chain).
Accept the risk (threat or opportunity): The accepting option means that the organization
takes the chance that the risk will occur. In this case, the organization will accept the
effect of the risk.
Prepare contingent plans (threat or opportunity): A planned set of actions that will be
taken for each risk.
In the official PRINCE2 Official Book, this information is shown in Table 10.3 Risk responses.
Notes Notes
The next step of the recommended risk management procedure is to implement. Risk owner: Responsible for the management, monitoring, and control of all aspects
of a particular risk assigned to them. This includes the implementation of the selected
responses to address the threats or to maximize the opportunities.
Module 9
Module 9
Risk actionee: Some actions may not be possible for the actioner. (If they do not have a
Risk
Risk
management role, they may not be able to make decisions that would affect the project.)
In that situation, there should be a nominated owner of the action to address the risk.
They will need to keep the risk owner appraised of the situation.
Note: In many cases, the risk owner and risk actionee are likely to be the same person.
The risk owner should be the person most capable of managing the risk. Allocating too
many risks to any one individual should be avoided.
Notes Notes
• Checkpoint report: A regular progress report produced by the team manager.
• Highlight report: A progress report produced by the project manager for the board.
Module 9
Module 9
• End stage report: It details the progress made at the end of each management stage.
Risk
Risk
• End project report: This is given to the board, so they can evaluate the project and
authorize closure.
• Exception report: This is produced by the project manager for the board. It is
produced if the management stage is likely to exceed the agreed management stage
tolerance.
Communication should be undertaken continually.
Note: Care should be taken in using these reports to communicate risks with external
stakeholders and reference should be made to the communication management
approach for the most appropriate method. There are numerous other communication
methods (such as bulletins, notice boards, dashboards, information radiators, discussion
threads, briefings) that could be considered alongside the PRINCE2 management
products.
Notes Notes
This is a full list of the responsibilities from Table 10.1. All of these roles are important to Recalling the minimum requirements is key to understanding PRINCE2.
the success of the project.
Define its risk management approach which covers:
Module 9
Module 9
Corporate, programme management or the customer: Provides the corporate,
• How risks have been identified and assessed.
programme management, or customer risk management policy and risk management
Risk
Risk
process guide (or similar). • How risk management responses are planned and implemented.
Executive: Already mentioned. • How the management of risk is communicated throughout the project lifecycle.
Senior user: Ensures that risks to the users are identified, assessed, and controlled Note: Project risks should be identified, assessed, managed, and reviewed throughout
(such as the impact on benefits, operational use, and maintenance). the project lifecycle.
Senior supplier: Ensures that risks relating to the supplier aspects are identified, • Assessing the risk for impact on the business justification of the project (PRINCE2’s
assessed, and controlled (such as the creation of the project product). continued business justification principle).
Project manager: Already mentioned. • The roles and responsibilities for risk management are defined (PRINCE2’s
defined roles and responsibilities principle).
Team manager: Already mentioned.
Maintaining some form of risk register This provides a record of identified risks
Project assurance: Already mentioned.
relating to the project, including their status and history. It is used to capture and maintain
Project support: Prepares and assists the project manager in maintaining the project’s information on all the identified threats and opportunities relating to the project.
risk register.
The risk management procedure adds the following information to the risk register: a
risk description, owner, categorization, and any early warning indicators will be found in
the identify step.
Note: The other necessary document is the risk management approach.
Ensuring project risks are identified, assessed, and reviewed This should be done
throughout the project lifecycle.
Using lessons to inform risk identification and management (PRINCE2’s learn from
experience principle).
Notes Notes
Knowledge check: Risk
Module 9
Module 9
Consider each objective. In the PRINCE2 Official Book, review the section on the risk This is an example exam question. Read the question carefully and choose an answer.
Risk
Risk
Notes Notes
This is an example exam question. Read the question carefully and choose an answer. This is an example exam question. The correct answer is D.
Module 9
Module 9
A. Incorrect. This is describing a risk effect. The risk effect is the impact(s) that the risk
would have on the project objectives if the risk materializes. Ref. 10.4.1.2
Risk
Risk
B. Incorrect. This is describing a risk event. The risk event is the area of uncertainty in
terms of the threat or the opportunity. Ref. 10.4.1.2
C. Incorrect. This is describing a risk effect. The risk effect is the impact(s) that the risk
would have on the project objectives if the risk materializes. Ref. 10.4.1.2
D. Correct. This is describing a risk cause. The risk cause should describe the
source of the risk, that is, the situation that causes the risk. These are often
referred to as risk drivers. Ref. 10.4.1.2
Notes Notes
Activity: Risk
Module 9
Module 9
Risk
Risk
• Incorrect. A risk breakdown structure is a risk management technique. It is not a
minimum requirement for applying the risk theme. Ref. 10.4.1.2,10.2
• Incorrect. It might be appropriate to identify an explicit risk budget within the project
budget, but this is not a minimum requirement for applying the risk theme. Ref.
10.3.7, 10.2
• Correct. PRINCE2 requires a risk register to be used to capture all identified
threats and opportunities. Ref. 10.2
• Incorrect. A risk checklist is a risk management technique. It is not a minimum
requirement for applying the risk theme. Ref. 10.4.1.2, 10.2
Notes Notes
Module 9
Risk
Notes

Discover
Discovermore
moreat
atmy.axelos.com
my.axelos.com
Module 10
Controlling a stage and
managing product
delivery

managing product delivery
Knowledge check:
Quiz
Activity
Controlling a stage and managing product
delivery
These are the syllabus requirements for this section of the course. This module aims to ensure that you understand how the project manager and the team
manager should work together during two closely aligned processes: ‘controlling a stage’
and ‘managing product delivery’. During the processes, the project manager and team
manager need to ensure that the products of each stage are delivered at the right time
and within agreed tolerances.

Module 10
Module 10
Notes Notes
Objectives of controlling a stage process are to ensure that:
• Attention is focused on delivery of the management stage’s products. Any movement
away from the direction and products agreed at the start of the management stage is
monitored to avoid uncontrolled change and loss of focus.
• The project management team is focused on delivery within the tolerances laid down.
• Risks and issues are kept under control.
• The business case is kept under review.
• The agreed products for the management stage are delivered to stated quality
standards within cost, effort, and time agreed to achieve defined benefits.

Module 10
Module 10
Notes Notes
Central to the ultimate success of the project is the day-to-day control of the work that is Refer to your PRINCE2 Official Book (Ref. Section 17.4, p218 Activities) for the three major
being conducted. Throughout a management stage, this will consist of a cycle of: groups of activities in this process:
• authorizing work to be done • work package management
• monitoring progress information about that work, including signing off completed • monitoring and reporting
work packages
• capturing and resolving issues and identifying and managing risks.
• reviewing the situation (including that for product quality) and triggering new work
The three activities are colour-coded as follows:
packages
Blue: work package management
• reporting highlights
Green: monitoring and reporting
• watching for, assessing, and dealing with issues and risks

Yellow: issue and risk management.
• taking any necessary corrective action.
Module 10
Module 10
Notes Notes
The project manager controls the stage. The diagram shows the link to project delivery.
Managing work packages:
• authorize a work package
• review work package status
• receive completed work packages.
Monitoring and reporting:
• review the management stage status
• report highlights.

Managing issues and risks:
Module 10
Module 10
• capture and assess issues and risks
• escalate issues and risks
• take corrective action.
The team manager(s) or team members execute assigned work packages (that will deliver
one or more products) and give the project manager progress updates via checkpoint
reports.
Notes Notes
Accept a work package: The team manager accepts a work package from the project
manager and creates a team plan to manage development of the products. This is an
agreement between the project manager and the team manager as to what is to be
delivered.
Execute a work package: The team produces products, requests quality checks
(and monitors it to the requirements defined in the authorized work package), obtains
approval, and reports to the project manager using the checkpoint report.
Deliver a work package: This is delivering proof that the products are complete.

Module 10
Module 10
The objective of the managing product delivery process is to ensure that all of these
actions happen.
Notes Notes
PRINCE2 recommends the following actions: Many of the activities in controlling a stage and all of the activities in managing product
delivery are built around the ‘work package’.
• Review the quality register to verify that all the quality activities associated with the
work package are complete. The processes work together to ensure that a stage remains within tolerances. The
project manager’s actions related to the work package are shown on the slide. The team
• Review the approval records to verify that all the products to be delivered by the work
manager ensures that products are created and delivered by the team to the project by:
package are approved.
• Accept: Accepting and checking authorized work packages from the project manager.
• Update the team plan to show that the work package is complete.
• Execute: Ensuring that the products are developed in accordance with any
• Check the work package and follow the procedure to deliver the completed products.
development method(s) specified in the work package.
• Notify the project manager that the work package is complete.
• Deliver: Delivering the products to the project manager in accordance with any
procedures specified in the work package.

The work package defines what products are to be created, and sets out any constraints
Module 10
Module 10
and requirements for the way that the work has to be carried out.
Notes Notes
Refer to pages 383–385 for guidance on how to complete this activity. Continued
• Date and name: The date of the agreement between the project manager and the • Constraints: Any constraints (apart from the tolerances) on the work, people to be
authorized person (this person is named). involved, timings, charges, rules to be followed.
• Work package description: A description of the work to be done. • Reporting arrangements: The expected frequency and content of checkpoint
reports.
• Techniques, processes, and procedures: Any techniques, tools, standards,
processes, or procedures to be used in the creation of the specialist products. • Problem handling and escalation: This refers to the procedure for raising issues
and risks.
• Development interfaces: Interfaces that must be maintained while developing the
products. These may be people providing information or those who need to receive • Extracts or references: Any extracts or references to related documents, specifically:
information.
• Stage plan extract: This will be the relevant section of the stage plan for the current

• Operations and maintenance interfaces: Identification of any specialist products management stage or will be a pointer to it
with which the product in the work package will have to interface during their
Module 10
Module 10
• Product description(s): This would normally be an attachment of the product
operational life. These may be other products to be produced by the project, existing
description(s) identified in the work package.
products, or those to be produced by other projects (for instance if the project is part
of a programme). • Approval method: Who will approve the completed products within the work
package, and how the project manager will be advised of completion of the products
• Change control requirements: A statement of any special arrangements that must
and work package.
be made by the producer, for example any storage or security requirements.
• Joint agreements: Details of the agreements on effort, cost, start and end dates, and
key milestones for the work package.
• Tolerances: Details of the tolerances for the work package (time, cost but perhaps
also scope and risk).
Notes Notes
Knowledge check: Controlling a stage
and managing product delivery
Consider each objective. In the PRINCE2 Official Book, review the section on the This is an example exam question. Read the question carefully and choose an answer.
‘controlling a stage’ process. You can also review your notes.

Module 10
Module 10
Notes Notes
Quiz: Controlling a stage and managing
product delivery
This is an example exam question. The correct answer is D.

A. Incorrect. To agree, perform and deliver project work is a purpose of the ‘managing
product delivery’ process. Ref. 18.1
B. Incorrect. To draft a plan for the next stage is a purpose of the ‘managing a stage
boundary’ process. Ref. 19.1
C. Incorrect. The stage plan for the next stage is created in the ‘managing a stage

boundary’ process and approved in the ‘directing a project’ process. During the
‘authorize a stage or exception plan activity’, tolerances will be set for the stage plan
Module 10
Module 10
being approved. Ref. 19.1, 15.4.3
D. Correct. The purpose of the ‘controlling a stage’ process is to assign work,
monitor it, deal with issues, report progress, and take corrective action to
ensure that the stage remains within tolerance. Ref. 17.1
Notes Notes
Activity 1: Controlling a stage and
Module 10
This slide gives ideas of what daily tasks could be included in the diary while the project
manager is controlling a stage.
Notes

Discover
Discovermore
moreat
atmy.axelos.com
my.axelos.com
Module 11
Managing a stage
boundary
Managing a stage boundary
Knowledge check: Managing

a stage boundary
Activity
These are the syllabus requirements for this section of the course. The key words (in bold) will help you to remember the purpose.

Module 11
Module 11
This module defines the ‘managing a stage boundary’ process, which provides the
information to the project board so that they can decide whether to continue to the next
stage.
Notes Notes
Further information on the objectives of managing a stage boundary: This diagram demonstrates three management stages and the connection between the
stage boundary, the stage end, and the exception plan.
Assure project board that all products in the stage plan have been completed and
approved. Stage boundary: There are two different entry points for a stage boundary:
Prepare stage plan for the next management stage. • initiating a project
Review and update the project initiation documentation. • controlling a stage.
Provide information for the project board to assess the continuing viability of the Managing a stage boundary: At the end of each management stage, a decision needs
project. to be made whether to continue the project. If necessary, the project can be redirected
or stopped to avoid wasting time and money. This would lead to the implementation of
Record information or lessons that can help later management stages of this project
an exception process.
and/or other projects.
Stage end: The results of a management stage are reported to the project board so that
Request authorization to start the next management stage.
progress is clearly visible to the project management team. This activity should happen
as closely as possible to the actual end of a management stage.
Exception plans: These must be produced to show the actions required to recover
from or avoid a deviation from the agreed tolerances in the project plan or a stage plan.
The exception plan usually follows an exception report. A stage plan exception covers
the period from the present to the end of the current management stage.
Exception plans are prepared to the same level of detail as the plan they replace. If
approved, the exception plan replaces the stage plan that is in exception and becomes

the new baselined plan.
Module 11
Module 11
Notes Notes
Reviewing and updating the project initiation documentation: It may be necessary The tree image represents the importance of the different elements that make up a
to consult with the project board regarding any required changes. The following should project, and how these elements fit together and are dependent upon each other.
be reviewed and, if necessary, updated:
Check that the current stage plan is up-to-date: It should be reviewed and, if
• any change to the customer’s quality expectations, acceptance criteria, or project necessary, updated.
approach
Revise project plan: The project board uses the project plan throughout the project to
• the relevance and suitability of the approaches and controls. measure progress. Revise the project plan to reflect:
Producing the stage plan for the next management stage. This is produced near the end • actuals from the current stage plan
of the current management stage. Planning involves the project manager consulting with
• forecasts from the next stage plan or the impact of the exception plan.
the project board, project assurance, team managers, and possibly other stakeholders,
in order to create a viable plan. It is good practice to produce a team plan in parallel Update risks/issues: Update the issue register and risk register if any new issues or
with planning the next management stage. This will ensure that the project manager has risks have been identified (or if existing ones need to be modified).
sufficient information to plan the stage, with an understanding of what is achievable at
a team level.
Creating or updating configuration item records: the project board is ordinarily only
authorized to continue while the project remains viable.
Updating the risk/issue register: review the issues and risks raised during the stage
and any risk response actions taken. Include a summary of the current aggregated risk
exposure.

Updating the quality register for planned quality management activities.
Module 11
Module 11
Notes Notes
Check for any changes to the risk appetite or risk capacity: Check whether there A summary of progress: The overall project situation, and sufficient information to ask
have been any changes to the risk appetite and risk capacity of the stakeholders, and for a project board decision on what to do next with the project.
whether risk tolerances need to be redefined. You should explain:
Overall project situation: The project board uses the information in the end stage
• Risk appetite: An organization’s unique attitude towards risk-taking (the amount of report in tandem with the next stage plan to decide the appropriate action to take with
risk that it considers acceptable). regards to the project; for example, authorize the next stage, amend the project scope,
or stop the project.
• Risk capacity: Ability to take on risk (considering costs, deadlines, quality).
Lessons learned: Particularly for longer projects, where interim reviews of lessons, or
• Assess the project’s risks: using the risk register to work out the aggregated risk
the project itself, may benefit corporate, programme management, or the customer.
exposure for the project and identify the current key risks that affect the business
case. This should include an assessment that the aggregated risk exposure remains Communication with other stakeholders: Copies of any reports that have been sent
within risk tolerances. to external interested parties.
Update benefits management approach: The benefits management approach defines Information for the exception plan: If a management stage or the project is forecast
the management actions that will be put in place to ensure that the project’s outcomes to deviate beyond its agreed tolerances, it no longer has the approval of the project
are achieved, and to confirm that the project’s benefits are realized. board.
Examine and review:
• The benefits management approach for the results of any benefits management
actions undertaken during the management stage compared with expected results.
• The impact of approved changes as these may affect the project benefits.

Revise business case with the results from any benefits management actions undertaken
during the management stage.
Module 11
Module 11
Update risks: Check the plan’s aggregated risks and add any new risks that have been
identified.
Notes Notes
Exception plans are requested by the project board in response to an exception report.
Issue register: review and update this if any new issues or risks have been identified (or
if existing ones need to be modified).
Project initiation documentation: review and update this, if necessary. You may need
to consult with the project board regarding any required changes.
Exception report: details from this report, such as recommended actions, will contribute
to the exception plan.
Risk register: update the risk register with any new issues or modifications.

Module 11
Module 11
Notes Notes
Knowledge check: Managing a stage
boundary
Consider each objective. In the PRINCE2 Official Book, review the section on the ‘managing This is an example exam question. Read the question carefully and choose an answer.
a stage boundary’ process. You can also review your notes.

Module 11
Module 11
Notes Notes
A. Incorrect. Commencement of the initiation stage is approved by the project board
during the ‘directing a project’ process, at the end of start-up. This is not a stage
boundary. Ref. 15.4.1
B. Correct. The objective of the ‘managing a stage boundary’ process is to review
and, if necessary, update the project initiation documentation, in particular
the business case, project plan, project approaches, strategies, project
management team structure, and role descriptions. Ref. 19.2
C. Incorrect. The ‘managing product delivery’ process controls the link between the
project manager and the teams delivering the products. Ref. 18.1
D. Incorrect. Products are assessed and approved when they are completed during the
‘managing product delivery’ process. These quality checks are not left until the end of
the stage. Ref. 18.4.2

Module 11
Module 11
Notes Notes
Activity: Managing a stage boundary

A. Incorrect. Highlight reports are produced within the ‘controlling a stage’ process. Ref.
17.4.5, 17.3, Figure 17.1
B. Incorrect. The project manager can take corrective action, provided the action does
not exceed any of the stage tolerances, or unless authority has been given by the
project board. However, this is done within the ‘controlling a stage’ process. Ref. 17.3,
Figure 17.1
C. Correct. In response to an exception report, the project board may request
that the current stage (and possibly the project) is replanned. The output from
replanning is an exception plan which is produced within the ‘managing a stage
boundary’ process. Ref. 19.3, Figure 19.1, 19.4.5, 9.2.1.3
D. Incorrect. Stage plans are authorized by the project board within the ‘directing a
project’ process. Ref. 15.4.3

Module 11
Module 11
Notes Notes
Discover
Discovermore
moreat
atmy.axelos.com
my.axelos.com
Module 12
Change
Change
Knowledge check: Change

Activity
Change
These are the syllabus requirements for this section of the course. In PRINCE2 the changes are described as ‘issues’.
Change is one of the seven PRINCE2 themes. The main aim of this module is to ensure
that you can understand the importance of the change theme. That aim is to be ready and
able to deal with changes that occur in the organization and in the wider environment.
Notes Notes
Module 12
Module 12
Change
Change
Request for change: This is a proposal for a change to a baseline. The change budget:
Example: in an organization, the senior user would like to increase the capacity of a • is a sum of money used to fund requests for change
product from 100 to 150 users.
• reduces the number of trivial exceptions
Off-specification: Something that should be provided by the project, but currently is
• is decided by the project board (both its need and amount)
not (or is forecast not to be). It might be a missing product or a product not meeting its
specifications. • is given to a change authority (if one exists).
Example: advice from a supplier that they can no longer deliver one of the products
specified by the customer.
Problem/concern: Any other issue that the project manager needs to resolve or escalate.
Example: advice from a team manager that one of the suppliers has gone bankrupt,
resulting in the need to identify and engage a new supplier.
Notes Notes
Module 12
Module 12
Change
Change
Capture: The first step in the procedure is to undertake an initial analysis to determine The impact of change must be considered carefully, For example, it can have an effect on
the type of issue that has been raised and whether it should be managed informally or deadlines. An options analysis is one way to decide how to handle issues.
formally. The project manager makes an initial assessment of the issue’s severity and
Consideration must be given to the impact each of the options will have on the project’s
priority.
time, cost, quality, scope, benefits, and risk performance targets. There must be a balance
Assess: The next step is to assess the issue by undertaking an impact analysis.However, between the advantage to be gained by implementing the option and the time, cost, and
the project manager needs to consider whether it is worthwhile doing a detailed impact risk of implementing it.
analysis as the duration and effort required to undertake one may itself cause a deviation
from the plan.
Note: A detailed impact analysis may include a list of all the products impacted.
Propose: In order to propose corrective actions, a full understanding of the impact of
the issue is needed. Then, consider alternative options for responding to it and propose
a course of action to take.
Decide: The project manager may be able to resolve issues without escalating them
to the project board. For example, 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). The change would need to be
formally recorded. Other issues may need to be escalated to the project board (or its
delegated change authority) for a decision.
Note: If technical expertise is needed, authority may be delegated.
Implement: The project manager will either:
• take the necessary corrective action, which might include updating affected products,
work packages, plans, and registers, or
• create an exception plan for approval by the project board.
Notes Notes
Module 12
Module 12
Change
Change
The change control approach covers how issues are identified and managed, assessing Define the change control approach: This approach must minimally cover:
their impact on the business justification, and the roles and responsibilities for change
• how issues are identified and managed
control.
• an assessment of whether identified issues might have a material impact on the
Issue register to capture and maintain information on issues being formally managed.
business justification of the project (PRINCE2’s continued business justification
Issue report the description, impact assessment and recommendations for responding principle).
to an issue being managed formally.
Ask learners to work in pairs and recall the continued business justification principle:
Configuration item record the status, version, and variant of a configuration item.
• There is a justified reason for starting the project.
Product status account a report on the status of products.
• The reason is documented and approved.
• The justification is assessed and remains valid throughout the project.
• The roles and responsibilities for change control (PRINCE2’s defined roles and
responsibilities principle), include a defined change authority.
Define product baselines: How baselines are created, maintained and controlled. A
baseline is a reference level against which an entity is monitored and controlled.
Maintain an issue register: Maintain some form of issue register to record identified
issues and decisions relating to their analysis, management, and review.
Ensure that project issues are captured, examined, managed, and reviewed
throughout the project lifecycle.
Use lessons to inform issue identification and management (PRINCE2’s ‘learn
from experience’ principle).
Notes Notes
Module 12
Module 12
Change
Change
Knowledge check: Change
Notes Notes
Module 12
Module 12
Change
Change
A. Incorrect. Change is not prevented, it is controlled. Ref. 11.1
B. Correct. The aim of change control is not to prevent change, it is to ensure that
every change is agreed by the relevant authority before it takes place. Ref. 11.1
C. Incorrect. This is a purpose of the risk theme, which is to identify, assess, and control
uncertainty and, thus, improve the ability of the project to succeed. Ref. 11.1, 10.1,
10.4.1.2
D. Incorrect. It is a purpose of the quality theme to implement continuous improvement
during the project by capturing and learning lessons. Ref. 8.2
Notes Notes
Module 12
Module 12
Change
Change
Activity: Change
This is an example exam question. The correct answer is A and B.

A. Correct. To follow PRINCE2, a project must, as a minimum, assess whether
identified issues might have a material impact on the business justification of
the project (PRINCE2’s continued business justification principle). Ref. 11.2.
B. Correct. To follow PRINCE2, a project must, as a minimum, ensure that project
issues are captured, examined, managed, and reviewed throughout the project
lifecycle. Ref. 11.2
C. Incorrect. As part of the change theme, verification of the actual status of products
can be considered; however, this is not a minimum requirement. Ref. 11.2, 11.3.3
D. Incorrect. Unless the anticipated level of change on a project is low, it is advisable for
a budget to be set to pay for changes. However, this is not a minimum requirement
for applying the change theme. Ref. 11.2, 11.3.6
Notes Notes
Module 12
Module 12
Change
Change
Discover
Discovermore
moreat
atmy.axelos.com
my.axelos.com
Module 13
Closing a project
Closing a project
Knowledge check: Closing a

project
Activity
Closing a project
Closing a project
Module 13
Module 13
Closing a project
These are the syllabus requirements for this section of the course. The fixed points for closing could be:
• Acceptance confirmed: This could involve referring to the acceptance criteria or
gaining acceptance directly from the customer.
• Objectives achieved: From the business case.
Note: The acceptance criteria is a prioritized list of criteria that the project product must
meet before the customer will accept it.
In this module, you will learn about the ‘closing a project’ process. The main aim of this
module is to ensure that you understand how to provide the project with a clear end and
a correct handover of information and responsibility. Note that the project board actually
closes the project; the project manager only prepares the project for closure.
Notes Notes
Closing a project
Closing a project
Module 13
Module 13
Verify user acceptance of the project product. The diagram is an overview of the ‘closing a project’ process, showing the two uses (and
therefore two entry points).
Ensure that the host site is able to support the products when the project is disbanded.
One of the defining features of a PRINCE2 project is that it is finite; it has a start and
Review the performance of the project against its baselines.
an end. Closure activities should be planned as part of the stage plan for the final
Assess any benefits that have already been realized, and update the benefits management stage. A clear end to a project is always more successful.
management approach to include any post-project benefiter views.
Ensure that provision has been made to address all open issues and risks, with follow-on
action recommendations.
Notes Notes
Closing a project
Closing a project
Module 13
Module 13
Planned close: When closing a project (if the project has achieved its objectives, or Update the project plan: with actuals from the final management stage.
acceptance has been confirmed), work is required to prepare input to the project board
Request product status account from project support: Ensure that products are
in order to obtain its authorization to close the project. Afterwards, the executive should
approved by the authorities identified in the project product description/meet quality
also notify corporate, programme management or the customer that the project has
criteria or are covered by approved concessions.
closed (see Section 15.4.5).
Confirm acceptance criteria met: Confirm that the project has delivered what is
Premature close: It is also possible that the project board may initiate a premature
defined in the project product description, and that the acceptance criteria have been
closure of the project under some circumstances (for example if the business case is no
met.
longer valid). If the project is being brought to a premature close, this process will still
need to be executed but may have to be tailored to the actual project situation. Seek approval to release resources: Seek approval to give notice to corporate,
programme management or the customer that resources can be (or are about to be)
Note: In both, approval needs to be sought before releasing resources.
released.
How to prepare a premature closure: The project manager must ensure that work in
progress is not abandoned. Anything of value, already created, should be salvaged. Any
gaps left by the cancellation of the project need to be raised to corporate, programme
management, or the customer.
Update issue register: (and, if necessary, the issue report) to record the premature
closure request.
Update project plan: with actuals from the final management stage.
Request a product status account from project support: From this, for example,
you can determine which of the project product’s components have been approved and
might be useful to other projects.
Agree product recovery means: Some products that have been completed or are in
progress may have a value or be useful lessons. This will need project board consultation
and may include additional work to create, make safe, or complete products that
might be useful to other projects (for instance, making an unfinished building safe and
weatherproof).
Seek approval to release resources: Seek approval to give notice to corporate,
programme management, or the customer that resources can be released early.
Notes Notes
Closing a project
Closing a project
Module 13
Module 13
Hand over products: The project product must be passed to a production or Consider each objective. In the PRINCE2 Official Book, review the section on closing a
maintenance team prior to the project being closed. This may happen as a single release project. You can also review your notes.
at the end of the project, or the project approach may include phased delivery where
products are handed over in a number of releases. In the case of a premature closure,
there may be some products that have been approved but not yet handed over, and the
ownership of some or all of those products may need to be transferred to the customer.
Evaluate the project: Successful organizations learn from their experiences with
projects. When evaluating the project, the objective is to assess how successful or
unsuccessful the project has been. It may also be possible to improve the estimation for
future projects by analyzing the estimates and actual progress metrics for this project.
Recommend project closure: After the project manager has confirmed that the project
can be closed, a closure recommendation should be raised to the project board.
After these three final activities, the project board authorizes closure.
Notes Notes
Closing a project
Closing a project
Module 13
Module 13
Knowledge check: Closing a project
Here is the rationale for each answer along with references:
A. Incorrect. The ‘closing a project’ process is performed within the final stage of the
project. The notification to the project board that the final (or any) stage is about to
start comes from the ‘managing a stage boundary’ process. Ref. 19.4
B. Correct. A purpose of the ‘closing a project’ process is to provide a fixed point
at which acceptance of the project product is confirmed. Ref. 20.1
C. Incorrect. A purpose of the ‘managing a stage boundary’ process is to provide the
project board with sufficient information to confirm continued business justification
for the project. Ref. 19.1
D. Incorrect. The handover procedures for the project’s products are defined in the
‘initiating a project’ process as part of defining the change control approach. Ref. 11.2,
A.3, 20.4.3
Notes Notes
Closing a project
Module 13
Activity: Closing a project
Notes

Discover
Discovermore
moreat
atmy.axelos.com
my.axelos.com
Module 14
Directing a project and
tailoring a project
Directing a project and

tailoring a project
Knowledge check: Directing

a project and tailoring a
project
Quiz
Activity
Directing a project and tailoring a project

Module 14
Module 14
These are the syllabus requirements for this section of the course. In this module, you will be learning about the elements of tailoring a project as well as
directing a project. The ‘directing a project’ process covers the activities of the project
board. It is not concerned with the day-to-day activities of the project manager. This
process begins at the start of the project and is used throughout the project’s lifespan.
The module also covers elements of tailoring a project through guidelines and an
example from the PRINCE2 Official Book. This final module is also a useful overview and
summary of all the PRINCE2 processes.
Notes Notes

Module 14
Module 14
Note the key words in bold.
Do you understand the objectives clearly?
Notes Notes

Module 14
Module 14
In brief, the project board: Authorize initiation: At the end of the ‘starting up a project’ process, the board reviews
and approves the project brief, project product description, and stage plan for initiation.
• authorizes initiation
The project board also verifies that the outline business case demonstrates a viable
• authorizes the project project.
• authorizes a stage or exception plan Project brief: A document that includes a description of the product and a business
• authorizes project closure. justification.
The board also gives ad hoc direction during the life of the project, for example, when Stage plan: A management plan for each stage of the project.
additional consultation with the project manager is required. There should be a minimum of two stages (initiation and one other).
The board manages by exception; this means it monitors by reports, and controls The project board authorizes the project manager to proceed to the initiation stage.
through a small number of decision points. There should be no need for other ‘progress
meetings’.
The board acts as a communication channel with corporate, programme management (if
the project is part of a larger programme), and/or the customer.
Notes Notes

Module 14
Module 14
When authorizing the project, the board is involved in the following activities: When authorizing a stage or exception plan, the board:
• Reviewing and approving the project initiation documentation Review and approve the end stage report: The project board checks the performance
of the project to date, asking the project manager to explain any deviations from the
• Reviewing and approving the benefits management approach: This approach
approved plans and to provide a forecast of project performance for the remainder of
defines the management actions that will be put in place to ensure that the project’s
the project.
outcomes are achieved and confirm that the project’s benefits are realized. Benefits
are part of PRINCE2’s continued business justification principle. Reviews the stage or exception plan for which the project manager is seeking
approval: The project board confirms the validity and achievability of the stage plan
• Notifying corporate or programme management that the project has been
or exception plan, reviews and approves any new product descriptions, confirms the
authorized: Ensuring that the relevant stakeholders are aware of the project.
project plan with necessary approvals from corporate, programme management, or
• Authorizing the project manager to deliver the project: The majority of authority the customer, and that the project remains aligned with their strategy. The board also
(the day-to-day running of the project) is delegated to the project manager. confirms the PID and continues to detail adequate approaches and project controls for
the remainder of the project, verifies the project’s viability against the business case, and
reviews and approves the benefits management approach.
Makes a decision: The project board approves the plan(s) and authorizes the project
manager to proceed with the submitted plan(s). see pages 186–187 in the PRINCE2
Official Book.
Communicates the decision: The project board communicates the status of the
project to corporate, programme management, and/or the customer and keeps
other interested parties informed about project progress (in accordance with the
communication management approach).
Notes Notes

Module 14
Module 14
When giving ad hoc direction, the board provides advice and guidance in response to:
Requests: For example, when options need clarifying or where areas of conflict need
resolving, for example, the customer feedback contradicts the original brief.
Reports: For example, highlight report, exception report, and issue report.
External influences: For example, changes in corporate priorities, or changes in the
political or economic landscape.
Concerns: For example, project board members’ individual concerns.
Project board changes: The project board might also need to respond to changes in
project board composition (which may also require corporate, programme management,
or customer approval).
Notes Notes

Module 14
Module 14
Authorizing closure of the project is the last activity by the project board, unless they are You are now exploring the tailoring a project element of PRINCE2.
involved in a larger programme. So, they may need approval from corporate, programme
• The themes may be tailored as long as minimum requirements are met.
management, and/or the customer.
• The processes must be used, but the way they are carried out may be adapted.
Note: The project board may appoint a project assurance role to undertake some of
the reviewing and assessing actions (for example, inspecting the end project report to • Roles may be adapted or shared.
confirm it is accurate). This role could involve: • Reports may take the form of (for example) an email.
• business assurance (checking that the project remains viable) • We stress that the principles CANNOT be tailored.
• user assurance (checking user needs are met)
• technical assurance (checking that technical solutions are viable/can be scaled up).
Notes Notes

Module 14
Module 14
Tailoring is a PRINCE2 principle and should add value to a project.
This slide explains the environmental and project factors which constrain and influence
how a project should be tailored.
As well as the project’s processes and procedures, when necessary, drawing on the
organization’s own internal policies, processes, methods, standards, and practices,
tailoring may need to take account of external factors. These can include accounting
standards, policies, laws, or regulations relating to health, safety, sustainability, and
the environment.
Note for the following influences on the right-hand side of the document:
Context: The project processes and procedures should, when necessary, draw on
the organization’s own internal policies, processes, methods, standards, project type,
contracts, and practices.
Scale: Larger and small projects will require different levels of management.
Project management team capability: Some roles will need to be combined if the
team does not have capability for all roles.
Lifecycle: If a project has a short deadline, some processes may need to be adapted (as
shown in example on next slide).
Project complexity: Complex projects may need more management stages.
Language: International or multi-language projects may need tailoring.
Notes Notes

Module 14
Module 14
Refer to the example given in 4.3.4.1 of the PRINCE2 Official Book, a small project may
need less detail.
In the case study used, no project brief was produced. The project management team
used the project mandate to produce a simple PID, which included:
• the justification for the project
• a basic project plan with several product descriptions
• the details of all the controls to be applied.
A daily log was used to record risks, issues, lessons, and quality results. Following approval
of the PID, there was just one more management stage. The project manager held regular
checkpoints, with verbal reporting, which enabled the production of highlight reports to
the project board.
An end project report was produced which also included the information for a lessons
report, follow-on action recommendations, and a benefits management approach. No
stage plans, work packages, team plans, end-of-stage reports, or issue reports were
needed, as they were incorporated in other products in sufficient detail.
Notes Notes
Knowledge check: Directing a project and
tailoring a project

Module 14
Module 14
This is an example exam question. Read the question carefully and choose an answer. This is an example exam question. The correct answer is A.
Here is the rationale for each answer along with references:
A. Correct. The ‘directing a project’ process provides a mechanism for the
project board to achieve such assurance without being overburdened by
project activity. Ref. 15.3
B. Incorrect. The ‘directing a project’ process covers the activities of those at the level of
management above the project manager. Ref. 15.3
C. Incorrect. The project board manages by exception. It monitors via reports and
controls through a small number of decision points. There should be no need for
other progress meetings for the project board. Ref. 15.3
D. Incorrect. The ‘directing a project’ process starts on completion of the ‘starting up a
project’ process. Ref. 15.1
Notes Notes
Quiz: Directing a project and tailoring a Activity: Directing a project and tailoring
project a project

Module 14
Module 14
Notes Notes
Discover
Discovermore
moreat
atmy.axelos.com
my.axelos.com
Module 15
Course review
Course review
Course review: What’s next

Course review
Course review
Course review
Module 15
Module 15
This module allows time to revisit the key learning points of the course and to sit and This slide provides the opportunity to review the seven PRINCE2 themes. Consider each
review the sample paper. one in turn.
This slide provides the opportunity to review the seven PRINCE2 principles.
Notes Notes
Course review: What’s next?
Course review
Course review
Module 15
Module 15
Read questions carefully: Decide which are the key words in the question. Misreading General information on the sample papers to be used with this module.
questions is one of the most common exam mistakes.
Read the four answers carefully: Eliminate any answers which are obviously incorrect.
Select the correct answer: If you are unsure, make a note to review your answer when
you have completed all questions.
Be careful when changing any answers: Make sure it is clear which answer you have
chosen.
Manage your time: Allow five minutes to check any answers you are unsure of. Check
your answers are clear on your paper. Doing a sample exam before the exam will help
you to gauge how to manage your time in the exam.
Digital exam: Have a blank sheet of paper to write notes on. Write down key words or
mind map ideas.
Exam information about the PRINCE2 Foundation exam.
Notes Notes
If you want more practice and would like to bolster your confidence before you take For greater peace of mind, PeopleCert offers an exam re-sit option.
the live exam, PeopleCert’s Official Mock Exams offer you the opportunity to test your
Take2
readiness for the Official Exam with full, timed, and marked mock exams and a chance
Course review
Course review
Module 15
Module 15
for you to familiarize yourself with the exam interface. • gives you the chance to retake a demanding exam, futureproofing your chances
against any unexpected setbacks
• gives you up to 6 months from the date of the initial exam, ensuring that you have all
Ask your training provider for more information or visit:
the time you need to get ready
https://www.peoplecert.org/help-and-support
• allows you to retake an unsuccessful exam at a fixed, attractive rate, at a fraction of
FAQ#28C88E91C5E64BD59D3D0DE4EEBE5768 the cost, without having to purchase it again at full price
• allows you to schedule the re-sit exam when it best suits your schedule and take it
from the comfort of your home or office
Ask your training provider for more information or log in to your PeopleCert account to
purchase.
Notes Notes
This course will not be of value to you unless you put a plan of action to use what you Register for your exam if you have not already.
have learned. You are probably, and rightly so, concerned with passing the exam right
When you have successfully passed your exam, do not forget to claim your digital badge
now if you have signed up for it. But do take a moment to reflect and plan some quick
Course review
Course review
Module 15
Module 15
from MyAxelos. Just log in to your PeopleCert account to claim your free MyAxelos
wins for when you take this back to work. Ask yourself what you have learned that you
subscription. Your digital badge is your way of demonstrating achievement and
would like to share with others in your organization. Take the time to write down your
certification in the digital age. You can use your digital badge across online platforms
personal commitments as to how you will apply what you have learned when you go back
including your social media and your email signature to showcase your certifications.
to work. You will be glad you did.
Also, this training certifies for MyAxelos Continuing Professional Development points,
which are needed to maintain your digital badge. Be sure to log in to claim your points
as you progress through your PRINCE2® journey.
Finally, thank you for spending time learning with us!
Notes Notes
PRINCE2 Practitioner: PRINCE2 Practitioner certification is for anyone who is managing If you are considering diversifying your skill set, PeopleCert’s portfolio of highly sought-
projects as part of their role. This could be as part of a formal project management after certifications may be of interest to you. Listed above are certifications that are
function or a role in which project management is an inherent part of day-to-day work. The perfect for the PRINCE2 practitioner.
Course review
Course review
Module 15
Module 15
purpose of the practitioner certification is to confirm you have a sufficient understanding
To view PeopleCert’s entire portfolio of certifications, please visit:
of how to apply and tailor the method in a range of different project environments and
scenarios. https://www.peoplecert.org/browse-certifications
PRINCE2 Agile Foundation: PRINCE2 Agile Foundation is designed to give you an

overview of PRINCE2 and Agile concepts as well as the techniques and knowledge needed
to apply the two together.
PRINCE2 Agile Practitioner: PRINCE2 Agile Practitioner is designed to help you to apply
the PRINCE2 Agile method in practice through real-world project management examples.
Learners can get free time-limited introductory access to MyAxelos through the Successful
Candidate Register. On MyAxelos, you can:
• access a wide range of PRINCE2 white papers, along with other papers from the Best
Practice portfolio
• access sample papers to help you prepare for your exams.
Notes Notes
Here is your opportunity to give PeopleCert some feedback on the course materials. You
can choose to email PeopleCert team directly or just scan the QR code with your phone
and complete the survey.
Course review
Course review
Module 15
Module 15
Notes Notes
Appendix 1
Handouts/
activity sheets
Course case study

RED CRAB SOFT SELTZER
Module activity sheets

Handouts / Activity sheets

Course case
Appendix 1
Appendix 1
study for
PRINCE2
RED CRAB SOFT about to start, and senior management
has compiled a list of what they call the
• the Red Crab quality manager,
responsible for ensuring that the
SELTZER ‘high-level deliverables’, which includes: company adheres to all legal and
regulatory requirements
• the overall and the individual brand
Red Crab Drinks has a strong presence names • the head of business support, who
in the craft drinks market, going from runs a team of administrative and
• product positioning and customer
strength to strength and achieving support staff who supply services to the
personas
exceptional growth since their launch company’s business units
• key messaging
20 years ago. They have demonstrated • the director of 1234-PR, the new
a strong ability in product development, • all marketing, social media, and publicity communications agency recently
introducing a range of successful new programmes introduced to Red Crab by the new
product lines in recent years, including marketing director.
• pricing guidelines.
iced coffee and more recently, a range of
low-sugar drinks. You have recently joined the company,
having worked on many marketing
However, the craft drinks market is facing
projects before, and therefore you have
a number of challenges, including a
been given the role of full-time project
growth in new competitors, lower levels
manager for this project.
of demand in some sectors due to the
economic environment, and changes in Other people who may become involved
consumer habits away from traditional include:
drinks towards healthier options. • the CEO of Red Crab, one of the initial
As a result, the company has decided founders of the company
to take their product development in • the marketing director, who recently
a different direction, and it has signed joined the company from a large global
an agreement with a manufacturer drinks company
of ‘soft seltzer’, sparking spring water
• the product manager, another of the
flavoured with a range of herbs, spices,
founders of Red Crab; an ex-chef who is
and botanicals. They will be buying nine
nearing retirement but keeping an active
different varieties: three herb, three
interest in all the company’s products
spiced, and three botanicals of these zero-
alcohol, zero- added sugar drinks. • the creative director of PinkPurple, the
external design agency that has worked
The soft seltzer branding project is just
with the company for a number of years

Module 1:
Appendix 1
Appendix 1
What makes a
good project?
Do something now
A good
project

Module 3:
Appendix 1
Appendix 1
Suggested project team
EXECUTIVE: CEO
Senior user
Senior supplier
Project manager
Project support
Project assurance
Team manager

Module 4:
Appendix 1
Appendix 1
Starting up a
project and
initiating a
project
Project brief template
You can find the project brief template in the following pages.

Project brief Overview
Purpose A project brief is used to provide a full and firm foundation for the initiation
Appendix 1
Appendix 1
of the project, and is created in the ‘starting up a project’ process.
Project name:
Date: Release: Draft/Final In the ‘initiating a project’ process, the contents of the project brief are
Author: extended and refined in the project initiation documentation, after which
Owner: the project brief is no longer maintained.
Client: Contents The project brief should cover the following topics:
Document
Number: Project definition
Note: This document is only valid on the day it was printed Outline business case
Revision history Project product description
Date of next revision: Project approach
Revision date Previous revision date Summary of changes Changes
marked Project management team structure
Role descriptions
References
Advice The project brief is derived from: a project mandate supplied at the start of
the project; programme management – if the project is part of a
programme, the project brief is likely to be supplied by the programme,
and therefore it will not have to be derived from a project mandate;
Approvals discussions with corporate management regarding corporate strategy and
any policies and standards that apply; discussions with the project board
This document requires the following approvals. A signed copy should be placed in the project files. and users if the project mandate is incomplete or if no project mandate is
Name Signature Title Date Version provided; discussions with the operations and maintenance organization (if
of applicable); discussion with the (potential) suppliers regarding specialist
issue development lifecycles that could be used; lessons log.
A project brief can take a number of formats, including: document or
presentation slides; entry in a project management tool.
The following quality criteria should be observed:
● It is brief because its purpose at this point is to provide a firm basis on
which to initiate a project. It will later be refined and expanded as part
of the project initiation documentation.
Distribution ● The project brief accurately reflects the project mandate and
This document has been distributed to: the requirements of the business and the users.
Name Title Date of issue Version ● The project approach considers a range of solutions, such as: bespoke
or off-the-shelf; contracted out or developed in-house; designed from
new or a modified existing product.
● The project approach has been selected which maximizes the chance of
achieving overall success for the project.
● The project objectives, project approach, and strategies are consistent
with the organization’s corporate social responsibility directive.
● The project objectives are Specific, Measurable, Achievable, Realistic
and Time-bound (SMART).
●

Project definition
(Explaining what the project needs to achieve. It should include information on the sections given
Appendix 1
Appendix 1
below)
Background
Project objectives
(Covering time, cost, quality, scope, risk, and benefit performance goals)
Desired outcomes
Project scope and exclusions
Constraints and assumptions
Project tolerances
(The user(s) and any other known interested parties)
Interfaces
Outline business case

(Reasons why the project is needed and the business option selected. This will later be developed
into a detailed Business Case during the ‘initiating a project’ process)
Project product description

(Including the customer’s quality expectations, user acceptance criteria, and operations and
maintenance acceptance criteria)
Project approach
(To define the choice of solution that will be used within the project to deliver the business option
selected from the Business Case, taking into consideration the operational environment into which
the solution must fit)
Project management team structure

(A chart showing who will be involved with the project)
Role descriptions
(For the project management team and any other key resources identified at this time)
References
(To any associated documents or products)

Module 5:
Appendix 1
Appendix 1
The business
case
Answer the questions about the case study.
Why do we need
to undertake
this project?
What are
the business
benefits?
What are the

risks?
What are the

potential costs?
How long will

the project take?
NOTE: A full business case includes: an executive summary, reasons, business options,
expected benefits, expected dis-benefits, timescale, costs, investment appraisal, major
risks. Refer to the PRINCE2 Official Book page 294 for more information.

Module 6:
Appendix 1
Appendix 1
Plans
Project product Customer’s quality expectations A Acceptance method Statement of

description description of the quality expected of the
project product and/or outcomes and the
the means by which acceptance will be
confirmed. This may simply be a case of
standards and processes that will need confirming that the project product and/
Title Name by which the project product to be applied to achieve that quality. They or outcomes have been approved, or
is known. will impact on every part of the product may involve describing complex handover
development, and thus on time and cost. arrangements for the project product,
Purpose This defines the purpose that
The quality expectations are captured including any phased handover of the
the project product will fulfil and who
in discussions with the customer. project product’s components.
will use it. It is helpful in understanding
Where possible, expectations should be
the product’s functions, size, quality, Acceptance responsibilities Definition
prioritized.
complexity, robustness, and so on. of who will be responsible for
Acceptance criteria A prioritized list confirming acceptance.
Composition A description of the major
of criteria that the project product and/
product(s) and/or outcome(s) to be
or outcomes must meet before the
delivered by the project.
customer will accept them. These are
Derivation What are the source products measurable definitions of the attributes
from which this product is derived? that must apply to the set of products to
Examples are: be acceptable to key stakeholders and, in
particular, the users and the operational
• existing products to be modified and maintenance organizations. Examples
• design specifications are ease of use, ease of support, ease
of maintenance, appearance, major
• a feasibility report
functions, development costs, running
• the project mandate. costs, capacity, availability, reliability,
Development skills required An security, accuracy, and performance.
indication of the skills required to develop Project-level quality tolerances
the product, or a pointer to which Specification of any tolerances that may
area(s) should supply the development apply for the acceptance criteria.
resources.

Appendix 1
Appendix 1
Title
Purpose
Composition
Derivation
Development
skills required
Customer’s
quality
expectations
Acceptance
criteria
Project-
level quality
tolerances
Acceptance
method
Acceptance
responsibilities
Do something now

Module 6:
Appendix 1
Appendix 1
Quiz answer sheet
Please print or have available before a virtual session
Team name:
Question no. Answer

Module 6:
Appendix 1
Appendix 1
Project product
description
Composition
Derivation
Development skills required
Must have
Should have
Acceptance criteria and

project-level quality
tolerances in priority order
Acceptance method granted

by the project board
Acceptance responsibilities

Module 7:
Appendix 1
Appendix 1
Quality management
approach task
Do something now
Introduction
Notes
Quality
management
procedure
Tools and
techniques
Records
Reporting
Timing of quality
management
activities
Quality
management
approach
Roles and
responsibilities

Module 9:
Appendix 1
Appendix 1
Risk profile diagram
A summary risk profile
Mark the identified risks on the diagram
Do something now
Very high
High
Medium
Low
Very low
Pro.
Very low Low Medium High Very high
Impact

Module 10:
Appendix 1
Appendix 1
Controlling a stage
and managing
product delivery
Work package template

Work package [Project] Change control requirements
Appendix 1
Appendix 1
Work package identifier
Title
Date agreed Team manager or person authorized
Joint agreements
Description
Tolerances
Constraints
Techniques, processes, and

procedures
Reporting arrangements
Problem handling and

escalation
Development interfaces
Extracts or references
Operations and maintenance
interfaces

Approval method
Guidance on how to complete
Appendix 1
Appendix 1
(Note: Following completion of the work package, the pages beyond this point can be
deleted)
Approval point Person Date
Initial authorization Purpose

A work package is a set of information about one or more required products collated by the project
Final acceptance manager to pass responsibility for work or delivery formally to a team manager or team member.
Assessment of the work package performance (optional)

Composition
Although the content may vary greatly according to the relationship between the project manager
and the recipient of the work package, it should cover:
• Date The date of the agreement between the project manager and the team manager/person
authorized.
• Team manager or person authorized The name of the team manager or individual with whom
the agreement has been made.
Assessment by Date • Work package description A description of the work to be done.
• Techniques, processes, and procedures Any techniques, tools, standards, processes, or
procedures to be used in the creation of the specialist products.
• Development interfaces Any interfaces that must be maintained while developing
the products. These may be people providing information or those who need to
receive information.
• Operations and maintenance interfaces Identification of any specialist products with which
the product(s) in the work package will have to interface during their operational life. These
may be other products to be produced by the project, existing products, or those to be
produced by other projects (for instance if the project is part of a programme).
• Change control requirements A statement of any arrangements that must be made by
the producer for:
● version control of the products in the work package
● obtaining copies of other products or their product descriptions
● submission of the product to change control
● any storage or security requirements
● identifying who, if anyone, needs to be advised of changes in the status of the work package.
• Joint agreements Details of the agreements on effort, cost, start, and end dates, and key
milestones for the work package.
• Tolerances Details of the tolerances for the work package (the tolerances will be for time and
cost but may also include scope and risk).
• Constraints Any constraints (apart from the tolerances) on the work, people to be involved,
timings, charges, rules to be followed (for example, security and safety), and so on.
• Reporting arrangements The expected frequency and content of checkpoint reports.
• Problem handling and escalation This refers to the procedure for raising issues and risks.
• Extracts or references Any extracts or references to related documents, specifically:
● Stage plan extract This will be the relevant section of the stage plan for the current
management stage or will be a pointer to it.
Internal
● Product description(s) This would normally be an attachment of the product description(s)
for the products identified in the work package (note that the product description contains
the quality methods to be used).

• Approval method The person, role, or group who will approve the completed products within
• The reporting arrangements include the provision for raising issues and risks.
Appendix 1
Appendix 1
the work package, and how the project manager is to be advised of completion of the products
and work package. • There is agreement between the project manager and the recipient on exactly what is to
be done.
There should be space on the work package to record both its initial authorization and its
• There is agreement on the constraints, including effort, cost, and targets.
acceptance and return as a completed work package. This can be enhanced to include an
• The dates and effort are in line with those shown in the stage plan for the current
assessment of the work and go towards performance appraisal. management stage.
Projects with common controls across all work packages may simply cross-reference the controls • Reporting arrangements are defined.
defined in the project plan or stage plan. • Any requirement for independent attendance at, and participation in, quality activities
is defined.
Derivation
The work package is derived from the following:
• existing commercial agreements between the customer and supplier (if any)
• quality management approach
• change control approach
• stage plan.
Do something now
Format and presentation Notes

A work package can take a number of formats, including:
• a document
• a conversation between the project manager and a team manager
• an entry in a project management tool.
The work package will vary in content and in degree of formality, depending on circumstances.
Where the work is being conducted by a team working directly under the project manager, the
work package may be an oral instruction, although there are good reasons for putting it in writing,
such as avoidance of misunderstanding and providing a link to performance assessment. Where the
work is being carried out by a supplier under a contract and the project manager is part of the
customer organization, there is a need for a formal written instruction in line with the standards
laid down in that contract.
Quality criteria
The following quality criteria apply to the work package:
• The required work package is clearly defined and understood by the assigned resource.
• There is a product description for each required product, with clearly identified and acceptable
quality criteria.
• The product description(s) matches up with the other work package documentation.
• Standards for the work are agreed.
• The defined standards are in line with those applied to similar products.
• All necessary interfaces have been defined.

Module 10:
Appendix 1
Appendix 1
Controlling a
stage activities
You are the project manager on a new project. Create a task diary so
that you can share your process with the junior project manager.
Use the box below to describe your typical day while controlling a
stage.
Do something now
Notes

Module 11:
Appendix 1
Appendix 1
Checklist
template
Do something now
Review
Document
date

Module 12:
Appendix 1
Appendix 1
Identifying
issues for Red
Crab
Do something now
Appendix 2
Resources
Candidate syllabus and index
Sample papers
Glossary
Candidate
syllabus
and index
1. Introduction 3. Question Types
The PRINCE2 Foundation qualification is intended for project managers and aspiring project All 40 questions are Objective Test Questions (OTQs), which present four options from which
managers. It is also relevant to other key staff involved in the design, development and one option is selected. Distractors (wrong answers) are options that candidates with
delivery of projects, including: project board members (e.g. senior responsible owners), team incomplete knowledge or skill would be likely to choose. These are generally plausible
managers (e.g. product delivery managers), project assurance (e.g. business change analysts), responses relating to the syllabus area being examined. Question styles used within this type
project support (e.g. Project and Programme Office personnel), and operational line are: ‘standard’, ‘missing word’, ‘list’ (2 correct items), and, exceptionally, ‘negative’ standard
managers/staff. OTQ.
The PRINCE2 Foundation examination is intended to assess whether a candidate can recall
and understand the PRINCE2 project management method (as described in the syllabus Example ‘standard’ question: Example ‘missing word’ question:
below). The PRINCE2 Foundation qualification is a prerequisite for the PRINCE2 Practitioner
Which is one of the four integrated Identify the missing word in the
exam, which assesses the ability to apply understanding of the PRINCE2 project management
elements within PRINCE2? following sentence.
method in context.
a) Quality A purpose of the [ ? ] theme is to control

2. Exam Overview b) Role descriptions any unacceptable deviations from the
c) Processes project's objectives.

Material None This is a ‘closed book’ exam. The Managing Successful
d) Product descriptions a) Change
allowed Projects with PRINCE2 publication, 2017 edition, should be
used for study, but is NOT permitted to be used in the exam. b) Plans
Example ‘list’ question:
Exam 60 Candidates taking the exam in a language that is not their c) Progress
duration minutes native or working language may be awarded 25% extra time, Which two statements about tailoring d) Risk
i.e. 75 minutes in total. are CORRECT?
Number 60 marks There are 60 questions, each worth 1 mark. There is no
Appendix 2
Appendix 2
of marks negative marking. 1. Processes can be simplified or Example ‘negative’ question:
Resources
Resources
carried out in more detail.
Pass 33 marks You will need to get 33 questions correct (55%) to pass the Which is NOT a role within PRINCE2?
2. Terminology can be changed to suit
mark exam.
organizational standards. a) Role A
Level of Bloom’s “Bloom’s level” describes the type of thinking needed to 3. Themes that are not relevant to the b) Role B
thinking levels answer the question. For Bloom’s level 1 questions, you project can be excluded.
c) Role C
1&2 need to recall information about the PRINCE2 method. For 4. Project management team members
Bloom’s 2 questions, you need to show understanding of can carry out any combination of roles. d) Role D
these concepts.
The questions are all ‘multiple choice’. a) 1 and 2 NOTE: Negative questions are only used
Question Standard,
b) 2 and 3 as an exception, where part of the
types Missing For the ‘standard’ questions, you have a question and four
learning outcome is to know that
word, List answer options. c) 3 and 4
something is not done or should not
& ‘Negative’ questions are ‘standard’ question in which d) 1 and 4 occur.
Negative
the stem is negatively worded.
For the ‘missing word’ questions, there is a sentence with a NOTE: Two of the list items are correct.
word missing and you have to select the missing word from
four options. Please see the sample paper for an example of the exam format and content.
For the ‘list’ questions, there is a list of four statements and
you have to select the two correct statements.
4. Syllabus Learning outcome 3 - Understand the PRINCE2 themes and how they are applied
throughout the project
The table below gives a summary of the concepts that are tested in the exam, and the main
parts of the Official Book in which these are described. The references for the Official Book Assessment Criteria Book Bloom’s No. Learner
only refer to the relevant section, not the subsection unless otherwise stated. The verb for
references level marks Workbook
each assessment criterion indicates the Bloom’s level (BL): ‘Recall’/‘Define’ indicates Level 1
page no.
basic recall and recognition, ‘Describe’/‘Explain’, indicates Level 2 understanding/
comprehension. 3.1.1 Explain the purpose of: 6.1, A.1.1, BL2 1 173–189
• the business case theme A.2.1
Learning outcome 1 - Understand key concepts relating to projects and PRINCE2
• business case, benefits management
approach
Assessment Criteria Book Bloom’s No. Learner
3.1.2 Describe PRINCE2’s minimum 6.2 BL2 1 180
requirements for applying the business case
page no. theme
1.1 Recall: 1.1, 1.3, BL1 3 79–80, 3.1.3 Define key concepts related to business 6.1, fig 6.1 BL1 1 177–179
justification, and the differences between
• the definition and characteristics of a 2.1, 2.3 98–99,
them: outputs, outcomes, benefits & dis-
project 102–105 benefits
• the six aspects of project performance
to be managed 3.2.1 Explain the purpose of: 7.1, A.5.1 BL2 1 110, 125
• the organization theme
• the integrated elements of PRINCE2: • communication management approach
principles, themes, processes and the
project environment 3.2.2 Describe what PRINCE 2 requires, as a 7.2, fig BL2 1 134
minimum, for applying the organization theme 7.3
• what makes a project a PRINCE2 project
1.2 Describe: 1, 2.5, BL2 2 84–86, 3.2.3 Describe the role and responsibilities of: 7.2.1 (all BL2 4 115–121
Appendix 2
Appendix 2
subsectio
Resources
Resources
• the features and benefits of PRINCE2 2.5.4 100–101 • project board • change
• the customer/supplier context on which • executive authority ns)
PRINCE2 is based • senior user • project
• senior supplier manager
Learning outcome 2 - Understand how the PRINCE2 principles underpin the PRINCE2 • project assurance • team
manager
method
• project
support
including which roles can be combined
page no.
3.2.4 Explain key concepts related to 7.1, fig BL2 1 112–115

2.1 Explain the PRINCE2 principles: Chapter 3 BL2 7 102
organization: 7.1, fig 7.2
• continued business justification • stakeholder
• learn from experience • the three project interests and how these
• defined roles and responsibilities are represented within the four levels of
• manage by stages management
• manage by exception 3.3.1 Explain the purpose of: 8.1, BL2 2 223–231
• focus on products • the quality theme (8.1), A.17.1,
• tailor to suit the project • product description, project product A.21.1,
description, quality management A.22.1,
2.2 Explain which aspects of a project can be 4.3.1-2 BL2 1 102, 371–
approach, quality register A.23.1
tailored, who is responsible, and how tailoring 374
decisions are documented 3.3.2 Describe PRINCE2’s minimum 8.2 BL2 1 232
requirements for applying the quality theme
3.3.3 Explain key concepts related to quality, 8.1.1, BL2 1 231
and the differences between them: 8.3.6,
• quality planning and quality control
8.3.8
• project assurance and quality assurance
Learning outcome 3 - Understand the PRINCE2 themes and how they are applied Learning outcome 3 - Understand the PRINCE2 themes and how they are applied
throughout the project throughout the project
Assessment Criteria Book Bloom’s No. Learner Assessment Criteria Book Bloom’s No. Learner
references level marks Workbook references level marks Workbook
page no. page no.
• customer quality expectations and requirements for applying the change theme.
acceptance criteria
3.6.3 Describe: 11.1, tab BL2 1 245–252
3.4.1 Explain the purpose of: 9.1, 9.2.1- BL2 1 199 • types of issue 11.1
• the plans theme 4, A.16.1 • the recommended issue and change fig 11.1,
• project plan, stage plan, exception plan, control procedure . 11.4.1-5
team plan
3.7.1 Explain the purpose of: 12.1, BL2 2 245
3.4.2 Describe PRINCE2’s minimum 9.2 BL2 1 203 • the progress theme A.7.1,
requirements for applying the plans theme • the daily log, lessons log, lessons report, A.14.1,
work package, end stage report, end 12.2.2.3,
3.4.3 Recall the steps in: fig 9.2, fig BL1 2 204
project report, checkpoint report, A.15.1,
• the recommended approach to 9.6, highlight report , exception report . A.26.1,
planning, including 9.3.1.1 12.2.2.1,
• the recommended approach to defining BL2 A.9.1,
and analyzing the products A.8.1,
and explain: A.4.1,
• the factors to consider when structuring A.11.1,
Appendix 2
Appendix 2
the project into management stages 12.2.2.4,
Resources
Resources
3.5.1 Explain the purpose of: 10.1, BL2 1 261–264 A.10.1
• the risk theme, including the purpose of 10.3.7, 3.7.2 Describe PRINCE2’s minimum 12.2 BL2 1 253
a risk budget A.24.1, requirements for applying the progress theme.
• risk management approach, risk register A.25.1
3.7.3 Explain key concepts related to progress: 12.2.2, BL2 2 245–252
• event-driven and time-driven controls 12.2.1, fig
requirements for applying the risk theme. • tolerances and exceptions, including 12.1,
3.5.3 Define key concepts related to risk, and 10.1, tab BL1 2 261, 263, how tolerances are set and exceptions 12.2.3
the differences between them: 10.3, 270 are reported
• a risk: threat or opportunity 10.4.4,
• recommended risk response types 10.4.1.2,
• risk owner and risk actionee 10.4.2.1
• cause, event and effect
• risk probability, risk impact and risk
proximity
3.5.4 Describe the recommended risk 10.3.2, BL2 1 265

management procedure 10.4.1-5
3.6.1 Explain the purpose of: 11.1, BL2 1 331, 333,

• the change theme, including the 11.3.6, 336
purpose of a change budget A.3.1,
• change control approach, configuration A.6.1,
item record, issue register, issue report, A.12.1,
product status account A.13.1
Learning outcome 4 Understand the PRINCE2 processes and how they are carried out
throughout the project

page no.
4.1 Explain the purpose of the PRINCE2 14.1, BL2 6 147,

processes: A.19.1,
156–157, 361,
365, 163
• starting up a project, including the 15.1,
purpose of the project brief, A.20.1,
• directing a project, including the 16.1, 17.1,
purpose of the project initiation 18.1, 19.1,
documentation (PID), 20.1
• initiating a project,
• controlling a stage,
• managing product delivery,
• managing a stage boundary,
• closing a project.
4.2 Explain the objectives of the PRINCE2 14.2, 15.2, BL2 5 104
processes (as above, excluding the PID and 16.2, 17.2,
project brief): 18.2, 19.2,
20.2
Appendix 2
Appendix 2
Resources
Resources
4.3 Explain the context of the PRINCE2 14.3, 15.3, BL2 5 101
processes (as above, excluding the PID and 16.3, 17.3,
project brief): 18.3, 19.3,
20.3
Sample
Papers
PRINCE2® Foundation | Copyright© PeopleCert International Ltd. 367

1) What is the first step in the recommended risk management procedure?
A. Assess
B. Identify
C. Implement
D. Plan
2) Which statements about a project's stakeholders are CORRECT?
1. A stakeholder is anyone who thinks they will be affected by a project.

The PRINCE2® Foundation Examination
2. Stakeholders require equal amounts of engagement by the project management team.
3. Stakeholders remain unchanged throughout the project.

Sample Paper 1 4. A stakeholder may be internal or external to the corporate organization.
A. 1 and 2
Question Booklet
B. 2 and 3
C. 3 and 4
Multiple Choice D. 1 and 4
Appendix 2
Appendix 2
Resources
Resources
Examination Duration: 1 hour 3) Identify the missing word in the following sentence.
A purpose of the [ ? ] theme is to control any unacceptable deviations from the project's
objectives.
Instructions
A. change
1. You should attempt all 60 questions. Each question is worth one mark.
B. plans
2. There is only one correct answer per question.
C. progress
3. You need to answer 33 questions correctly to pass the exam.
D. risk
4. Mark your answers on the answer sheet provided. Use a pencil (NOT pen).
5. You have 1 hour to complete this exam.

4) Which is a minimum requirement for applying the organization theme?
6. This is a ‘closed book’ exam. No material other than the exam paper is
allowed. A. To define the project assurance role of team managers
B. To combine roles, where possible, to simplify the organization
C. To appoint a business change manager as senior user when the project is part of a
programme
D. To define the approach to engaging with stakeholders
5) What is defined when deciding how to tailor PRINCE2 to suit the project? 10) Which is a purpose of a project brief?
A. When the project's progress will be reviewed A. To capture lessons from previous projects
B. Which of the six tolerance areas will be included B. To document a common understanding of the starting point for the project
C. Which primary stakeholder interests will be represented C. To confirm that the project is able to deliver the detailed business case
D. When the project's outputs will be delivered D. To define the quality techniques to be applied during the project
6) Which statement about the 'continued business justification' principle is CORRECT? 11) Which is an objective of the 'managing product delivery' process?
A. The justification for compulsory projects does not need approval A. To sign off completed work packages
B. There must be no change to the reasons for a project B. To ensure that the business case is kept under review
C. A formal business case document is mandatory C. To report progress to the project board
D. The chosen option must provide value for money D. To ensure that work on products is authorized
7) Which regular report provides the project board with a summary of stage status? 12) In which process are team plans produced?
A. Lessons report A. Initiating a project
B. Product status account B. Controlling a stage
C. Highlight report C. Managing a stage boundary
D. Checkpoint report D. Managing product delivery

Appendix 2
Appendix 2
Resources
Resources
8) Which statement about the project support role is CORRECT? 13) How is the 'learn from experience' principle applied?
A. It can be performed by the project manager A. By reviewing the management of previous projects
B. It is an optional role for a PRINCE2 project B. By defining the customer's expectations of the project's products
C. It produces checkpoint reports for the project manager C. By defining cost tolerances for project objectives
D. It can be combined with the project assurance role D. By delegating responsibilities to a different level of management
9) What must be produced, as a minimum requirement for applying the plans theme? 14) Which product is a time-driven control?
A. A hierarchy of all the products to be produced during a plan A. End stage report
B. A record of the issues that are being formally managed during a plan B. Exception report
C. A diagram showing the sequence of production of the planned products C. Checkpoint report
D. A record of the major risks relating to the project plan D. Lessons report
15) When should the project board request a decision from corporate, programme management 20) Which is a minimum requirement for applying the risk theme?
or customer? A. A risk breakdown structure must be created
A. When the stage requires resources B. A risk budget must be established for managing risks
B. If it is forecast that project level tolerance will be exceeded C. Identified threats and opportunities must be documented
C. If the senior supplier or senior user needs to be changed D. Risk checklists must be used to ensure risks are identified
D. When any request for change needs to be approved
21) Which statements apply to a stage plan?
1. It is produced for the project during the 'initiating a project' process.
16) Which is a reason why the 'defined roles and responsibilities' principle must be applied? 2. It is produced close to the time when the planned events will take place.
A. Because each project will have unique outputs 3. It provides the basis for day-to-day control by the project manager.
B. Because more than one function may be involved in the project 4. It provides the basis for control by the project board.
C. Because projects may have duplicated or inconsistent objectives
D. Because stages provide senior management with control points A. 1 and 2
B. 2 and 3
17) Which process is triggered by the project manager's request to initiate a project? C. 3 and 4
A. Starting up a project D. 1 and 4
B. Initiating a project
Appendix 2
Appendix 2
Resources
Resources
C. Directing a project 22) Which is a purpose of the benefits management approach?
D. Managing a stage boundary A. To document the justification for undertaking a project
B. To summarize project performance to date for the project board to decide what action to
18) Which is an objective of the 'starting up a project' process? take next
A. To confirm that there are no known restrictions that would prevent the project from C. To provide a schedule for measuring the achievement of benefits
being delivered D. To provide the reasons for the project, to put into the business case
B. To ensure that all team managers understand their responsibilities
C. To obtain approval for the project plan from corporate, programme management or 23) Which is assumed to be the customer's responsibility in the PRINCE2 customer/supplier
customer environment?
D. To prepare the project initiation documentation for authorization to initiate the project A. To specify the desired result
B. To provide the skills to deliver the desired result
19) Which principle is being applied when a project product description is produced? C. To ensure the technical integrity of a project
A. Continued business justification D. To develop the project's products
B. Focus on products
C. Learn from experience
D. Manage by stages
24) Which is a purpose of the risk management approach? 28) Which type of issue should be raised if a new product is required after a team has started
A. To define the techniques to be used when assessing project risks work?
B. To summarize exposure to strategic, programme, project and operational risks A. A request for change
C. To recommend responses for each of the project risks B. An off-specification
D. To identify suitable risk owners for each of the project risks C. A problem
D. A concern
25) Which management product should always be updated when a product fails its quality check?
A. Risk register 29) Which characteristic distinguishes a project from regular business operations?
B. Issue register A. It produces benefits
C. Quality register B. It introduces business change
D. Lessons log C. It manages stakeholders
D. It incurs cost
26) Identify the missing words in the following sentence.
The purpose of the [ ? ] process is to establish solid foundations for the project. 30) Which process is used by a team manager to coordinate work on one or more of the project's
products?
A. initiating a project A. Initiating a project
B. managing product delivery B. Controlling a stage

Appendix 2
Appendix 2
Resources
Resources
C. directing a project C. Managing a stage boundary
D. managing a stage boundary D. Managing product delivery
27) Which two statements about tailoring are CORRECT? 31) Who does the senior user represent when making decisions?
A. The people or organizations that design the project's products
1. Processes can be simplified or carried out in more detail. B. Corporate, programme management or customer
2. Terminology can be changed to suit organizational standards. C. Project delivery teams
3. Themes that are not relevant to the project can be excluded. D. The people or organizations that benefit from using the project’s product
4. Project management team members can carry out any combination of roles.
32) What is an output?
A. 1 and 2 A. Any of the project's specialist products
B. 2 and 3 B. The result of the change derived from using the project's products
C. 3 and 4 C. The measurable improvement resulting from an outcome
D. 1 and 4 D. A negative outcome
33) What is established within the 'initiating a project' process? 37) Which aspect of project performance must be managed in order to have a clear
A. The different ways that the project product can be delivered understanding of what the project is to deliver?
B. The formats for communicating project information to stakeholders
C. That all of the information to develop the project brief is available A. Timescale
D. That any constraints which could affect the project have been removed B. Scope
C. Risk
34) Which roles CANNOT be combined with the role of project assurance? D. Costs
1. Project manager.
2. Project support. 38) Which is one of the four integrated elements within PRINCE2?
3. Senior user. A. Quality
4. Executive. B. Role descriptions
C. Processes
A. 1 and 2 D. Product descriptions
B. 2 and 3
C. 3 and 4
D. 1 and 4 39) What should be provided by corporate, programme management or customer before the
'starting up a project' process commences?

Appendix 2
Appendix 2
Resources
Resources
35) What must the project board do, as a minimum requirement for applying the change theme? A. A project brief with details outlining the project approach
A. Establish a change budget B. Sufficient information to identify the prospective executive
B. Request a product status account C. The project initiation documentation
C. Define a change authority D. Authority to initiate a project
D. Agree acceptable corrective actions
40) How is the 'manage by exception' principle applied?
36) Which statement describes a threat to a project? A. By dividing the project into a minimum of two management stages
A. An uncertain event that could have a negative impact on objectives B. By setting controls to warn the higher level of management of potential problems
B. An uncertain event that could have a favourable impact on objectives C. By ensuring that the project continues to be desirable, viable and achievable
C. An event that has occurred resulting in a negative impact on objectives D. By providing lessons so that mistakes made in previous projects do not happen
D. An event that has occurred resulting in a favourable impact on objectives
41) Which is a responsibility of the managing level within the project management team? 46) Which is an objective of the 'closing a project' process?
A. To set project-level tolerances A. To check that all the project's products have been accepted by the users
B. To approve the stage completion of each stage B. To prepare for the final stage of the project
C. To ensure that the products are produced within the constraints agreed with the project C. To capture the customer’s quality expectations
board D. To ensure that all benefits have been achieved
D. To appoint the roles in project management team
47) What must be used, as a minimum requirement for applying the progress theme?
42) What is a risk cause? A. Stage authorization
A. A negative consequence of a threat occurring B. Highlight reporting
B. An area of uncertainty that could create a problem C. Work package authorization
C. A positive consequence of an exploited opportunity D. Checkpoint reporting
D. A known situation which creates uncertainty
48) What must be recorded in the quality management approach, as a minimum requirement for
43) Which is a purpose of the 'closing a project' process? applying the quality theme?
A. To inform the project board that the final stage is about to start A. The quality tools and techniques to be used
B. To provide a fixed point at which acceptance of the project product is confirmed B. The project's approach to quality planning
C. To provide the project board with sufficient information to confirm continued business C. The approach to managing project assurance
Appendix 2
Appendix 2
Resources
Resources
justification D. The definition of the quality records required
D. To define the handover procedures for the project's products
49) Which is a purpose of the 'directing a project' process?
44) Which is a benefit of applying the 'manage by stages' principle? A. To provide the information required to initiate a project
A. The project management team will understand the tolerances allowed B. To enable overall control of a project by the project board
B. The project management team will understand the customer's expectations C. To establish the level of control required after initiation
C. The project will have review and decision points so that progress can be assessed D. To provide sufficient information to approve the next stage plan
D. The key stakeholders in the project will have representation on the project board
45) Which is a benefit of using PRINCE2? PRINCE2 requires that the business justification is formally verified by [ ? ] at stage
boundaries.
A. It provides established and proven best practice and governance for project management
B. It includes techniques for critical path analysis and earned value analysis A. corporate, programme management or customer
C. It enables a project manager to be accountable for the success of a project B. the project board
D. It prevents any changes after the scope of a project has been agreed C. project support
D. the change authority
51) Which is a purpose of the organization theme? 56) Which is a purpose of the quality theme?
A. To set the tolerance on the cost of resources A. To define how the project will ensure that its products are fit for purpose
B. To plan the training needed for the delivery of the project B. To define the procedures for the control and modification of project products
C. To define the structure of accountability and responsibilities on the project C. To establish mechanisms to judge whether the project remains desirable and achievable
D. To implement the controls required to manage by exception D. To enable the assessment of continuing project viability
52) Which is a purpose of the change theme? 57) Which is an objective of the 'managing a stage boundary' process?
A. To prevent changes to what was agreed in the project initiation documentation A. To enable the project board to commit resources and expenditure required for the
B. To ensure any potential changes to baselined products are controlled initiation stage
C. To assess and control a project's threats and opportunities B. To review and, if necessary, update the project initiation documentation
D. To identify changes needed to the project as a result of acting on lessons C. To act as a break between those managing the project and those creating products
D. To ensure a periodic review is carried out to approve the products created within the
53) Identify the missing word in the following sentence. completed stage
Quality [ ? ] defines the type of quality methods the project will use.
58) Which is a task of 'defining and analyzing products'?
A. assurance A. Design the plan
B. control B. Create the product flow diagram

Appendix 2
Appendix 2
Resources
Resources
C. planning C. Analyze the risks
D. tolerance D. Prepare the schedule
54) Which is a purpose of the 'starting up a project' process? 59) Which activity can take place within the 'managing a stage boundary' process?
A. To ensure that the prerequisites for initiating the project are in place A. Produce highlight reports
B. To establish whether the project plan can meet the required target dates B. Take corrective action within stage tolerances
C. To assemble the project initiation documentation so the project can be initiated C. Produce an exception plan
D. To confirm to corporate, programme management or customer that quality expectations D. Authorize a stage plan for the next stage
will be met
60) What does the 'initiating a project' process provide?
55) Which statement about management stages is CORRECT? A. Information for the project board to decide if the project is aligned to business objectives
A. A project can be scheduled without management stages B. Approval from the project board to proceed with the project, if it is worthwhile
B. There can be more than one delivery step within a management stage C. Approval from the project manager for work to be started by delivery teams
C. Several management stages can be scheduled to run at the same time D. Definition of the suppliers' obligations for controlling the work package delivery
D. Delivery steps and management stages should end together
Q A Syllabus Ref Rationale
1 B 3.5.4 A. Incorrect. If the risk has not been identified, it cannot be
assessed. ‘Assess’ is the second step. Ref 10.3.2, fig 10.1
B. Correct. The risk must first be identified before it can be
assessed, and responses planned and then implemented. Ref
10.3.2, fig 10.1
C. Incorrect. If the risk has not been identified, it cannot be
assessed. Therefore, responses cannot be planned or
implemented. ‘Implement’ is the fourth step. Ref 10.3.2, fig 10.1
The PRINCE2® Foundation Examination D. Incorrect. If the risk has not been identified, it cannot be
assessed. Therefore, responses cannot be planned or
implemented. ‘Plan’ is the third step. Ref 10.3.2, fig 10.1
2 D 3.2.4a D. Correct.
Sample Paper 1 (1) There are likely to be individuals or groups who are not part of
the project management team, but who may need to interact with
the project or who may be affected by the project’s outcome. Ref
Answers and Rationales 7.1, 7.2.2, 7.3.9
(4) The communication management approach contains a
description of the means and frequency of communication to
parties both internal and external to the project. Ref 7.1, 7.2.2,
7.3.9
A, C, D. Incorrect.
(2) It is important to analyze who the stakeholders are and to
engage with them appropriately. Ref 7.1, 7.3.9
(3) It is important to review and possibly update the
Appendix 2
Appendix 2
Resources
Resources
communication management approach at each stage boundary to
ensure that it still includes all the key stakeholders. Ref 7.1, 7.2.2,
7.3.9
3 C 3.7.1a A. Incorrect. The purpose of the change theme is to identify,
assess and control any potential and approved changes to the
baseline. Ref 11.1
B. Incorrect. The purpose of the plans theme is to facilitate
communication and control by defining the means of delivering
the products. Ref 9.1
C. Correct. A purpose of the progress theme is to provide
mechanisms to monitor progress against the allowed tolerances,
and the controls to escalate to the next level should any forecast
suggest that one or more tolerances will be exceeded. Ref 12.1
D. Incorrect. The purpose of the risk theme is to identify, assess
and control uncertainty. Ref 10.1
Q A Syllabus Ref Rationale Q A Syllabus Ref Rationale
4 D 3.2.2 A. Incorrect. A team manager must not be assigned a project 8 A 3.2.3i A. Correct. The project manager performs the project support role
assurance role. Therefore, defining the project assurance role of unless this is delegated to another person/other people. Ref
team managers is not a minimum requirement for applying the 7.2.1.9
organization theme. Ref 7.2, 7.3.1, 7.2.1.10 B. Incorrect. The project support role is not an optional role for a
B. Incorrect. Combining roles is permissible, but not a minimum PRINCE2 project. It must either be performed by the project
requirement for applying the organization theme. Ref 7.2, 7.2.1.1, manager or be delegated by the project manager. Ref 7.2.1.9
7.2.1.10 C. Incorrect. The team manager produces checkpoint reports, not
C. Incorrect. Within a programme environment appointing a project support. Ref 7.2.1.8, 7.2.1.9, tab 12.2
business change manager as senior user is permissible, but not a D. Incorrect. Project support cannot be combined with the project
minimum requirement for applying the organization theme. Ref assurance role. The two roles should be separate in order to
7.2, 7.3.3 maintain the independence of project assurance. Ref 7.2.1.10
D. Correct. To be following PRINCE2, a project must, as a 9 A 3.4.2 A. Correct. PRINCE2 requires that four products are produced and
minimum, define its approach to communicating and engaging maintained. This includes the product breakdown structure: a
with stakeholders. Ref 7.2 hierarchy of all the products to be produced during a plan. Ref 9.2
5 A 2.1g A. Correct. The purpose of tailoring is to ensure that project B. Incorrect. It is the issue register that captures and maintains
controls are appropriate to the project’s scale, complexity, information issues that are being managed formally. It is not a
importance, team capability and risk (e.g. the reporting and minimum requirement for applying the plans theme. Ref 9.2,
reviewing frequency and formality). Ref 3.7 11.4.1
B. Incorrect. The ‘manage by exception’ principle sets tolerances C. Incorrect. It is the product flow diagram that provides a diagram
against six objectives. These six areas are not tailored. Ref 3.5, showing the sequence of production and interdependencies of
4.3.1 the planned products. Product flow diagrams are recommended
C. Incorrect. The 'defined roles and responsibilities' principle but not required. Ref 9.2, 9.3.1.2
defines that all three primary stakeholder interests need to be D. Incorrect. It is the risk register which provides record of
represented; business, user and supplier. These three interests identified risks relating to the plan, including their status and
Appendix 2
Appendix 2
Resources
Resources
are not tailored. Ref 3.3, 4.3.1 history. It is not a minimum requirement for applying the plans
D. Incorrect. In PRINCE2, projects deliver outputs in the form of theme. Ref 9.2, 10.2
products. Tailoring is not on the specialist products but on the 10 B 4.1h A. Incorrect. It is the purpose of the lessons log to capture lessons
project management method and project controls. Ref 3.7, 6.1 from previous projects. Ref A.14.1
6 D 2.1a A. Incorrect. The business justification for a project, compulsory or B. Correct. An agreed project brief ensures that the project has a
not, must be documented and approved. Ref 3.1 commonly understood and well-defined start point. Ref A.19.1,
B. Incorrect. Although the justification should remain valid, it may 14.4.5
change. Ref 3.1 C. Incorrect. The detailed business case is produced in the
C. Incorrect. The format and formality of documentation may vary 'initiating a project' process and the project brief is produced
depending on need and circumstance. Ref 3.1 earlier in the 'starting up a project' process. Ref 16.4.8, 14.4.5
D. Correct. Even compulsory projects should be supported by D. Incorrect. A quality management approach is used to define the
business justification, even if only to demonstrate that the chosen quality techniques and standards to be applied, and the various
option represents value for money. Ref 3.1 responsibilities for achieving the required quality levels during the
7 C 3.7.1b A. Incorrect. The lessons report is used to pass on any lessons that project. Ref A.22.1
can be usefully applied to other projects. Ref 19.4.4, A.15.1 11 D 4.2e A. Incorrect. Completed work packages are signed-off in the
B. Incorrect. The purpose of the product status account is to 'controlling a stage' process. Ref 17.4
provide information about the state of the products within B. Incorrect. It is an objective of the 'controlling a stage' process is
defined limits. Ref 11.1, A.18.1 to ensure that the business case is kept under review. The
C. Correct. A highlight report is used to provide the project board business case is not reviewed within the 'managing product
with a summary of the stage status at intervals it has defined. The delivery' process. Ref 17.2, 18.2
project board uses the report to monitor stage and project C. Incorrect. Progress is reported to the project board by the
progress. Ref 12.2.2.4, A.11.1 project manager, via highlight reports, within the 'controlling a
D. Incorrect. A checkpoint report is used by a team manager to stage' process. The team manager would report progress to the
report the status of a work package to the project manager. Ref project manager, via checkpoint reports, within the 'managing
12.2.2.4, A.4.1 product delivery' process. Ref 17.4, 18.2
D. Correct. It is an objective of the 'managing product delivery'
process to ensure that work on products allocated to the team is
authorized and agreed. Ref 18.2
12 D 4.3e A. Incorrect. Team plans are not produced by the team manager 16 B 2.1c A. Incorrect. The fact that projects have unique outputs is a reason
during the 'initiating a project’ process. Ref 18.3 for the 'focus on products' principle. Ref 3.6
B. Incorrect. Team plans are not produced by the team manager B. Correct. A project is typically cross-functional and agreeing roles
during the 'controlling a stage’ process. Ref 18.3 and responsibilities ensures that the people involved know what's
C. Incorrect. Team plans are not produced by the team manager expected of them and what to expect of others. Ref 3.3
during the 'managing a stage boundary’ process. Ref 18.3 C. Incorrect. The need to avoid duplicated or inconsistent
D. Correct. Team plans are produced by the team manager during objectives is a reason for the 'continued business justification'
the 'managing product delivery' process. Ref 18.3 principle. Ref 3.1
13 A 2.1b A. Correct. When starting a project, previous or similar projects D. Incorrect. The need for control points is a reason for the
should be reviewed to see if lessons could be applied. Ref 3.2 'manage by stages' principle. Ref 3.4
B. Incorrect. A PRINCE2 project applies the principle 'focus on 17 C 4.3b A. Incorrect. The 'starting up a project' process prepares for the
products'. It focuses on the definition and delivery of products, in authorization of the initiation stage. The request to initiate the
particular the quality requirements. Ref 3.6 project is an action carried out during the 'starting up a project'
C. Incorrect. A PRINCE2 project applies the principle ‘manage by process. Ref 14.1
exception’. It has defined tolerances for project objectives, in B. Incorrect. The 'initiating a project' process prepares
order to establish limits of delegated authority. Ref 3.5 documentation to be submitted to the project board for project
D. Incorrect. A PRINCE2 project applies the principle 'manage by authorization, but the actual authorization comes from the
stages' principle. The project board delegates the authority for 'directing a project' process. Ref 16.3
day-to-day control of a management stage, within agreed C. Correct. Only the project board can authorize project initiation,
tolerances, to the project manager. Ref 3.4 and its activities are covered in the 'directing a project' process.
14 C 3.7.3a A. Incorrect. The end of a stage is not a time-driven (periodic) Ref 15.3
control. For example, it does not occur weekly or monthly. Ref D. Incorrect. The 'managing a stage boundary' process prepares
12.2.2 information, in order to request authorization of the next stage
B. Incorrect. Exception situations are not a time-driven (periodic) from the project board. Ref 19.1
Appendix 2
Appendix 2
Resources
Resources
control. You cannot plan for them. Ref 12.2.2 18 A 4.2a A. Correct. An objective of the 'starting up a project' process is to
C. Correct. Time-driven controls take place at predefined periodic ensure time is not wasted on initiating any projects that are based
intervals. The frequency and format of the checkpoint reports will on unsound assumptions. Ref 14.2
be agreed in the work package. Ref 12.2.2 B. Incorrect. The project management team is designed during the
D. Incorrect. Lessons reports are usually produced at the end of a 'starting up a project' process, but the actual team managers may
stage and the end of the project. These are not time-driven not be appointed until the 'managing a stage boundary' process.
(periodic) controls, for example, they are not produced monthly, Ref 14.4.3
or weekly. Ref 12.2.2, 12.2.2.3 C. Incorrect. The project plan is created in the 'initiating a project'
15 B 3.7.3b A. Incorrect. It is a project board responsibility to approve process and approved by the project board in the 'directing a
resources for the stage. Ref tab 7.1 project' process. Ref 16.4.7, 15.4.2
B. Correct. The project board should refer to corporate, D. Incorrect. The project initiation documentation is prepared in
programme management or customer if project level tolerance is the 'initiating a project' process. Ref 16.4.9
forecast to be exceeded because this tolerance is set by 19 B 2.1f A. Incorrect. The 'continued business justification' principle is
corporate, programme management or customer. Ref 12.2.1 applied through regular planned reviews of the business case
C. Incorrect. The executive is responsible for a change in senior during the life of the project to confirm its continued viability. Ref
user or supplier. This does not require higher level approval. Ref 3.1
tab 7.1 B. Correct. Producing the project product description applies the
D. Incorrect. Approval of a request for change is normally handled 'focus on products' principle by clearly defining the project's
by the project board or the change authority. It would only be product, the customer's quality expectations and acceptance
referred to corporate, programme management or customer if criteria. Ref 3.6, A.21.1
project tolerances would be exceeded. Ref 11.2, tab 11.2 C. Incorrect. The 'learn from experience' principle is applied to
ensure that project teams learn from previous experience: lessons
are sought, recorded and acted upon throughout the life of the
project. Ref 3.2
D. Incorrect. Applying the 'manage by stages' principle enables the
extent of senior management control over projects to be varied
according to the business priority, risk and complexity involved.
Ref 3.4
20 C 3.5.2 A. Incorrect. A risk breakdown structure is a risk management 24 A 3.5.1b A. Correct. The risk management approach describes the specific
technique. It is not a minimum requirement for applying the risk risk management techniques and standards to be applied, and
theme. Ref 10.4.1.2, 10.2 the responsibilities for achieving an effective risk management
B. Incorrect. It might be appropriate to identify an explicit risk procedure. Ref A.24.1
budget within the project budget; however, this is not a minimum B. Incorrect. Exposure to risk is summarized in the risk profile.
requirement for applying the risk theme. Ref 10.3.7, 10.2 This procedure is defined in the risk management approach. Ref
C. Correct. PRINCE2 requires that a risk register is used to capture A.24.2
all identified threats and opportunities. Ref 10.2 C. Incorrect. The risk management approach defines the different
D. Incorrect. A risk checklist is a risk management technique. It is categories of risk responses which can be used to identify suitable
not a minimum requirement for applying the risk theme. Ref actions for each risk. It does not define the specific response
10.4.1.2, 10.2 actions appropriate for each risk. Ref A.24.2
21 B 3.4.1b B. Correct. D. Incorrect. Risk owners are identified and recorded in the risk
(2) A stage plan is created towards the end of the preceding stage register. Ref A.25.2
as part of the 'managing a stage boundary' process. It is produced 25 C 3.3.1b A. Incorrect. This event has already happened. There is no
close to the time when the planned events will take place. Ref uncertainty about its occurrence, therefore it is not a risk. Ref
9.2.1.2 10.1, A.25.1
(3) A stage plan is created at the level of detail needed to enable B. Incorrect. This may be raised as an issue (off-specification) and
the day-to-day control by the project manager. Ref 9.2.1.2 formally managed if, for example, the failure is likely to lead to an
A, C, D. Incorrect. exception situation. However, the product that should always be
(1) A stage plan is required for each management stage, not for updated with the result of the quality activities is the quality
the whole project. Ref 9.2.1.2 register. Ref 8.2, A.23.1
(4) The stage plan provides the basis for the project manager's C. Correct. The quality register records the results of all quality
control. The project board monitors against the project plan. Ref management activities. Ref 8.2, A.23.1
9.2.1.2, 9.2.1.1 D. Incorrect. There may be lessons to be learned, but this is not
Appendix 2
Appendix 2
Resources
Resources
22 C 3.1.1b A. Incorrect. This is a purpose of the business case. Ref A.2.1 always the case. The product that should always be updated with
B. Incorrect. This is the purpose of the end stage report. Ref A.9.1 the result of the quality activities is the quality register. Ref 8.2,
C. Correct. The benefits management approach is used to cover 12.2.2.3, A14.1, A.23.1
the assessment of benefits. Ref 6.2.2, A.1.1 26 A 4.1c A. Correct. The purpose of the 'initiating a project' process is to
D. Incorrect. The reasons for the project are derived from the establish solid foundations for the project, enabling the
project mandate and documented in the outline business case organization to understand the work that needs to be done to
during the 'starting up a project' process. Ref 14.4.4 deliver the project's products before committing to a significant
23 A 1.2b A. Correct. It is assumed that there will be a customer who will spend. Ref 16.1
specify the desired result and probably pay for the project. Ref B. Incorrect. The purpose of the 'managing product delivery'
4.3.4.3 process is to control the link between the project manager and
B. Incorrect. It is assumed that the suppliers will provide the team manager(s). Ref 18.1
resources and skills to deliver the desired result, not the C. Incorrect. The purpose of the 'directing a project’ process is to
customer. Ref 4.3.4.3 enable the project board to be accountable for the project's
C. Incorrect. This is a supplier responsibility, not the responsibility success. The project board does this by making key decisions and
of the customer. Ref 7.2.1.4 exercising overall control while delegating day-to-day
D. Incorrect. This is a supplier responsibility, not the responsibility management of the project to the project manager. Ref 15.1
of the customer. Ref 7.2.1.4 D. Incorrect. The purpose of the 'managing a stage boundary'
process is to enable the project board to be provided with
sufficient information by the project manager so that it can review
the success of the current stage, approve the next stage plan,
review the updated project plan, and confirm continued business
justification and acceptability of the risks. Ref 19.1
27 A 2.2 A. Correct. 30 D 4.1e A. Incorrect. The purpose of the 'initiating a project' process is to
(1) Processes can be combined or adapted. Ref 4.3.1 enable the organization to understand the work that needs to be
(2) Terminology can be changed to suit other standards or done to deliver the project’s products before committing to a
policies. Ref 4.3.1 significant spend. The 'managing product delivery' process
B, C, D. Incorrect. enables the team manager(s) is to coordinate an area of work that
(3) All the themes must be applied in a project; however, they will deliver one or more of the project’s products. Ref 16.1, 18.1
should be tailored according to the complexity of the project. Ref B. Incorrect. The purpose of the 'controlling a stage' process is to
5.1 assign work to be done. The 'managing product delivery' process
(4) Some project roles cannot be shared or combined, such as the enables the team manager(s) to coordinate an area of work that
project manager and the executive. Ref 7.2.1.10 will deliver one or more of the project’s products. Ref 17.1, 18.1
28 A 3.6.3a A. Correct. The product description should have been baselined C. Incorrect. The purpose of the 'managing a stage boundary'
before work began. Therefore, this is a request for change to a process is to plan the work of the next stage. The 'managing
baselined product. Ref tab 11.1 product delivery' process enables the team manager(s) is to
B. Incorrect. An off-specification is something that should be coordinate an area of work that will deliver one or more of the
provided by the project, but currently is not (or is forecast not to project’s products. Ref 19.1, 18.1
be). It might be a missing product or a product not meeting its D. Correct. The 'managing product delivery' process enables the
specifications. Ref tab 11.1 team manager(s) to coordinate an area of work that will deliver
C. Incorrect. A problem, or concern, is a type of issue (other than a one or more of the project’s products. Ref 18.1
request for change or off-specification) that the project manager 31 D 3.2.3c A. Incorrect. The senior supplier represents the designers of the
needs to resolve or escalate. Ref tab 11.1 project's products. Ref 7.2.1.4
D. Incorrect. A concern, or problem, is a type of issue (other than a B. Incorrect. The senior user is appointed by the executive to
request for change or off-specification) that the project manager represent the user needs and does not make decisions on behalf
needs to resolve or escalate. Ref tab 11.1 of corporate management. Ref 7.2.1.3
29 B 1.1a A. Incorrect. Both projects and business as usual may produce C. Incorrect. The senior supplier represents the project
Appendix 2
Appendix 2
Resources
Resources
benefits. This is not one of the characteristics that make projects development teams. Ref 7.2.1.4
different. Ref 2.1 D. Correct. The senior user makes decisions on behalf of those
B. Correct. Projects are the means by which we introduce business who will benefit from the use of the project’s products. Ref 7.2.1.3
change. When the change is implemented, business as usual 32 A 3.1.3 A. Correct. This is an output - a specialist product that is handed
resumes (in its new form). Ref 2.1 over to a user (or users). Note that management products are not
C. Incorrect. Both projects and business as usual involve managing outputs but are created solely for the purpose of managing the
stakeholders. This is not one of the characteristics that make project. Ref glossary, 6.1
projects different. Ref 2.1 B. Incorrect. This is an outcome - the result of change, normally
D. Incorrect. Both projects and business as usual incur costs. This affecting real-world behaviour and/or circumstances. Outcomes
is not one of the characteristics that make projects different. Ref are desired when a change is conceived. They are achieved as a
2.1 result of the activities undertaken to effect the change. Ref
glossary, 6.1
C. Incorrect. This is a benefit - the measurable improvement
resulting from an outcome perceived as an advantage by one or
more stakeholders. Ref glossary, 6.1
D. Incorrect. This is a dis-benefit - a measurable decline resulting
from an outcome perceived as negative by one or more
stakeholders, which reduces one or more organizational
objective(s). Ref glossary, 6.1
33 B 4.2c A. Incorrect. The available project approaches are evaluated in the 37 B 1.1b A. Incorrect. Failure to deliver on time may affect what products
'starting up a project' process. Ref 14.2, 14.4.5 can be delivered but does not affect the understanding of what
B. Correct. An objective of the 'initiating a project' process is to the project is to deliver. Ref 2.3
ensure that there is common understanding of who needs B. Correct. Clear agreement on scope will avoid users and
information, in what format, and at what time. Ref 16.2, 16.4.5 suppliers making incorrect assumptions about what is to be
C. Incorrect. The project brief is developed in the 'starting up a delivered. Ref 2.3
project' process not the 'initiating a project' process. Ref 14.2 C. Incorrect. Risk is one of the six aspects but does not affect
D. Incorrect. A focus of the 'initiating a project' process is to understanding of the deliverables required. Ref 2.3
understand and put strategies in place to manage constraints, not D. Incorrect. Project costs need to be managed to avoid
to remove them. Ref 16.2 overspending, but this will not clarify understanding of what the
34 A 3.2.3e A. Correct. project is to deliver. Ref 2.3
(1) Project assurance must be independent of the project 38 C 1.1d A. Incorrect. Quality is an aspect of project performance that
manager. Ref 7.2.1.10, tab 6.1 needs to be managed. The integrated elements are the principles,
(2) Project assurance must be independent of project support. Ref themes, processes and the project environment. Ref 1.1
7.2.1.10, tab 7.1 B. Incorrect. Role descriptions help to agree and communicate
B, C, D. Incorrect. project management team roles and responsibilities. The
(3) Project assurance is a responsibility of the project board. The integrated elements are the principles, themes, processes and the
senior user is a member of the project board. Ref 7.2.1.3, tab 6.1 project environment. Ref 1.1
(4) Project assurance is a responsibility of the project board. The C. Correct. The integrated elements are the principles, themes,
executive is a member of the project board. Ref 7.2.1.2, fig 5.4 tab processes and the project environment. Ref 1.1
7.1 D. Incorrect. Product descriptions support the focus on products
35 C 3.6.2 A. Incorrect. Unless the anticipated level of change on a project is but the integrated elements are the principles, themes, processes
low, it is advisable for a budget to be set up to pay for changes, and the project environment. Ref 1.1
but this is not a minimum requirement for applying the change 39 B 4.3a A. Incorrect. The project mandate is refined to produce a project
Appendix 2
Appendix 2
Resources
Resources
theme. Ref 11.2, 11.3.6 brief. Corporate, programme management or customer provides
B. Incorrect. When reviewing management stage status, a product a project mandate, but the assembly of a project brief is the
status account can be requested. However, this is not a minimum responsibility of the project management team. Ref 16.4.9
requirement for applying the change theme. Ref 17.4.4, 11.2 B. Correct. The project mandate, provided by corporate,
C. Correct. To be following PRINCE2, a project must, as a programme management or customer, should include sufficient
minimum, define the roles and responsibilities for change control, information to identify at least the prospective executive of the
including a defined change authority. Ref 11.2 project board. Ref 14.3
D. Incorrect. There is no minimum requirement to agree C. Incorrect. The project initiation documentation is developed by
acceptable corrective actions. Ref 11.2 the project management team during the 'initiating a project'
36 A 3.5.3a A. Correct. A threat may have a negative impact on the project process. Ref 16.4.9
objectives. Ref 10.1 D. Incorrect. The project board provides the authority to initiate a
B. Incorrect. Events that may have favourable impacts on project after it has reviewed and is satisfied with the outputs from
objectives are opportunities, not threats. Ref 10.1 the 'starting up a project' process. Ref 15.4.1
C. Incorrect. Threats are future uncertain events, not something 40 B 2.1e A. Incorrect. To apply the ‘manage by stages’ principle, a project
that has already occurred; these events are called issues. Ref 10.1, must have at least two management stages. Ref 3.4
11.1 B. Correct. Accountability is established by setting up controls so
D. Incorrect. Threats are future uncertain events, not something that if tolerances are forecast to be exceeded, the next higher
that has already occurred; these events are called issues. Ref 10.1, management layer can be consulted and decide how to proceed.
11.1 Ref 3.4
C. Incorrect. By applying the 'continued business justification'
principle, project management can ensure that the project is
desirable, viable and achievable. Ref 3.1
D. Incorrect. By applying the 'learn from experience' principle,
lessons can be found that can be applied in the project. Ref 3.2
41 C 3.2.3g A. Incorrect. This is a corporate level responsibility. Ref 7.1, fig 7.2 45 A 1.2a A. Correct. PRINCE2 is based on established and proven best
B. Incorrect. This is a project board (directing level) responsibility practice and governance for project management. Ref 1
and not a managing (project manager) responsibility. Ref 7.1, fig B. Incorrect. There are many proven planning and control
7.2 techniques that can be used in support of the PRINCE2 themes,
C. Correct. The managing layer of the project is the project for example, critical path analysis (in planning) and earned value
manager, and the project manager has to ensure that the project analysis (in progress control). Some techniques are described
produces the required products in accordance with the tolerance within the guidance, however alternative, equivalent techniques
levels set by the project board. Ref 7.1, fig 7.2 can be substituted, provided they meet the minimum
D. Incorrect. This is an executive (directing level) responsibility. Ref requirements for applying the theme. Ref 1.2
7.1, fig 7.2 C. Incorrect. Whilst it is a benefit to have a single person
42 D 3.5.3d A. Incorrect. This is describing a risk effect. The risk effect is the accountable for a project, in the case of PRINCE2, this person is
impact(s) that the risk would have on the project objectives if the the executive, not a project manager. Ref 7.2.1.2
risk materializes. Ref 10.4.1.2 D. Incorrect. Projects are all about change, even after the products
B. Incorrect. This is describing a risk event. The risk event is the have been baselined. 2.1
area of uncertainty in terms of the threat or the opportunity. Ref 46 A 4.2g A. Correct. A purpose of the 'closing a project' process is to verify
10.4.1.2 user acceptance of a project's products. Ref 20.2
C. Incorrect. This is describing a risk effect. The risk effect is the B. Incorrect. The 'closing a project' process occurs during the final
impact(s) that the risk would have on the project objectives if the stage, which is prepared during the 'managing a stage boundary'
risk materializes. Ref 10.4.1.2 process, as is any other stage, except for the initiation stage. Ref
D. Correct. This is describing a risk cause. The risk cause should 20.3
describe the source of the risk, i.e. the situation that gives rise to C. Incorrect. The customer's quality expectations are defined and
the risk. These are often referred to as risk drivers. Ref 10.4.1.2 agreed early in the 'starting up a project' process. The
43 B 4.1g A. Incorrect. The 'closing a project' process is carried out within expectations are captured in discussions with the customer
the final stage of the project. The notification to the project board (business and user stakeholders) and then refined for inclusion in
Appendix 2
Appendix 2
Resources
Resources
that the final (or any) stage is about to start comes from the the project product description. Ref 14.4.4
'managing a stage boundary' process. Ref 19.4 D. Incorrect. It is likely that not all benefits will be achieved before
B. Correct. A purpose of the ‘closing a project’ process is to the project closes. Some will be measured post-project as part of a
provide a fixed point at which acceptance of the project product is benefits review. Ref 20.4.3
confirmed. Ref 20.1 47 A 3.7.2 A. Correct. To be following PRINCE2, a project must, as a
C. Incorrect. A purpose of the ‘managing a stage boundary’ minimum, be managed by stages (PRINCE2’s 'manage by stages'
process is to provide the project board with sufficient information principle). Ref 12.2
to confirm continued business justification for the project. Ref B. Incorrect. There are no reports specified in the minimum
19.1 requirements for applying the progress theme. Ref 12.2
D. Incorrect. The handover procedures for the project's products C. Incorrect. Authorization of work packages is not specified as a
are defined in the 'initiating a project' process as part of defining minimum requirement for applying the progress theme. Ref 12.2
the change control approach. Ref 11.2, A.3, 20.4.3 D. Incorrect. There are no reports specified in the minimum
44 C 2.1d A. Incorrect. Understanding delegated authority and established requirements for applying the progress theme. Ref 12.2
tolerances is a benefit of applying the 'manage by exception'
principle. Ref 3.5
B. Incorrect. Understanding the customer's expectations and
acceptance criteria is a benefit of applying the 'focus on products'
principle. Ref 3.6
C. Correct. The 'manage by stages' principle provides review and
decision points, so the project board can assess the viability of the
project. Ref 3.4
D. Incorrect. The business, user and supplier stakeholders being
represented on the project is a benefit of applying the ‘defined
roles and responsibilities’ principle. Ref 3.3
48 C 3.3.2 A. Incorrect. The particular quality tools and techniques to be used 51 C 3.2.1a A. Incorrect. The setting of tolerances is part of the progress
do not need to be defined as a minimum requirement for applying theme. Ref 12.1
the quality theme, although the overall approach to quality B. Incorrect. The purpose of the plans theme is to plans how the
control must be defined. Ref 8.2 products will be achieved and by whom and to estimate
B. Incorrect. The project's approach to quality planning does not timescales and cost. Ref 9.1, 9.1.1
need to be defined as a minimum requirement for applying the C. Correct. The purpose of the organization theme is to define and
quality theme, although the overall approach to quality control establish the project's structure of accountability and
must be defined. Ref 8.2 responsibilities (the who?). Ref 7.1
C. Correct. To be following PRINCE2, a project must, as a D. Incorrect. To apply the principle 'manage by exception', targets
minimum, define its quality management approach. This and tolerances must be set against the six aspects of project
approach must minimally cover: the project’s approach to quality performance to be managed. This is part of the application of the
control; the project’s approach to project assurance; how the progress theme. Ref 12.1
management of quality is communicated throughout the project 52 B 3.6.1a A. Incorrect. Change is not prevented, it is controlled. Ref 11.1
lifecycle; and the roles and responsibilities for quality B. Correct. The aim of change control is not to prevent change, it is
management. Ref 8.2 to ensure that every change is agreed by the relevant authority
D. Incorrect. The quality records to be used do not have to be before it takes place. Ref 11.1
defined as a minimum requirement for applying the quality C. Incorrect. This is a purpose of the risk theme, which is to
theme. However, the approach to quality control, how quality is identify, assess and control uncertainty and, thus, improve the
communicated, and the roles/responsibilities related to managing ability of the project to succeed. Ref 11.1, 10.1, 10.4.1.2
quality must be defined. Ref 8.2 D. Incorrect. It is a purpose of the quality theme to implement
49 B 4.1b A. Incorrect. A purpose of the ‘starting up a project’ process is to continuous improvement during the project by capturing and
provide the information required to confirm whether it is learning lessons. Ref 8.2
worthwhile to initiate a project. Ref 14.1 53 C 3.3.3a A. Incorrect. Quality assurance may define the type of quality
B. Correct. A purpose of the ‘directing a project’ process is to methods the corporate organization uses, as part of the quality
Appendix 2
Appendix 2
Resources
Resources
establish the level of control required by the project board after management system, but quality assurance is independent from
initiation. Ref 15.1 the project. It is a project responsibility, as part of quality
C. Incorrect. The project controls are set up during the 'initiating a planning, to define the type of quality methods the project will use
project' process. Ref 16.4.6 and include this in the project's quality management approach,
D. Incorrect. A purpose of the ‘managing a stage boundary’ (although this may refer back to the corporate organization's
process is to provide sufficient information to review the current quality management system). Ref 8.3.5, 8.1.1
stage and approve the next stage plan. Ref 19.1 B. Incorrect. Quality planning, not quality control, defines the type
50 B 3.1.2 A. Incorrect. Corporate, programme management or customer of quality methods the project will use. This information is
sets the overall requirements and tolerance levels for the project included in the project's quality management approach. Ref 8.1.1
but is not directly involved in its management. It is the project C. Correct. It is a project responsibility, as part of quality planning,
board that formally verifies the business justification at stage to define the type of quality methods the project will use and
boundaries and only refers to corporate, programme include this in the project's quality management approach,
management or the customer if the project is no longer justified. (although this may refer back to the corporate organization's
Ref 7.2, 12.2.4 quality management system). Ref 8.1.1
B. Correct. In PRINCE2, the business justification is developed at D. Incorrect. Quality planning defines the type of quality methods
the beginning of the project and reviewed and updated the project will use. This information is included in the project's
throughout the life of the project. It is formally verified by the quality management approach. Quality tolerances are defined as
project board at each key decision point, such as at stage part of quality planning. Ref 8.1.1
boundaries, and is confirmed throughout the period that the
benefits are realized. Ref 6.2
C. Incorrect. Project support advises on events that may impact
the business case but does not formally verify it at stage
boundaries. Ref tab 6.1
D. Incorrect. The project board may delegate the authority to
approve responses to requests for change or off-specifications to
a separate individual or group, called a change authority. They
cannot delegate their responsibility for verifying the business
justification at stage boundaries. Ref 7.2.1.6, 6.2
54 A 4.1a A. Correct. The purpose of the 'starting up a project' process is to 57 B 4.2f A. Incorrect. Commencement of the initiation stage is approved by
ensure that the question “do we have a viable and worthwhile the project board during the 'directing a project' process, at the
project?” can be answered. This is achieved by ensuring that the end of start-up. This is not a stage boundary. Ref 15.4.1
prerequisites for initiating the project are in place. Ref 14.1 B. Correct. Reviewing and, if necessary, updating the project
B. Incorrect. The project plan is assembled in the 'initiating a initiation documentation (in particular the business case, project
project' process not the 'starting up a project' process. Ref 16.4.7 plan, project approach, strategies, project management team
C. Incorrect. The project initiation documentation is created in the structure and role descriptions) is an objective of the 'managing a
'initiating a project' process not the 'starting up a project' process. stage boundary' process. Ref 19.2
Ref 16.4.9 C. Incorrect. It is the 'managing product delivery' process that
D. Incorrect. The customer's quality expectations are captured controls the link between the project manager and the teams
and documented in the project product description during the delivering the products. Ref 18.1
'starting up a project' process. There is no confirmation that these D. Incorrect. Products are assessed and approved when they are
will be met at this point in time as they are a target objective. Ref completed, during the 'managing product delivery' process. These
14.4.4 quality checks are not left until the end of the stage. Ref 18.4.2
55 B 3.4.3c A. Incorrect. PRINCE2 mandates at least two management stages; 58 B 3.4.3b A. Incorrect. This is the first step in the planning procedure and is
an initiation stage and at least one further management stage. Ref a prerequisite for planning. It is not part of 'defining and analyzing
9.2 products’. Ref 9.3.1.2
B. Correct. There may be more than one delivery step per B. Correct. This is a task of 'defining and analyzing products’. Ref
management stage. Ref 9.3.1.1 9.3.1.2
C. Incorrect. Delivery steps often overlap but management stages C. Incorrect. This is a step in the planning procedure and it is not
do not. Management stages equate to commitment of resources part of 'defining and analyzing products’. Ref 9.3.1.2
and authority to spend. Ref 9.3.1.1 D. Incorrect. This is a step in the planning procedure and it is not
D. Incorrect. The end of a management stage does not necessarily part of 'defining and analyzing products’. Ref 9.3.1.2
need to occur at the same time as the end of a delivery step. Ref 59 C 4.3f A. Incorrect. Highlight reports are produced within the 'controlling
Appendix 2
Appendix 2
Resources
Resources
9.3.1.1 a stage' process. Ref 17.4.5, 17.3, fig 17.1
56 A 3.3.1a A. Correct. The quality theme defines the PRINCE2 approach to B. Incorrect. The project manager can take corrective action
ensuring that the project's products meet business expectations. provided the action does not exceed any of the stage tolerances,
Ref 8.1 or unless authority has been given by the project board. However,
B. Incorrect. This is covered by the change theme. The purpose of this is done within the 'controlling a stage' process. Ref 17.3, fig
the change theme is to identify, assess and control any potential 17.1
and approved changes to the project baselines. Ref 11.1 C. Correct. In response to an exception report, the project board
C. Incorrect. This is covered by the business case theme. The may request that the current stage (and possibly the project) is re-
purpose of the business case theme is to establish mechanisms to planned. The output from re-planning is an exception plan which
judge whether the project is (and remains) desirable, viable and is produced within the 'managing a stage boundary' process. Ref
achievable. Ref 6.1 19.3, fig 19.1, 19.4.5, 9.2.1.3
D. Incorrect. This is a purpose of the progress theme. The purpose D. Incorrect. Stage plans are authorized by the project board
of the progress theme is to establish mechanisms to monitor and within the 'directing a project' process. Ref 15.4.3
compare actual achievements against those planned, to provide a 60 A 4.3c A. Correct. The 'initiating a project' process enables the project
forecast for the project objectives and the project’s continued board to decide whether the project is aligned to customer
viability, and control any unacceptable deviations. Ref 12.1 objectives. Ref 16.3
B. Incorrect. The 'directing a project' process, not the 'initiating a
project' process, gives the project board the authority to approve
the project. Ref 15.3
C. Incorrect. The 'controlling a stage' process, not the 'initiating a
project' process, gives the project manager the authority to
approve the work to be done by the teams. Ref 17.3
D. Incorrect. The 'controlling a stage' process, not the 'initiating a
project' process, defines the suppliers' obligations for the delivery
of the work package. Ref 17.3
1) Which statement about controls is CORRECT?
A. A highlight report is an event-driven control
B. An exception report is a time-driven control
C. A daily log is an event-driven control
D. A checkpoint report is a time-driven control
2) Which document is used to identify interested parties that need to be informed of project
closure?
The PRINCE2® Foundation Examination
A. Change control approach
B. End project report

Sample Paper 2 C. Communication management approach
D. Project brief
Question Booklet
Any change to the products agreed at the start of a stage is monitored as part of the [ ? ]
Multiple Choice process, on a day-to-day basis.
Appendix 2
Appendix 2
Resources
Resources
Examination Duration: 1 hour A. directing a project
B. controlling a stage
C. managing a stage boundary

Instructions
D. closing a project
1. You should attempt all 60 questions. Each question is worth one mark.
4) Which two statements about the 'continued business justification' principle are CORRECT?
2. There is only one correct answer per question.
1. The business justification for a project should be documented.
3. You need to answer 33 questions correctly to pass the exam.
2. The project manager should be responsible for the business justification.
4. Mark your answers on the answer sheet provided. Use a pencil (NOT pen).
3. A project must be stopped if the business justification changes.
5. You have 1 hour to complete this exam.
4. Compulsory projects still require business justification.
6. This is a ‘closed book’ exam. No material other than the exam paper is
allowed
A. 1 and 2
B. 2 and 3
C. 3 and 4
D. 1 and 4
5) PRINCE2 mandates that the project board represents the primary stakeholder interests. 9) According to the 'manage by exception' principle, what should be defined to establish limits
Which principle does this follow? of delegated authority?
A. Manage by stages A. Scope of the project
B. Focus on products B. Costs of the project
C. Defined roles and responsibilities C. Timescales for the project
D. Learn from experience D. Tolerances for the project
6) When is it confirmed whether a project's objectives have been achieved? 10) Which two statements are CORRECT about the minimum requirements for applying the
A. During the 'closing a project' process change theme?
B. During the final end stage assessment 1. Identified issues must be assessed for their impact on the business justification for the
project.
C. During the 'controlling a stage' process
2. Project issues must be captured, examined and managed throughout the project lifecycle.
D. During the 'managing product delivery' process 3. The actual status of products must be verified to ensure that this matches the authorized
state.
4. A budget must be established to pay for requests for change and their analysis.
7) Which statement correctly describes project assurance and quality assurance?
A. Project assurance provides assurance to the project's stakeholders whereas quality A. 1 and 2
assurance provides assurance to the wider corporate, programme or customer B. 2 and 3
organization C. 3 and 4
Appendix 2
Appendix 2
Resources
Resources
B. They are both the responsibility of the project board, but project assurance may be D. 1 and 4
delegated
C. They are both independent of the project management team 11) Which is a purpose of the 'controlling a stage' process?
D. Project assurance and quality assurance are both the responsibility of corporate,
programme management or the customer A. To agree, perform and deliver project work
B. To draft a plan for the next stage
8) Identify the missing words in the following sentence. C. To agree tolerances for the stage
If a baselined product requires modification, the recommended [ ? ] procedure, or equivalent D. To take action so that the stage remains within tolerance
procedure should be used.
12) What is likely to be avoided by applying the 'tailor to suit the project' principle?
A. risk management A. Unnecessary management effort
B. exception management B. Project risks
C. issue and change control C. Training
D. quality control D. Procurement procedures
13) Which is a responsibility of the team manager role? 18) What makes a project a PRINCE2 project?
A. To accept authorized work packages from the project manager A. It has project processes that satisfy the objectives of PRINCE2 processes
B. To review the highlight report for the previous reporting period B. It has a permanent project organization to deliver a long-term result
C. To review the tailoring approach and its implications for project controls C. It has established technology to improve business as usual
D. To examine and escalate issues, taking necessary corrective actions D. It applies some of the PRINCE2 principles
14) In which situation might the 'controlling a stage' process be used? 19) What is risk probability?
A. To manage a long initiation stage of a complex project A. The scale of the risk should it occur
B. To manage the activities of a complex programme B. The probable effect on the project being able to deliver its objectives
C. To organize support activities following the handover of products to operations C. A probable timeframe within which the risk may occur
D. To create an exception plan to replace the current stage plan D. A measure of the likelihood of the risk occurring
15) Which is a step in PRINCE2's recommended approach to planning? 20) Which describes the 'implement' step within the recommended risk management procedure?
A. Project support allocates the risk budget to fund the selected risk responses
A. Identify activities and dependencies B. The risk owner decides the best response to control the risk
B. Describe the means of communication for the project C. The risk owner and the risk actionee carry out activities to control and deal with the risk
C. Implement responses for opportunities D. The project manager formulates the risk management approach
Appendix 2
Appendix 2
Resources
Resources
D. Baseline the project deliverables
21) Which is an objective of the 'initiating a project' process?
16) What is an advantage of applying the 'learn from experience' principle? A. To ensure that there is authority to initiate the project
B. To prepare the plans for the subsequent delivery stages
A. It allows the project board to delegate cost tolerances to the project manager C. To summarize how the organization's project management method will be tailored for
B. It allows the project team to fully understand their roles and responsibilities the project
C. It allows the project manager to delegate time tolerances to the team managers D. To request authority from programme, corporate management or the customer to
D. It allows the project team to identify improvements to be made during the project deliver the project
17) Which is a responsibility of the business representative on the project board? 22) Which is a minimum requirement for applying the risk theme?
A. To set tolerance levels for the project A. To assign risk actionees to undertake planned risk responses
B. To ensure the project represents value for money B. To escalate identified threats to the project board
C. To confirm the project delivers the required functionality C. To record identified threats in a risk register
D. To check the required quality levels are achieved by the project's products D. To establish a risk budget to fund responses to risks
23) If a work package is forecast to exceed its tolerances, how should a team manager inform the 28) Which process provides the project board with the information it requires in order to commit
project manager? resources to the project?
A. By submitting an exception report A. Managing product delivery
B. By submitting an exception plan B. Initiating a project
C. By raising an issue C. Controlling a stage
D. By raising a risk D. Directing a project
24) Who is responsible for documenting any tailoring of work packages? 29) Which two statements describe a highlight report?
A. Executive 1. It provides a summary of the stage status.
B. Project manager 2. It is used by the project board to monitor the progress of the stage and project.
C. Team manager 3. It is produced by the project manager when a new risk is identified.
D. Project support 4. It is used by the project manager to escalate an exception.
25) Which is a minimum requirement for applying the quality theme? A. 1 and 2
A. To define the use and format of quality records B. 2 and 3
B. To define the project's approach to quality assurance C. 3 and 4
C. To define proxy measures that indicate achievable benefits D. 1 and 4

Appendix 2
Appendix 2
Resources
Resources
D. To define the project's approach to project assurance
30) Which product provides the version number of all products in a particular stage?
26) Which is a purpose of the quality theme?
A. To establish the mechanisms to judge whether a project is desirable and achievable A. Issue register
B. To look for ways to improve the effectiveness of the management of the project B. Product status account
C. To control uncertainty to improve the ability of the project to succeed C. Product description
D. To establish mechanisms to control any unacceptable deviation D. Configuration item record
27) Which is a purpose of the business case theme?
A. To establish mechanisms for managing issues that may impact the baseline
B. To establish methods to judge whether the ongoing project is justified
C. To assess and control uncertain events or situations
D. To describe how products will be delivered that are fit for purpose
31) Which two statements about the risk theme are CORRECT? 35) Which is a responsibility of the change authority?
A. To ensure an acceptable solution is being developed
1. It identifies how to manage risks at the corporate programme management or customer B. To prepare a team plan and agree it with the project manager
level of an organization. C. To maintain project files according to document control procedures
2. It aims to support better decision-making through a good understanding of threats and D. To approve or reject requests for change within the delegated limits
opportunities.
3. It explains the risk management activities to use to improve the chances of a project 36) What does applying the 'manage by stages' principle ensure?
delivering its objectives. A. That the customer's quality expectations and acceptance criteria are captured and agreed
4. It identifies, assesses and controls approved changes to the baseline. B. That the project is properly initiated before work begins on delivery of the project's
outputs
A. 1 and 2 C. That the project management team understands what they are accountable for
B. 2 and 3 D. That the project is only started and continued if it is desirable, viable and achievable
C. 3 and 4
D. 1 and 4 37) Identify the missing word in the following sentence.
A management stage can be longer when risk is [ ? ], typically in the middle of projects.
32) What must be recorded in the project initiation documentation to meet the minimum
requirements for applying the progress theme? A. complex

Appendix 2
Appendix 2
Resources
Resources
A. The overall approach to managing by exception B. understood
B. The tailoring required for progress reports C. lower
C. The tolerance areas that will not be controlled D. higher
D. The levels of management control that will be used
38) What takes place during the 'closing a project' process?
33) Which theme establishes mechanisms to monitor and compare actual achievements against A. The post-project benefits reviews are performed
those planned? B. Ownership of the project's products is transferred to the customer
C. An end stage report is prepared for the final stage
A. Plans D. The project closure notification is reviewed and approved
B. Change
C. Progress 39) Which is a purpose of the 'starting up a project' process?
D. Quality A. To understand the resources and costs to deliver the project's products
B. To ensure that there is authority to deliver the project's products
34) Which role is responsible for the management of a risk assigned to it? C. To do the minimum to decide whether it is worthwhile initiating the project
A. Project support D. To create the management product required to control the project
B. Risk owner
C. Risk actionee
D. Project assurance
40) In a customer/supplier context, which is a responsibility of a supplier? 45) Which is a purpose of a quality management approach?
A. To deliver the benefits of the project A. To define the customer's quality expectations for the project
B. To provide the project mandate B. To define the quality standards to be applied to a project
C. To deliver the outputs of the project C. To identify the level of quality required for each of the project's products
D. To provide the requirements for the products D. To summarize the planned quality management activities
41) Which is a minimum requirement for applying the organization theme? 46) How does defining a product's quality requirements support the 'focus on products'
A. To ensure the senior user verifies user requirements principle?
B. To ensure that the change authority is delegated A. By providing the project's tolerances so that authority can be delegated
C. To ensure that all the responsibilities of the project board are fulfilled B. By providing the responsibilities for the project management team
D. To ensure that the supplier resources are available C. By providing the justification for the project to be initiated
D. By providing an explicit understanding of what the project must deliver
42) When should the team manager produce a checkpoint report?
A. When a work package is being negotiated 47) Which is a feature of PRINCE2?
B. At the frequency agreed in the work package A. It is a method specifically designed for technical projects
C. On completion of the quality-checking activities for each product B. It promotes continual learning in organizations
D. When reviewing how a stage is progressing C. It includes many motivational techniques

Appendix 2
Appendix 2
Resources
Resources
D. It is designed to manage both projects and programmes
43) Which statement describes the 'directing a project' process?
A. It enables the project board to assure that there is continued business justification 48) Which roles should NOT be combined?
B. It covers the day-to-day activities of the project manager A. Project board and change authority
C. It ensures there are regular progress meetings B. Project manager and team manager
D. It begins on completion of the 'initiating a project' process C. Executive and project manager
D. Project manager and project support
44) Which is a purpose of the plans theme?
A. To identify, assess and control uncertainty within the project 49) Which is a characteristic of a project?
B. To establish a coding system for all components of the project's products A. It is considered low risk
C. To define the means of delivering the products B. It avoids stresses and strains between organizations
D. To produce a benefits management approach C. It maintains business as usual
D. It involves cross-functional teams
50) Which is an objective of the 'managing a stage boundary' process? 55) When should the 'managing a stage boundary' process be undertaken?
A. To request authorization to start the next stage A. Close to the end of each management stage
B. To ensure that all threats and opportunities for the current stage have been closed B. Close to the start of each management stage
C. To ensure that work on products allocated to the team for the next stage is authorized C. At the end of the final stage
D. To implement actions to resolve tolerance deviations from the stage plan D. At the end of the 'starting up a project' process
51) In which process is authorization given to deliver the project's products? 56) What is a project outcome?
A. Starting up a project A. A measurable improvement that is perceived as an advantage by one or more
B. Initiating a project stakeholders
C. Managing a stage boundary B. The reason for the project
D. Directing a project C. The result of the change derived from using the project's outputs
D. The project's specialist products
52) Which is a minimum requirement for applying the business case theme?
A. To document the responsibility for defining the standards for the business case 57) Identify the missing words in the following sentence.
B. To appoint a senior user from an area of the business impacted by the project The six aspects of project performance to be managed are [ ? ], costs, timescales and scope.
C. To have the benefits management approach approved by the participants of benefits
reviews A. benefits, change, risk

Appendix 2
Appendix 2
Resources
Resources
D. To delegate the development of the business justification to the project manager B. benefits, quality, risk
C. change, quality, risk
53) How is the project initiation documentation used during the 'closing a project' process? D. benefits, change, quality
A. It is used as the basis for comparing the original aim of the project against what was
actually achieved 58) Which management stages must a PRINCE2 project consist of, as a minimum?
B. It provides the controls for the final stage of the project A. Starting up, initiation, and at least one other stage for the rest of the project
C. It is updated to include relevant lessons from previous projects B. At least one stage for developing products, and a closing stage
D. It provides the project product description for approval by the project board C. Initiation, and at least one other stage for the rest of the project
D. Initiation, at least one stage for developing products, and a closing stage
54) Which process aims to ensure that during the project all parties understand the project
objectives? 59) Which statement about project stakeholders is CORRECT?
A. Starting up a project A. All stakeholders must be identified at the start of the project
B. Directing a project B. All stakeholders are members of the project board
C. Initiating a project C. All stakeholders are external to the corporate organization
D. Managing product delivery D. All three principle categories of stakeholder have their interests represented by the
project board
60) What should be provided by a project mandate?
A. Terms of reference for a project
B. A detailed business case
C. Tolerances for each management stage
D. A plan for the initiation stage

Appendix 2
Appendix 2
Resources
Resources
Q A Syllabus Ref Rationale
1 D 3.7.3a A. Incorrect. A highlight report is a time-driven control, produced
at a predefined frequency. Ref 12.2.2
B. Incorrect. An exception report is an event-driven control,
produced when a tolerance is forecast to be exceeded. Ref 12.2.2
C. Incorrect. A daily log is a useful tool for recording actions when
reviewing progress, but it is not defined as a PRINCE2 control. Ref
12.2.2, A.7.1
D. Correct. A team manager prepares a checkpoint report for the
The PRINCE2® Foundation Examination project manager at a predefined frequency. Therefore, checkpoint
reports are a time-driven control. Ref 12.2.2
2 C 3.2.1b A. Incorrect. A change control approach is used to identify how,
and by whom, the project’s products will be controlled and
Sample Paper 2 protected. Ref A.3.1
B. Incorrect. An end project report is used during project closure
to review how the project performed against the version of the
Answers and Rationales project initiation documentation (PID) used to authorize it. Ref
A.8.1
C. Correct. A communication management approach contains a
description of the means and frequency of communication to
parties both internal and external to the project. Ref A.5.1
D. Incorrect. A project brief is used to provide a full and firm
foundation for the initiation of the project and is created in the
'starting up a project' process. It is not used in the 'closing a
project' process. Ref A.19.1
Appendix 2
Appendix 2
Resources
Resources
3 B 4.2d A. Incorrect. The purpose of the 'directing a project' process is to
enable the project board to be accountable for the project’s
success by making key decisions and exercising overall control
while delegating day-to-day management of the project to the
project manager. Ref 15.1
B. Correct. An objective of the 'controlling a stage' process is to
ensure attention is focused on delivery of the stage’s products.
Any movement away from the direction and products agreed at
the start of the stage is monitored to avoid uncontrolled change
and loss of focus. The 'controlling a stage' process describes the
work of the project manager in handling the day-to-day
management of the stage. Ref 17.2, 17.3
C. Incorrect. The purpose of the 'managing a stage boundary’
process is to enable the project manager to provide the project
board with sufficient information to be able to confirm continued
business justification and acceptability of the risks. Ref 19.1
D. Incorrect. The purpose of the 'closing a project' process is to
provide a fixed point at which acceptance for the project product
is confirmed, and to recognize that objectives set out in the
original project initiation documentation (PID) have been
achieved. Ref 20.1
4 D 2.1a D. Correct. 7 A 3.3.3b A. Correct. Quality assurance provides assurance to corporate,
(1) PRINCE2 requires that, for all projects, the business programme management or customer on the project's
justification is recorded and approved. Ref 3.1 compliance with relevant corporate, programme management or
(4) Even compulsory projects should be supported by a business customer standards and policies. Project assurance provides
justification that demonstrates value for money. Ref 3.1 assurance to the project's stakeholders that the project is being
A, B, C. Incorrect. conducted properly. Ref tab 8.1
(2) The business justification is the responsibility of the executive, B. Incorrect. Quality assurance is the responsibility of the
not the project manager. Ref 6.2.1 programme or corporate organization. Ref tab 8.1
(3) A project should be stopped if the justification disappears. C. Incorrect. Quality assurance is independent of the project.
However even though the justification should remain valid, it may Project assurance is independent of the project manager, but not
still change. It is important for the evolving justification to be valid. the project. Ref tab 8.1
Ref 3.1 D. Incorrect. Project assurance is the responsibility of the project
5 C 2.1c A. Incorrect. Application of the 'manage by stages' principle board. Quality assurance is the responsibility of corporate,
ensures that a PRINCE2 project is planned, monitored and programme management or customer. Ref tab 8.1
controlled on a stage-by-stage basis. Ref 3.4 8 C 3.6.3 A. Incorrect. This procedure assesses and controls uncertainty, not
B. Incorrect. Application of the 'focus on products' principle change. Ref 10.4
ensures that a PRINCE2 project focuses on the definition and B. Incorrect. When there is an exception situation, this must be
delivery of products, in particular their quality requirements. This raised to the next level of management. This is part of the
principle does not represent the primary stakeholders. Ref 3.6 progress theme rather than a defined procedure. Ref 12.2.3
C. Correct. Application of the 'defined roles and responsibilities' C. Correct. This procedure identifies and controls changes to
principle ensures that a PRINCE2 project has defined and agreed baselined products. The PRINCE2 recommended issue and change
roles and responsibilities within an organization structure that control procedure can be used, or an equivalent procedure. Ref
engages the business, user and supplier stakeholder interests. Ref 11.4.1-4
3.3 D. Incorrect. This activity defines and implements methods to
Appendix 2
Appendix 2
Resources
Resources
D. Incorrect. Application of the 'learn from experience' principle check that products will meet their quality criteria. Ref 8.1.1
ensures that PRINCE2 project teams learn from previous 9 D 2.1e A. Incorrect. Project scope must be defined, but it is the tolerances
experience: lessons are sought, recorded and acted upon that define limits of delegated authority. Ref 3.5
throughout the life of the project. Ref 3.2 B. Incorrect. Project cost must be defined, but it is the tolerances
6 A 4.1g A. Correct. The purpose of the 'closing a project' process is to that define limits of delegated authority. Ref 3.5
provide a fixed point at which acceptance of the project product is C. Incorrect. Timescales must be defined, but it is the tolerances
confirmed, and to recognize that objectives set out in the original that define limits of delegated authority. Ref 3.5
project initiation documentation have been achieved, or that the D. Correct. A PRINCE2 project has defined tolerances for each
project has nothing more to contribute. Ref 20.1 project objective to establish limits of delegated authority. Ref 3.5
B. Incorrect. There is not an end stage assessment at the end of 10 A 3.6.2 A. Correct.
the final stage. A purpose of the 'closing a project' process is to (1) To be following PRINCE2, a project must, as a minimum, assess
recognize that objectives set out in the original project initiation whether identified issues might have a material impact on the
documentation have been achieved. Ref 20.1, Ref 12.2.2.4 business justification of the project (PRINCE2’s continued business
C. Incorrect. The 'controlling a stage' process describes the work justification principle). Ref 11.2
of the project manager in handling the day-to-day management of (2) To be following PRINCE2, a project must, as a minimum, ensure
the stage. The achievement of a project's objectives is measured that project issues are captured, examined, managed and
and confirmed during the 'closing a project' process. Ref 17.3, 20.1 reviewed throughout the project lifecycle. Ref 11.2
D. Incorrect. The 'managing product delivery' process is used to B, C, D. Incorrect.
control delivery of the project's products at work package level (3) As part of the change theme, verification of the actual status of
and interfaces with the 'controlling a stage' process. A purpose of products can be considered, however this is not a minimum
the 'closing a project' process is to recognize that objectives set requirement. Ref 11.2, 11.3.3
out in the original project initiation documentation have been (4) Unless the anticipated level of change on a project is low, it is
achieved. Ref 20.1, 18.2 advisable for a budget to be set up to pay for changes. However,
this is not a minimum requirement for applying the change
theme. Ref 11.2, 11.3.6
11 D 4.1d A. Incorrect. To agree, perform and deliver project work is a 15 A 3.4.3a A. Correct. 'Identifying activities and dependencies' is a step in
purpose of the 'managing product delivery' process. Ref 18.1 PRINCE2's recommended approach to planning. The step
B. Incorrect. To draft a plan for the next stage is a purpose of the identifies the activities required to deliver a planned product. Ref
'managing a stage boundary' process. Ref 19.1 fig 9.2, 9.3.1.3
C. Incorrect. The stage plan for the next stage is created in the B. Incorrect. Describing the means of communication in the
'managing a stage boundary' process and approved in the project is done as part of creating the communication
'directing a project' process. During the 'authorize a stage or management approach. Ref 7.2.2
exception plan activity', tolerances will be set for the stage plan C. Incorrect. Implementing responses for risks is part of the
being approved. Ref 19.1, 15.4.3 recommended risk management process. Ref 10.3.2
D. Correct. The purpose of the 'controlling a stage' process is to D. Incorrect. The ‘baselining project deliverables’ activity takes
assign work, monitor it, deal with issues, report progress and take place whenever a product is either ready for review or has been
corrective action to ensure that the stage remains within approved. Ref 11.1
tolerance. Ref 17.1 16 D 2.1b A. Incorrect. A PRINCE2 project has defined tolerances for each
12 A 2.1g A. Correct. If PRINCE2 is not tailored, it is unlikely that the project project objective to establish limits of delegated authority. This is
management effort and approach would be appropriate for the an advantage of applying the 'manage by exception' principle. Ref
needs of the project. Tailoring ensures the project management 3.5
method used is appropriate to the project’s environment. Ref 3.7 B. Incorrect. A PRINCE2 project has defined and agreed roles and
B. Incorrect. Tailoring is done according to the project's risk. It responsibilities within an organization structure that engages the
does not avoid risk. Ref 3.7 business, user and supplier stakeholder interests. This is an
C. Incorrect. Tailoring does not avoid the need for training. It does advantage of applying the 'defined roles and responsibilities'
ensure that the project management method and controls are principle. Ref 3.3
appropriate to the project's environment. Training may still be C. Incorrect. A PRINCE2 project has defined tolerances for each
necessary. Ref 3.7 project objective to establish limits of delegated authority. This is
D. Incorrect. Tailoring will align the project method to the business an advantage of applying the 'manage by exception' principle. Ref
Appendix 2
Appendix 2
Resources
Resources
processes that may govern and support the project, such as 3.5
human resources, finance and procurement. It does not avoid the D. Correct. As the project progresses the project should continue
need for these processes. Ref 3.7 to learn. Lessons should be included in relevant reports and
13 A 3.2.3h A. Correct. The team manager’s primary responsibility is to ensure reviews. The goal is to seek opportunities to implement
production of those products allocated by the project manager. improvements during the life of the project. Ref 3.2
PRINCE2 uses work packages to allocate work to team managers. 17 B 3.2.3b A. Incorrect. Project tolerance levels are set by corporate or
Ref 7.2.1.8 programme management. The project board sets stage tolerance
B. Incorrect. Reviewing the highlight report for the previous levels. Ref 12.2.1
reporting period is a responsibility of the project manager in the B. Correct. The executive (who represents the business interest) is
'controlling a stage' process. Ref 7.2.1.7, 17.4.5 appointed to ensure that the project is focused on achieving and
C. Incorrect. Reviewing the tailoring approach and its implications delivering a product that will achieve the forecast benefits and will
for project controls is a responsibility of the project manager in deliver value for money. Ref 7.2.1.2
the 'initiating a project' process. Ref 7.2.1.7, 16.4.6 C. Incorrect. Confirming the project delivers the required
D. Incorrect. Capturing, examining and escalating issues and risks, functionality is part of the responsibilities/focus of the senior user
and taking corrective actions are responsibilities of the project who is appointed by the executive. Ref 7.2.1.3, C.3.1
manager in the 'controlling a stage' process. Ref 7.2.1.7, 17.4 D. Incorrect. Checking the required quality levels are achieved by
14 A 4.3d A. Correct. For complex projects with a large initiation stage, the the project's products is part of the responsibilities/focus of the
'controlling a stage' process can be used to control the activities. senior supplier who is appointed by the executive. Ref 7.2.1.4
Ref 17.3
B. Incorrect. The 'controlling a stage' process is used by the project
manager to manage the day-to-day activities of a stage, not a
programme. Ref 17.3
C. Incorrect. Support activities are business as usual. 'Controlling a
stage' is a project process. Ref 17.3
D. Incorrect. Creating an exception plan is an activity within the
'managing a stage boundary' process. Ref 19.4.5
18 A 1.1d A. Correct. As one of the minimum requirements, a PRINCE2 22 C 3.5.2 A. Incorrect. As part of the 'implement' step in the risk
project must demonstrate that the project has processes that management procedure, risk actionees should be assigned to
satisfy the purpose and objectives of the PRINCE2 processes. Ref carry out risk responses. However, this is not a minimum
1.3 requirement for applying the risk theme. Ref 10.2, 10.4.4
B. Incorrect. A project organization is always temporary. For this B. Incorrect. Risks will be raised to the project board if they exceed
reason having a permanent structure is not a minimum tolerance however, not all risks are raised to the project board.
requirement. Ref 2.1 However, this is not a minimum requirement for applying the
C. Incorrect. A project is a means to change an existing business progress theme. Ref 12.2
as usual. However, PRINCE2 does not define how this change is C. Correct. As a minimum, the project should maintain some form
going to take place. Technology to improve the business as usual of risk register to record identified risks and decisions relating to
will be an output for the project, and PRINCE2 will be tailored to their analysis, management and review. Ref 10.2
manage the delivery of that output. Ref 2.1 D. Incorrect. A risk budget can be established as part of managing
D. Incorrect. Application of all of the PRINCE2 principles is risk, however this is not a minimum requirement for applying the
mandatory. Ref 1.3 risk theme. Ref 10.2, 10.3.7
19 D 3.5.3e A. Incorrect. The scale or probable effect of the risk is referred to 23 C 3.7.3b A. Incorrect. An exception report is created by the project
as its impact. Ref 10.4.2.1 manager in the 'controlling a stage' process when issues and risks
B. Incorrect. The scale or probable effect of the risk is referred to are escalated to the project board. Ref 17.4.7
as its impact. Ref 10.4.2.1 B. Incorrect. An exception plan is produced by the project
C. Incorrect. A probable timeframe within which the risk may manager in the 'managing a stage boundary' process. Ref 19.4.5
occur is a definition of the risk proximity. Ref 10.4.2.1 C. Correct. If a work package is forecast to exceed tolerances
D. Correct. Probability measures the likelihood of the risk agreed in a work package, the team manager should inform the
occurring. Ref 10.4.2.1 project manager by raising an issue. The project manager will then
20 C 3.5.4 A. Incorrect. Project support is not responsible for allocating the advise on corrective actions required. Ref 12.2.3
risk budget- they provide administrative duties to the project by D. Incorrect. A risk is an uncertain event or set of events that,
Appendix 2
Appendix 2
Resources
Resources
maintaining the risk register. Ref tab 10.1 should it occur, will have an effect on the achievement of
B. Incorrect. Risk responses are decided by the project team objectives. A forecast to exceed work package tolerances is an
during the 'plan' step. Ref 10.4.3 issue. Ref 10.1, 12.2.1
C. Correct. The risk owner manages and controls all aspects of a 24 B 2.2 A. Incorrect. The executive, as a member of the project board, has
risk and the risk actionee implements specific responses to a risk responsibility for approving any tailoring, but it is the project
as part of the 'implement' step. Ref 10.4.4 manager who is responsible for identifying and documenting the
D. Incorrect. The risk management approach is formulated during level of tailoring for the project. Ref 4.3.2
the 'identify context' step. Ref 10.4.1.1 B. Correct. The project manager is responsible for identifying and
21 C 4.2c A. Incorrect. An objective of the 'directing a project' process is to documenting the level of tailoring for the project. Ref 4.3.2
ensure that there is authority to initiate the project. Ref 15.2 C. Incorrect. The team manager may propose to the project
B. Incorrect. Preparation may begin for the next stage (which manager any tailoring which would help them manage their work
triggers the 'managing a stage boundary' process), but packages more effectively, but it is the project manager who is
subsequent stages are planned towards the end of each stage. Ref responsible for identifying and documenting the level of tailoring
19.2 for the project. Ref 4.3.2
C. Correct. The project initiation documentation should include or D. Incorrect. It is the project manager who is responsible for
reference the project controls and summarize how the project identifying and documenting the level of tailoring for the project,
intends to tailor PRINCE2. Ref 16.2 not project support. Ref 4.3.2
D. Incorrect. Authority to deliver the project is sought from the
project board, not programme, corporate management or the
customer. Ref 16.3
25 D 3.3.2 A. Incorrect. Where there is already an established quality 29 A 3.7.1b A. Correct.
management system for projects, for example in a programme or (1) A highlight report is used to provide the project board (and
portfolio, only the project-specific approaches will need to be possibly other stakeholders) with a summary of the stage and
documented, but this is not a minimum requirement. Ref 8.3.5 project status at intervals defined by them. Ref A.11.1
B. Incorrect. Although PRINCE2 does not address quality (2) The project board uses the highlight report to monitor stage
assurance, and it is good practice to include it in the project’s and project progress. Ref A.11.1
quality management approach, it is defining project assurance B, C, D. Incorrect.
that is the minimum requirement. Ref 8.2, 8.3.5 (3) A highlight report is time-driven so is only produced on set
C. Incorrect. In considering acceptance criteria, it can be useful to intervals. A highlight report is not used when an event occurs,
select proxy measures that will be accurate and reliable indicators such as a new risk being identified. Ref 12.2.2.4, A.11.1
of whether benefits will subsequently be achieved, but this is not a (4) An exception report is produced when a stage plan or project
minimum requirement. Ref 8.3.10 plan is forecast to exceed tolerance levels set. It is prepared by the
D. Correct. To be following PRINCE2, a project must, as a project manager in order to inform the project board of the
minimum, define the project’s approach to project assurance. Ref exception situation. Ref A.10.1
8.2 30 B 3.6.1b A. Incorrect. The issue register holds details of all issues which are
26 B 3.3.1a A. Incorrect. Establishing the mechanisms to judge whether a to be formally managed and which will have issue reports created.
project is desirable and achievable is a purpose of the business Ref A.12.1
case theme. Ref 6.1 B. Correct. The product status account should provide details of all
B. Correct. A purpose of the quality theme is to use the lessons the products of a stage, including the version numbers. Ref A.18.1
identified during the project to introduce more efficiency and C. Incorrect. The product description defines purpose and
effectiveness into the management of the project and the function of each product. Ref A.17.1
project's products. Ref 8.1 D. Incorrect. The configuration item record product holds the
C. Incorrect. Controlling uncertainty to improve the ability of the version number of one specific configuration item. Ref A.6.1
project to succeed is a purpose of the risk theme. Ref 10.1 31 B 3.5.1a B. Correct.
Appendix 2
Appendix 2
Resources
Resources
D. Incorrect. Establishing mechanisms to control any unacceptable (2) The risk theme aims to support better decision making through
deviation is a purpose of the progress theme. Ref 12.1 a good understanding of risks. Ref 10.1
27 B 3.1.1a A. Incorrect. Establishing mechanisms for managing issues that (3) Management of risk should be systematic and proactive, and is
may impact the baseline is a purpose of the change theme. Ref implemented by the risk management approach which defines
11.1 activities that should be implemented to control risks on a project.
B. Correct. A purpose of the business case theme is to allow Ref 10.1
decisions to be made regarding continued project investment and A, C, D. Incorrect.
benefit achievement. Ref 6.1 (1) The purpose of the risk theme is to manage project risks, not at
C. Incorrect. Assessing and controlling uncertain events or the corporate, programme management or customer level. Ref
situations is a purpose of the risk theme. Ref 10.1 10.1
D. Incorrect. Describing how products will be delivered that are fit (4) It is the change theme that identifies, assesses and controls
for purpose is a purpose of the quality theme. Ref 8.1 any potential and approved changes to the baseline. Ref 11.1
28 B 4.1c A. Incorrect. The 'managing product delivery' process provides 32 A 3.7.2 A. Correct. To be following PRINCE2, a project must, as a
accurate progress information to the project manager at an minimum, define its approach to controlling progress in the
agreed frequency to ensure that expectations are managed. Ref project initiation documentation. The 'manage by exception'
18.2 principle is particularly important when controlling progress. Ref
B. Correct. The 'initiating a project' process establishes solid 12.2
foundations for the project, enabling the organization to B. Incorrect. Only the overall approach to controlling progress
understand the work that needs to be done to deliver the project’s needs to be recorded, as a minimum, not the detail of how
products before committing to a significant spend. Ref 16.1 reports are to be amended. Ref 12.2
C. Incorrect. The 'controlling a stage' process monitors the work of C. Incorrect. To be following PRINCE2, a project must, as a
the stage and reports progress to the project board at regular minimum, set tolerances. All six tolerance areas must be used, as
intervals defined by them. Ref 17.1 given in the 'manage by exception' principle. Ref 12.2, 3.5
D. Incorrect. The 'directing a project' process is where the project D. Incorrect. The levels of control will remain the same even if the
board will make decisions to commit resources, but it can only do project management team structure and roles are tailored. Ref
so if provided with the appropriate information from the 'initiating 7.1, 12.2
a project' process or the 'managing a stage boundary' process. Ref
15.4.2
33 C 3.7.1a A. Incorrect. The purpose of the plans theme is to facilitate 36 B 2.1d A. Incorrect. The 'focus on products' principle ensures that the
communication and control by defining the means of delivering project focuses on the definition and delivery of products, in
the products (the where and how, by whom, and estimating the particular their quality requirements. Ref 3.6
when and how much). Ref 9.1 B. Correct. The focus on managing by stages ensures that the
B. Incorrect. The purpose of the change theme is to identify, project is properly initiated before work starts on delivery of the
assess and control any potential and approved changes to the project’s outputs. Ref 3.4
baseline. Ref 11.1 C. Incorrect. The 'defined roles and responsibilities' principle
C. Correct. The purpose of the progress theme is to establish defines an organization structure that engages the business, user
mechanisms to monitor and compare actual achievements and supplier stakeholder interests, setting out who is accountable.
against those planned, provide a forecast for the project Ref 3.3
objectives and the project's continued viability, and control any D. Incorrect. The 'continued business justification' principle
unacceptable deviations. Ref 12.1 defines that a project must be desirable, viable and achievable.
D. Incorrect. The purpose of the quality theme is to define and Ref 3.1
implement the means by which the project will verify that 37 C 3.4.3c A. Incorrect. The length of management stages can be longer
products are fit for purpose. Ref 8.1 when risk is lower- a complex risk is unlikely to be lower risk. Ref
34 B 3.5.3c A. Incorrect. A risk owner is responsible for the management, 9.3.1.1
monitoring and control of all aspects of a particular risk allocated B. Incorrect. The length of management stages can be longer
to them. Project support assists the project manager in when risk is lower- understanding risk does not make a risk lower.
maintaining the risk register. Ref tab 10.1, 10.4.4 Ref 9.3.1.1
B. Correct. A risk owner is responsible for the management, C. Correct. The length of management stages can be longer when
monitoring and control of all aspects of a particular risk allocated risk is lower, typically in the middle of projects. Ref 9.3.1.1
to them. Ref 10.4.4 D. Incorrect. The length of management stages can be shorter
C. Incorrect. A risk owner is responsible for the management, when risk is higher. Ref 9.3.1.1
monitoring and control of all aspects of a particular risk allocated 38 B 4.3g A. Incorrect. When handing over products, the benefits
Appendix 2
Appendix 2
Resources
Resources
to them. The risk actionee is an individual assigned to carry out a management approach is checked to ensure that post-project
risk response action, taking direction from the risk owner. Ref benefits reviews are planned. However, these are performed after
10.4.4 the project, not within the 'closing a project process'. Ref 20.4.3
D. Incorrect. A risk owner is responsible for the management, B. Correct. During the ‘closing a project’ process, ownership of the
monitoring and control of all aspects of a particular risk allocated products is transferred to the customer and the responsibility of
to them. Project assurance reviews risk management practices to the project management team is then terminated. Ref 20.3, 20.4.3
check that they are in line with the risk management approach. C. Incorrect. At the end of the final stage an end project report is
Ref 10.4.4, tab 10.1 created. Ref 20.4.4
35 D 3.2.3f A. Incorrect. It is a responsibility of project assurance to ensure an D. Incorrect. The project closure notification is sent to the project
acceptable solution is being developed. Ref 7.2.1.5 board for review and approval in the 'directing a project' process.
B. Incorrect. It is a responsibility of the team manager to prepare a Ref 20.4.5, 15.4.5
team plan and agree it with the project manager. Ref 7.2.1.8 39 C 4.1a A. Incorrect. To understand the resources and costs to deliver the
C. Incorrect. It is a responsibility of project support to maintain project's products is an objective of the 'initiating a project'
project files according to document control procedures. Ref process. Ref 16.1
7.2.1.9 B. Incorrect. To ensure that there is authority to deliver the
D. Correct. It is the project board's responsibility to agree to each project's products is an objective of the 'directing a project'
change before it's implemented. The project board may delegate process. Ref 15.1
some authority for approving or rejecting requests for change to C. Correct. The 'starting up a project' process is a lighter process
the change authority. Ref 7.2.1.6 compared to the more detailed and thorough 'initiating a project'
process. Ref 14.1
D. Incorrect. The suite of management products make up the
project initiation documentation which is created during the
'initiating a project' process. Ref 16.3
40 C 1.2b A. Incorrect. PRINCE2 refers to the organization that commissions 44 C 3.4.1a A. Incorrect. The purpose of the risk theme is to identify, assess
a project as ‘corporate, programme management or the and control uncertainty within the project. Ref 10.1
customer’. This organization is responsible for providing the B. Incorrect. The identification of project products involves
project’s mandate, governing the project, and for realizing any configuration management, part of the change theme. Ref 11.3.3
benefits that the project might deliver. Ref 2.5 C. Correct. The purpose of the plans theme is to define the means
B. Incorrect. PRINCE2 refers to the organization that commissions of delivering the products. Ref 9.1
a project as ‘corporate, programme management or the D. Incorrect. A benefits management approach is associated with
customer’. This organization is responsible for providing the the business case theme, not the plans theme. Ref 6.2, A.1.1
project’s mandate. Ref 2.5 45 B 3.3.1b A. Incorrect. The customer's quality requirements are defined in a
C. Correct. PRINCE2 refers to a supplier as the person, group or project product description. Ref A.21.1
groups responsible for the supply of the project’s specialist B. Correct. The quality management approach is used to define
products. Ref 2.5 the quality techniques and standards to be applied during a
D. Incorrect. The senior user provides the customer’s quality project. Ref A.22.1
expectations and defines acceptance criteria for the project. The C. Incorrect. The level of quality required for each of a project's
senior user will define and verify user requirements and products is the quality specification that is recorded as the quality
expectations. Ref C.3.1, tab 7.1 criteria in the associated product description. Ref A.17.1
41 C 3.2.2 A. Incorrect. It is the responsibility of the senior user to verify user D. Incorrect. The quality register is used to summarize all of the
requirements, but it is not a minimum requirement. Ref 7.2, tab quality management activities that are planned. Ref A.23.1
7.1 46 D 2.1f A. Incorrect. A product's quality criteria describe the criteria
B. Incorrect. A delegated change authority is optional not a against which a product will be approved. The setting of
minimum, requirement. Ref 7.2 tolerances supports the 'manage by exception' principle. Ref 3.5,
C. Correct. To be following PRINCE2, a project must, as a A.17.5
minimum, define its organization structure and roles. This must B. Incorrect. A product's quality criteria describe the criteria
minimally ensure that all of the responsibilities in PRINCE2’s role against which a product will be approved. The defining of
Appendix 2
Appendix 2
Resources
Resources
descriptions are fulfilled. Ref 7.2 responsibilities supports the 'defined roles and responsibilities'
D. Incorrect. It is the responsibility of the senior supplier to principle. Ref 3.3, A.17.5
provide supplier resources, but it is not a minimum requirement C. Incorrect. A product's quality criteria describe the criteria
to ensure they are available. Ref 7.2, tab 7.1 against which a product will be approved. The justification of the
42 B 4.2e A. Incorrect. When a work package is being negotiated is when the project supports the 'continued business justification' principle.
project manager and team manager agree the timing of Ref 3.1, A.17.5
checkpoint reports. Ref 12.2.2.4, 18.4.1 D. Correct. A PRINCE2 project uses product descriptions to
B. Correct. A team manager is required to provide checkpoint provide such clarity by defining each product's purpose,
reports at the frequency agreed with the project manager in the composition, derivation, format, quality criteria and quality
relevant work package. Ref 18.2, 12.2.2.4, 18.4.2 method. Ref 3.6
C. Incorrect. Checkpoints are a time-driven control and done at a 47 B 1.2a A. Incorrect. PRINCE2's strength is in its wide applicability - it is
frequency agreed in the work package, not driven by such events entirely generic. Consequently, industry-specific or type-specific
as completing quality-checking activities. Ref 12.2.2.4, 18.4.2 activity is excluded. Specific techniques can readily be used
D. Incorrect. The team manager is not involved in reviewing how a alongside PRINCE2. Ref 1.2
stage is progressing. Ref 12.2.2.2, 17.4.4, tab 17.4 B. Correct. PRINCE2 promotes learning from project experience
43 A 4.1b A. Correct. The 'directing a project' process provides a mechanism and continual improvement in organizations. Ref 1
for the project board to achieve such assurance without being C. Incorrect. Leadership styles and motivational skill vary greatly
overburdened by project activity. Ref 15.3 from one project environment to another. Hence, to keep the
B. Incorrect. The 'directing a project' process covers the activities generic nature of PRINCE2 intact, such styles and skills are
of those at the level of management above the project manager. excluded. Ref 1.2
Ref 15.3 D. Incorrect. PRINCE2 is intended to be used to manage only
C. Incorrect. The project board manage by exception. It monitors projects, not programmes. Ref 1
via reports and controls through a small number of decision
points. There should be no need for other 'progress meetings' for
the project board. Ref 15.3
D. Incorrect. The 'directing a project' process starts on completion
of the 'starting up a project' process. Ref 15.1
48 C 3.2.3j A. Incorrect. It is the project board’s responsibility to agree to each 51 D 4.2b A. Incorrect. The 'starting up a project' process only requests
potential change before it is implemented. In a project where few authorization to initiate a project. Ref fig 14.1
changes are envisaged, it may be reasonable to leave this B. Incorrect. The 'initiating a project' process only requests
authority in the hands of the project board. Ref 7.2.1.6 authorization to deliver a project; it is the 'directing a project'
B. Incorrect. The team manager role may be assigned to the process that provides the authority. Ref 16.3, 15.2
project manager or a separate person. Ref 7.2.1.8 C. Incorrect. The 'managing a stage boundary' process only
C. Correct. The executive and project manager roles cannot be requests authorization to start the next stage; it is the 'directing a
combined. The executive’s accountability for project success project' process that provides the authority. Ref 19.2, 15.2
cannot be delegated. Ref 7.2.1.10 D. Correct. An objective of the 'directing a project' process is to
D. Incorrect. Project support is the responsibility of the project ensure that there is authority to deliver the project's products. Ref
manager. The role defaults to the project manager if it is not 15.2
otherwise allocated. Ref 7.2.1.9 52 A 3.1.2 A. Correct. It is a minimum requirement that the roles and
49 D 1.1a A. Incorrect. Projects introduce threats and opportunities over and responsibilities for the business case and benefits management
above those typically encountered in the course of business as are defined and documented. Therefore, this includes
usual. Ref 2.1 responsibility for defining any standards to which the business
B. Incorrect. Projects often cross the normal functional divisions case needs to be developed. Ref 6.2, tab 6.1
within an organization and sometimes span entirely different B. Incorrect. It is usually advisable that the senior user comes from
organizations. This frequently causes stresses and strains. Ref 2.1 an area of the business impacted by the change, but it is not a
C. Incorrect. A project is a temporary organization that is created minimum requirement. Ref 6.2.3, 6.2
for the purpose of delivering one or more business products. C. Incorrect. If corporate, programme management or the
There are a number of characteristics of project work that customer are to manage or participate in the benefits reviews, the
distinguishes it from business as usual. Ref 2.1 project board may need to seek their approval but it is not a
D. Correct. Projects involve a team of people with different skills minimum requirement to obtain such approval. Ref 6.2.3, 6.2
working together to introduce a change that will impact others D. Incorrect. Development of the business justification may be
Appendix 2
Appendix 2
Resources
Resources
outside the team. Ref 2.1 delegated, for example to the project manager. However, this is
50 A 4.2f A. Correct. An objective of the 'managing a stage boundary' not a minimum requirement. Ref 6.2.1, 14.4.4, 6.2
process is for the project manager to request authorization from 53 A 4.1i A. Correct. The project initiation documentation, baselined in the
the project board to start the next stage. Ref 19.2 'initiating a project' process, is used during the 'closing a project'
B. Incorrect. Risks do not have to be closed at the end of a stage. process as the benchmark to review how the project actually
During each of the activities within the 'managing a stage performed against its planned targets and tolerances. Ref 20.2,
boundary' process, the issue register and risk register are updated 20.4.4
as necessary. Ref 17.4, 17.4.1-8 B. Incorrect. The controls for the final stage are contained in the
C. Incorrect. Ensuring that work on products allocated to the team stage plan rather than the project initiation documentation. Ref
for the next stage is authorized is an objective of the 'managing 19.4.1
product delivery' process, which ensures that work on products C. Incorrect. The lessons log and lesson report are not part of the
allocated to a team is authorized and agreed in a work package. project initiation documentation. Ref A.20.2
Ref 18.2 D. Incorrect. The project product description, which first forms
D. Incorrect. An exception plan may be prepared during the part of the project brief and is then incorporated into the project
‘managing a stage boundary’ process to show how to recover from initiation documentation, is approved during the 'initiating a
a tolerance deviation, but selecting and implementing actions to project' process and at the end of each stage. It is not approved as
resolve the deviation would occur as part of the 'take corrective part of the 'closing a project' process. Ref fig 15.3, tab 15.3, A.19.2
action' activity in the 'controlling a stage' process. Ref 17.4.8
54 C 4.3c A. Incorrect. The 'starting up a project' process aims to ensure that 57 B 1.1b A. Incorrect. The six aspects of project performance to be
there is a clear project mandate that provides the terms of managed are costs, timescales, scope, quality, risk and benefits.
reference for the project and should contain sufficient information Change is a theme. Ref 2.3, 11.1
to identify at least the prospective executive of the project board. B. Correct. The six aspects of project performance to be managed
Ref 14.3 are costs, timescales, scope, quality, risk and benefits. Ref 2.3
B. Incorrect. The 'directing a project' process provides a C. Incorrect. The six aspects of project performance to be
mechanism for the project board to meet its responsibility for managed are costs, timescales, scope, quality, risk and benefits.
ensuring that there is continued business justification without Change is a theme. Ref 2.3, 11.1
being overburdened by project activity. Ref 15.3 D. Incorrect. The six aspects of project performance to be
C. Correct. It Is the 'initiating a project' process that aims to ensure managed are costs, timescales, scope, quality, risk and benefits.
that all parties are be clear on what the project is intended to Change is a theme. Ref 2.3, 11.1
achieve, why it is needed and how the outcome is to be achieved. 58 C 3.4.2 A. Incorrect. 'Starting up a project' is a PRINCE2 process, not a
Ref 16.3 stage. A process is a structured set of activities designed to
D. Incorrect. The 'managing product delivery' process views the accomplish a specific objective. Ref 14.1, 13.1, fig 13.1
project from the team manager’s perspective and aims to ensure B. Incorrect. To be following PRINCE2, a project must, as a
that products are created and delivered by the team to the minimum, have an initiation stage and at least one further
project. Ref 18.3 management stage. ‘Closing a project’ is a process, not a stage. Ref
55 A 4.3f A. Correct. The 'managing a stage boundary' process should be 9.2, fig 13.1
executed at, or close to the end of, each management stage. The C. Correct. To be following PRINCE2, a project must, as a
process is used to enable the project board to receive sufficient minimum, have an initiation stage and at least one further
information to review the current stage before starting the next. management stage. Ref 9.2
Ref 19.1 D. Incorrect. 'Closing a project' is a process, not a stage. Ref 20.1,
B. Incorrect. The activities to manage a stage boundary should be fig 13.1
planned to take place at, or close to the end of, each management 59 D 3.2.4b A. Incorrect. It is important to review the communication
Appendix 2
Appendix 2
Resources
Resources
stage, not at the start. Ref 19.1 management approach at each stage boundary, not just at the
C. Incorrect. The activities to manage a stage boundary should be start of the project, to ensure that it includes all the key
planned to take place at, or close to the end of, each management stakeholders. Ref 7.2.2
stage. However, the 'closing a project' process occurs at the end of B. Incorrect. Project board members are stakeholders
the final management stage. Ref 19.1, fig 13.1 representing the three primary categories: business, user and
D. Incorrect. The 'starting up a project' process is not a supplier. Ref 7.1
management stage and therefore does not use the 'managing a C. Incorrect. Stakeholders may be internal or external to the
stage boundary' process. The 'managing a stage boundary' corporate organization. Ref 7.1
process is not used at the end of the 'starting up a project' D. Correct. The three principle categories of stakeholders:
process. Ref 14.3, fig 13.1 business, user and supplier, are represented by the executive,
56 C 3.1.3 A. Incorrect. A measurable improvement that is perceived as an senior user(s) and senior supplier(s). Ref 7.1
advantage by one or more stakeholders is a project's benefit. Ref 60 A 4.3a A. Correct. The project mandate should provide the terms of
6.1, glossary reference for a project. Ref 14.3
B. Incorrect. The reason for the project is why the project is B. Incorrect. The detailed business case is produced during the
required not the result of a change derived from using the 'initiating a project' process when the outline business case is
project's outputs. Ref 6.1, 6.2, 6.2.1 updated. Ref 16.4.8
C. Correct. A project outcome is the result of a change derived C. Incorrect. The project mandate may include the project
from using the project's outputs. Ref 6.1 tolerances but it is the project board's responsibility to identify
D. Incorrect. The specialist products are defined as the project's stage tolerances. Ref 12.2.1
outputs. Ref 6.1, glossary D. Incorrect. The creation of the plan for the initiation stage is the
last activity during the 'starting up a project' process and is the
responsibility of the project manager. Information from the
project mandate may be contained in the plan but the actual plan
itself is not included in the project mandate. Ref 14.4.6
Glossary
accept (risk response) asset benefit change control
A risk response that means that the An item, thing or entity that has potential The measurable improvement resulting from The procedure that ensures that all changes
organization takes the chance that the risk will or actual value to an organization [ISO an outcome perceived as an advantage by one that may affect the project’s agreed objectives
occur, with full impact on objectives if it does. 55000:2014]. or more stakeholders. are identified, assessed and then approved,
rejected or deferred.
acceptance assumption benefits management approach
The formal act of acknowledging that the A statement that is taken as being true for the An approach that defines the benefits change control approach
project has met agreed acceptance criteria purposes of planning, but which could change management actions and benefits reviews that A description of how and by whom the project’s
and thereby met the requirements of its later. An assumption is made where some facts will be put in place to ensure that the project’s products will be controlled and protected.
stakeholders. are not yet known or decided, and is usually outcomes are achieved and to confirm that the
reserved for matters of such significance that, project’s benefits are realized. checkpoint
acceptance criteria if they change or turn out not to be true, there A team-level, time-driven review of progress.
A prioritized list of criteria that the project will need to be considerable replanning. benefits tolerance
product must meet before the customer will The permissible deviation in the expected checkpoint report
accept it (that is, measurable definitions of the assurance benefit that is allowed before the deviation A progress report of the information gathered
attributes required for the set of products to be All the systematic actions necessary to provide needs to be escalated to the next level at a checkpoint, which is given by a team to the
acceptable to key stakeholders). confidence that the target (for example system, of management. Benefits tolerance is project manager and which provides reporting
process, organization, programme, project, documented in the business case. See also data as defined in the work package.
accountable outcome, benefit, capability, product output or tolerance.
Personally answerable for an activity. deliverable) is appropriate. Appropriateness closure recommendation
Accountability cannot be delegated, unlike might be defined subjectively or objectively in burn chart A recommendation prepared by the project
responsibility. different circumstances. The implication is that A technique for showing progress (such as with manager for the project board to send as a
assurance will have a level of independence a timebox), where work that is completed and project closure notification when the board is
activity from that which is being assured. See also work still to do are shown with one or more satisfied that the project can be closed.
Appendix 2
Appendix 2
A process, function or task that occurs over project assurance; quality assurance. lines that are updated regularly or daily.
Resources
Resources
time, has recognizable results and is managed. communication management approach
It is usually defined as part of a process or plan. authority business case A description of the means and frequency of
The right to allocate resources and make The justification for an organizational activity communication between the project and its
agile and agile methods decisions (applies to project, management (project), which typically contains timescales, stakeholders.
A broad term for a collection of behaviours, stage and team levels). costs, benefits and risks, and against which
frameworks, concepts and techniques that continuing viability is tested. concession
go together to enable teams and individuals authorization An off-specification that is accepted by the
to work in an agile way that is typified by The point at which an authority is granted. centre of excellence project board without corrective action.
collaboration, prioritization, iterative and avoid (risk response) A corporate coordinating function for
incremental delivery, and timeboxing. There A risk response to a threat where the threat portfolios, programmes and projects providing configuration item
are several specific methods (or frameworks) either can no longer have an impact or can no standards, consistency of methods and An entity that is subject to change control. The
that are classed as agile, such as Scrum and longer happen. processes, knowledge management, assurance entity may be a component of a product, a
Kanban. PRINCE2 is completely compatible with and training. product or a set of products in a release.
working in an agile way. backlog
A list of new features for a product. The list change authority configuration item record
approval may be made up of user stories which are A person or group to which the project A record that describes the status, version and
The formal confirmation that a product is structured in a way that describes who wants board may delegate responsibility for the variant of a configuration item, and any details
complete and meets its requirements (less the feature and why. consideration of requests for change or off- of important relationships between them.
any concessions) as defined by its product specifications. The change authority may
description. baseline be given a change budget and can approve configuration management
Reference levels against which an entity is changes within that budget. Technical and administrative activities
approver monitored and controlled. concerned with the controlled change of a
The person or group (for example a project change budget product.
board) who is identified as certified and baseline management product The money allocated to the change authority
authorized to approve a (management or A type of management product that defines available to be spent on authorized requests
specialist) product as being complete and fit for aspects of the project and, when approved, is for change.
purpose. subject to change control.
configuration management system deliverable end stage assessment exception plan
The set of processes, tools and databases See output. The review by the project board and project A plan that often follows an exception report.
that are used to manage configuration data. manager of the end stage report to decide For a stage plan exception, it covers the period
Typically, a project will use the configuration delivery approach whether to approve the next stage plan. from the present to the end of the current
management system of either the customer or The specialist approach used to create the Depending on the size and criticality of management stage. If the exception were
supplier organization. products. the project, the review may be formal or at project level, the project plan would be
informal. The authority to proceed should be replaced.
constraints delivery step documented as a formal record.
The restrictions or limitations by which the A step within the delivery approach. exception report
project is bound. end stage report A description of the exception situation,
dependency (plan) A report given by the project manager to the its impact, options, recommendation and
contingent plan A dependency means that one activity is project board at the end of each management impact of the recommendation. This report
A plan intended for use only if required (for dependent on another. There are at least two stage of the project. This provides information is prepared by the project manager for the
example if a risk response is not successful). types of dependency relevant to a project: about the project’s performance during the project board.
Often called a fallback plan. internal and external. management stage and the project status at
An internal dependency is one between two the management stage end. executive
corporate, programme management, or project activities. In these circumstances the The individual with overall responsibility for
customer standards project team has control over the dependency. enhance (risk response) ensuring that a project meets its objectives and
These are overarching standards to which A risk response to an opportunity where delivers the projected benefits. This individual
An external dependency is one between a
the project must adhere. They will influence proactive actions are taken to enhance both should ensure that the project maintains its
project activity and a non-project activity, where
the four project approaches (communication the probability of the event occurring and the business focus, that it has clear authority,
non-project activities are undertaken by people
management, change control, quality impact of the event should it occur. and that the work, including risks, is actively
who are not part of the project team. In these
management and risk management) and the managed. The executive is the chair of the
circumstances the project team does not have
project controls. epic project board. They represent the customer
complete control over the dependency.
Appendix 2
Appendix 2
A high-level definition of a requirement that has and is responsible for the business case.
Resources
Resources
corrective action not been sufficiently refined or understood yet.
dis-benefit
A set of actions to resolve a threat to a plan’s Eventually, an epic will be refined and broken exploit (risk response)
A measurable decline resulting from an
tolerances or a defect in a product. down into several user stories or requirements. A risk response to an opportunity. It means
outcome perceived as negative by one or more
seizing the opportunity to ensure that it will
stakeholders, which reduces one or more
cost tolerance event-driven control happen and that the impact will be realized.
organizational objective(s).
The permissible deviation in a plan’s cost that A control that takes place when a specific event
is allowed before it needs to be escalated to occurs. This could be, for example, the end of follow-on action recommendations
embedding (PRINCE2)
the next level of management. Cost tolerance a management stage, the completion of the Recommended actions related to unfinished
The act of making something an integral part of
is documented in the respective plan. See also PID, or the creation of an exception report. It work, ongoing issues and risks, and any other
a bigger whole.
tolerance. could also include organizational events that activities needed to take a product to the next
Embedding is what an organization needs to may affect the project, such as the end of the phase of its life. These are summarized and
do to take on PRINCE2 as its corporate project
customer financial year. included in the end stage report (for phased
management method and encourage its
The person or group who commissioned the handover) and end project report.
widespread use.
work and will benefit from the end results. exception
A situation where it can be forecast that there governance (corporate)
end project report
customer’s quality expectations will be a deviation beyond the tolerance levels The ongoing activity of maintaining a sound
A report given by the project manager to the
A statement about the quality expected from agreed between the project manager and the system of internal control by which the
project board, confirming the handover of all
the project product, captured in the project project board (or between the project board directors and officers of an organization ensure
products. It provides an updated business case
product description. and corporate, programme management or the that effective management systems, including
and an assessment of how well the project has customer). financial monitoring and control systems, have
done against the original PID.
daily log been put in place to protect assets, earning
A log used to record problems/concerns exception assessment capacity and the reputation of the organization.
that can be handled by the project manager A review by the project board to approve or
informally. reject an exception plan.
governance (project) issue management stage performance targets
Those areas of corporate governance that A relevant event that has happened, was not The section of a project that the project A plan’s goals for time, cost, quality, scope,
are specifically related to project activities. planned, and requires management action. It manager is managing on behalf of the project benefits and risk.
Effective governance of project management can be any concern, query, request for change, board at any one time, at the end of which the
ensures that an organization’s project portfolio suggestion or off-specification raised during a project board will wish to review progress to plan
is aligned with the organization’s objectives, is project. Project issues can be about anything to date, the state of the project plan, the business A detailed proposal for doing or achieving
delivered efficiently and is sustainable. do with the project. case and risks and the next stage plan, in order something which specifies the what, when,
to decide whether to continue with the project. how and by whom it will be achieved. In
handover issue register PRINCE2 there are only the following types of
The transfer of ownership of a set of products A register used to capture and maintain maturity plan: project plan, stage plan, team plan and
to the respective user(s). The set of products is information on all of the issues that are being A measure of the reliability, efficiency exception plan.
known as a release. There may be more than managed formally. The issue register should be and effectiveness of a process, function,
one handover in the life of a project (phased monitored by the project manager on a regular organization, and so on. The most mature planned closure
delivery). The final handover takes place in the basis. processes and functions are formally aligned The PRINCE2 activity to close a project.
closing a project process. with business objectives and strategy, and
issue report are supported by a framework for continual planning horizon
highlight report A report containing the description, impact improvement. The period of time for which it is possible to
A time-driven report from the project manager assessment and recommendations for a plan accurately.
to the project board on management stage request for change, off-specification or a maturity model
progress. problem/concern. It is created only for those A method of assessing organizational capability portfolio
issues that need to be handled formally. in a given area of skill. The totality of an organization’s investment (or
host site segment thereof) in the changes required to
A location where project work is being key performance indicator (KPI) milestone achieve its strategic objectives.
undertaken (for example an office or A measure of performance that is used to A significant event in a plan’s schedule,
Appendix 2
Appendix 2
construction site). help an organization define and evaluate how such as completion of key work packages, a premature closure
Resources
Resources
successful it is in making progress towards its development step or a management stage. The PRINCE2 activity to close a project before
impact (of risk) organizational objectives. its planned closure. The project manager must
The result of a particular threat or opportunity off-specification ensure that work in progress is not simply
actually occurring, or the anticipation of such a lessons log Something that should be provided by the abandoned, but that the project salvages any
result. An informal repository for lessons that apply to project, but currently is not (or is forecast value created to date, and checks that any gaps
this project or future projects. not to be). It might be a missing product or a left by the cancellation of the project are raised
information radiator product not meeting its specifications. It is one to corporate, programme management or the
A general term used to describe the use of log type of issue. customer.
walls or boards containing information that An informal repository managed by the project prerequisites (plan)
can be readily accessed by people working manager that does not require any agreement operational and maintenance acceptance Any fundamental aspects that must be in place,
on the project. It can contain any information, by the project board on its format and A specific type of acceptance by the person and remain in place, for a plan to succeed.
although it would typically show such things as composition. PRINCE2 has two logs: the daily or group who will support the product after
work to do and how work is progressing. log and the lessons log. it has been handed over into the operational PRINCE2 principles
environment. The guiding obligations for good project
inherent risk management product management practice that form the basis of a
The exposure arising from a specific risk before A product that will be required as part of outcome project being managed using PRINCE2.
any action has been taken to manage it. managing the project, and establishing and The result of change, normally affecting
maintaining quality (for example highlight real-world behaviour and/or circumstances. PRINCE2 project
initiation stage report, end stage report). The management Outcomes are desired when a change is A project that applies the PRINCE2 principles.
The period from when the project board products are constant, whatever the type of conceived. They are achieved as a result of the
authorizes initiation to when it authorizes the project, and can be used as described, or with activities undertaken to effect the change. probability
project (or decides not to go ahead with it). any relevant modifications, for all projects. This is the evaluated likelihood of a particular
The detailed planning and establishment of the There are three types of management product: output threat or opportunity actually happening,
project management infrastructure is covered baselines, records and reports. A specialist product that is handed over to including a consideration of the frequency with
by the initiating a project process. a user (or users). Note that management which this may arise.
products are not outputs but are created solely
for the purpose of managing the project.
problem product status account project closure notification project mandate
A type of issue (other than a request for change A report on the status of products. The Advice from the project board to inform all An external product generated by the authority
or off-specification) that the project manager required products can be specified by identifier stakeholders and the host sites that the project commissioning the project that forms the
needs to resolve or escalate. Also known as a or the part of the project in which they were resources can be disbanded and support trigger for starting up a project.
concern. developed. services, such as space, equipment and access,
demobilized. It should indicate a closure date project office
procedure product-based planning for costs to be charged to the project. A temporary office set up to support the
A series of actions for a particular aspect of An approach for developing a comprehensive delivery of a specific change initiative being
project management established specifically plan based on the creation and delivery of project initiation documentation (PID) delivered as a project. If used, the project office
for the project (for example a risk management required outputs. The approach considers A logical set of documents that brings together undertakes the responsibility of the project
procedure). prerequisite products, quality requirements the key information needed to start the support role.
and the dependencies between products. project on a sound basis and that conveys the
process information to all concerned with the project. project plan
A structured set of activities designed to programme A high-level plan showing the major products
accomplish a specific objective. A process takes A temporary structure designed to lead project initiation notification of the project, when they will be delivered and
one or more defined inputs and turns them multiple interrelated projects and other work Advice from the project board to inform all at what cost. An initial project plan is presented
into defined outputs. in order to progressively achieve outcomes of stakeholders and the host sites that the project as part of the PID. This is revised as information
benefit for one or more organizations. is being initiated and to request any necessary on actual progress appears. It is a major control
producer logistical support (for example communication document for the project board to measure
The person or group responsible for project facilities, equipment and any project support) actual progress against expectations.
developing a product. A temporary organization that is created for sufficient for the initiation stage.
the purpose of delivering one or more business project product
product products according to an agreed business case. project lifecycle What the project must deliver in order to gain
An input or output, whether tangible or The period from initiation of a project to the acceptance.
Appendix 2
Appendix 2
intangible, that can be described in advance, project approach acceptance of the project product.
Resources
Resources
created and tested. PRINCE2 has two types of A description of the way in which the work of project product description
products: management products and specialist the project is to be approached. For example, project management A special type of product description used
products. are we building a product from scratch or The planning, delegating, monitoring and to gain agreement from the user on the
buying in a product that already exists? control of all aspects of the project, and project’s scope and requirements, to define
product breakdown structure the motivation of those involved, to achieve the customer’s quality expectations and the
A hierarchy of all the products to be produced project assurance the project objectives within the expected acceptance criteria for the project.
during a plan. The project board’s responsibilities to assure performance targets for time, cost, quality,
itself that the project is being conducted scope, benefits and risk. project support
product checklist correctly. The project board members each An administrative role in the project
A list of the major products of a plan, plus key have a specific area of focus for project project management team management team. Project support can be
dates in their delivery. assurance, namely business assurance for The entire management structure of the in the form of advice and help with project
the executive, user assurance for the senior project board, and the project manager, plus management tools, guidance, administrative
product description user(s), and supplier assurance for the senior any team manager, project assurance and services such as filing, and the collection of
A description of a product’s purpose, supplier(s). project support roles. actual data.
composition, derivation and quality criteria. It is
produced at planning time, as soon as possible project brief project management team structure proximity (of risk)
after the need for the product is identified. A statement that describes the purpose, cost, An organization chart showing the people The time factor of risk (that is, when the risk
time and performance requirements, and assigned to the project management team may occur). The impact of a risk may vary in
product flow diagram constraints for a project. It is created before the roles to be used, and their delegation and severity depending on when the risk occurs.
A diagram showing the sequence of production project begins, during the starting up a project reporting relationships.
and interdependencies of the products listed in process, and is used during the initiating quality
a product breakdown structure. a project process to create the PID and its project manager The degree to which a set of inherent
components. It is superseded by the PID and The person given the authority and characteristics of a product, service, process,
not maintained. responsibility to manage the project on a day- person, organization, system or resource fulfils
to-day basis to deliver the required products requirements.
within the constraints agreed with the project
board.
quality assurance quality register reports risk estimation
A planned and systematic process that A register containing summary details of all Management products providing a snapshot of The estimation of probability and impact
provides confidence that outputs will match planned and completed quality activities. The the status of certain aspects of the project. of an individual risk, taking into account
their defined quality criteria when tested under quality register is used by the project manager predetermined standards, target risk levels,
quality control. It is carried out independently and project assurance as part of reviewing request for change interdependencies and other relevant factors.
of the project team. progress. A proposal for a change to a baseline. It is a
type of issue. risk evaluation
quality control quality review The process of understanding the net effect of
The process of monitoring specific project See quality inspection. residual risk the identified threats and opportunities on an
results to determine whether they comply The risk remaining after the risk response has activity when aggregated together.
with relevant standards and of identifying quality review technique been applied.
ways to eliminate causes of unsatisfactory A technique with defined roles and a specific risk exposure
performance. structure, designed to assess whether a responsible The extent of risk borne by the organization at
product in the form of a document (or similar, Used to describe the individual who has the the time.
quality criteria such as a presentation) is complete, adheres to authority and is expected to deliver a task or
A description of the quality specification standards and meets the quality criteria agreed activity; responsibility can be delegated. risk management
that the product must meet, and the quality for it in the relevant product description. The The systematic application of principles,
measurements that will be applied by those participants are drawn from those with the responsible authority approaches and processes to the tasks of
inspecting the finished product. necessary competence to evaluate its fitness The person or group commissioning the project identifying and assessing risks, planning
for purpose. (typically corporate, programme management and implementing risk responses and
quality inspection or the customer) who has the authority to communicating risk management activities with
A systematic, structured assessment of a quality tolerance commit resources and funds on behalf of the stakeholders.
product carried out by two or more carefully The tolerance identified for a product for a commissioning organization.
selected people (the review team) in a planned, quality criterion defining an acceptable range risk management approach
Appendix 2
Appendix 2
documented and organized fashion. of values. Quality tolerance is documented in reviewer An approach describing the goals of applying
Resources
Resources
the project product description (for the project- A person or group independent of the risk management, as well as the procedure
quality management level quality tolerance) and in the product producer who assesses whether a product that will be taken on, roles and responsibilities,
The coordinated activities to direct and control description for each product to be delivered. meets its requirements as defined in its risk tolerances, the timing of risk management
an organization with regard to quality. product description. interventions, the tools and techniques that will
records be used, and the reporting requirements.
quality management approach Dynamic management products that maintain risk
An approach defining the quality techniques information regarding project progress. An uncertain event or set of events that, should risk owner
and standards to be applied, and the various it occur, will have an effect on the achievement A named individual who is responsible for
responsibilities for achieving the required reduce (risk response) of objectives. A risk is measured by a the management, monitoring and control
quality levels, during a project. A response to a risk where proactive actions combination of the probability of a perceived of all aspects of a particular risk assigned to
are taken to reduce the probability of the event threat or opportunity occurring, and the them, including the implementation of the
quality management system occurring by performing some form of control, magnitude of its impact on objectives. selected responses to address the threats or to
The complete set of quality standards, and/or to reduce the impact of the event maximize the opportunities.
procedures and responsibilities for an should it occur. risk actionee
organization or specific entity (site, business A nominated owner of an action to address a risk profile
unit, and so on.) within that organization. registers risk. Some actions may not be within the remit A description of the types of risk that are faced
Formal repositories managed by the project of the risk owner to control explicitly; in that by an organization and its exposure to those
quality records manager that require agreement by the project situation there should be a nominated owner risks.
Evidence kept to demonstrate that the required board on their format, composition and use. of the action to address the risk. They will
quality assurance and quality control activities PRINCE2 has three registers: issue register, risk need to keep the risk owner apprised of the risk register
have been carried out. register and quality register. situation. A record of identified risks relating to an
initiative, including their status and history.
release risk appetite
The set of products in a handover. The An organization’s unique attitude towards risk-
contents of a release are managed, tested and taking that in turn dictates the amount of risk
deployed as a single entity. See also handover. that it considers acceptable.
risk response scope tolerance See also output. team plan
Actions that may be taken to bring a situation The permissible deviation in a plan’s sponsor An optional level of plan used as the basis for
to a level where exposure to risk is acceptable scope that is allowed before the deviation The main driving force behind a programme team management control when executing
to the organization. These responses fall into a needs to be escalated to the next level of or project. PRINCE2 does not define a role for work packages.
number of risk response categories. management. Scope tolerance is documented the sponsor, but the sponsor is most likely to
in the respective plan in the form of a note or be the executive on the project board, or the theme
risk response category reference to the product breakdown structure person who has appointed the executive. An aspect of project management that needs
A category of risk response. For threats, the for that plan. See tolerance. to be continually addressed, and that requires
individual risk response category can be sprint specific treatment for the PRINCE2 processes
to avoid, reduce, transfer, share, accept or Scrum A fixed timeframe (typically of 2–4 weeks) for to be effective.
prepare contingent plans. For opportunities, An iterative, timeboxed approach to product creating selected features from the backlog.
the individual risk response category can be delivery that is described as ‘a framework within threat
to exploit, enhance, transfer, share, accept or which people can address complex adaptive stage An uncertain event that could have a negative
prepare contingent plans. problems, while productively and creatively See management stage. impact on objectives or benefits.
delivering products of the highest possible
risk tolerance value’ (Schwaber and Sutherland, 2016). stage plan time tolerance
The threshold levels of risk exposure that, with A detailed plan used as the basis for The permissible deviation in a plan’s time that
appropriate approvals, can be exceeded, but Scrum master project management control throughout a is allowed before the deviation needs to be
which when exceeded will trigger some form of A Scrum role that is responsible for ensuring management stage. escalated to the next level of management.
response (for example reporting the situation Scrum is understood and enacted and that the Time tolerance is documented in the respective
to senior management for action). Scrum team adheres to Scrum theory, practice stakeholder plan. See also tolerance.
and rules. Any individual, group or organization that can
risk tolerance line affect, be affected by or perceive itself to be time-driven control
A line drawn on the summary risk profile. Risks senior supplier affected by, an initiative (that is, a programme, A management control that is periodic in
Appendix 2
Appendix 2
that appear above this line cannot be accepted The project board role that provides knowledge project, activity or risk). nature, to enable the next higher authority to
Resources
Resources
(lived with) without referring them to a higher and experience of the main discipline(s) monitor progress (for example a control that
authority. For a project, the project manager involved in the production of the project’s start-up takes place every 2 weeks). PRINCE2 offers two
would refer these risks to the project board. deliverable(s). The senior supplier represents The pre-project activities undertaken by the key time-driven progress reports: checkpoint
the supplier’s interests within the project and executive and the project manager to produce report and highlight report.
schedule provides supplier resources. the outline business case, project brief and
A graphical representation of a plan (for initiation stage plan. timebox
example a Gantt chart), typically describing senior user A finite period of time when work is carried
a sequence of tasks, together with resource The project board role accountable for supplier out to achieve a goal or meet an objective. The
allocations, which collectively deliver the ensuring that user needs are specified correctly The person, group or groups responsible for deadline should not be moved, as the method
plan. In PRINCE2, project activities should be and that the solution meets those needs. the supply of the project’s specialist products. of managing a timebox is to prioritize the
documented only in the schedules associated work inside it. At a low level a timebox will be a
with a project plan, stage plan or team plan. share (risk response) tailoring matter of days or weeks (for example a sprint).
Actions that are allocated from day-to-day A risk response to either a threat or an Adapting a method or process to suit the Higher-level timeboxes act as aggregated
management may be documented in the opportunity through the application of a pain/ situation in which it will be used. timeboxes and contain lower-level timeboxes
relevant project log (that is, risk register, daily gain formula: both parties share the gain (for example stages).
log, issue register or quality register) if they do (within pre-agreed limits) if the cost is less than team manager
not require significant activity. the cost plan, and both share the pain (again The person responsible for the production of tolerance
within pre-agreed limits) if the cost plan is products allocated by the project manager (as The permissible deviation above and below
scope exceeded. defined in a work package) to an appropriate a plan’s target for time and cost without
For a plan, the sum total of its products and the quality, timescale and at a cost acceptable to escalating the deviation to the next level of
extent of their requirements. It is described by specialist product the project board. This role reports to, and management. There may also be tolerance
the product breakdown structure for the plan A product whose development is the subject takes direction from, the project manager. If levels for quality, scope, benefits and risk.
and associated product descriptions. of the plan. The specialist products are a team manager is not assigned, the project Tolerance is applied at project, management
specific to an individual project (for example manager undertakes the responsibilities of the stage and team levels.
an advertising campaign, a car park ticketing team manager role.
system, foundations for a building or a new
business process). Also known as a deliverable.
tranche
A programme management term describing a
group of projects structured around distinct
step changes in capability and benefit delivery.
transfer (risk response)

A response to a threat where a third party
takes on responsibility for some of the financial
impact of the threat (for example through
insurance or by means of appropriate clauses
in a contract).
transformation
A distinct change to the way an organization
conducts all or part of its business.
trigger
An event or decision that triggers a PRINCE2
process to begin.
user
The person or group who will use the project
product.
Appendix 2
Appendix 2
user acceptance
Resources
Resources
A specific type of acceptance by the person
or group who will use the product after it
has been handed over into the operational
environment.
user story
A tool used to write a requirement in the form
of who, what and why.
Discover
Discovermore
moreat
atmy.axelos.com
my.axelos.com
Index
A communication management approach, host site, 266 102–103, 109, 113, 123, 133–134, 144, 156,
acceptance,, 65, 92, 154, 156, 162, 234,

66–68, 78, 89, 194, 285 I 186, 196, 209, 211, 213, 216, 219–220, 222,
concession, 269 224, 230, 233, 240, 243–244, 264, 267–268,
265–266, 268–269, 273 information radiator, 194
273, 279, 283, 289, 291, 295
acceptance criteria, 92, 154, 156, 162, 234, configuration item, 234, 254 initiation stage, 113, 134–135, 144, 243, 283
producer, 220
265, 269 configuration item record, 234, 254 issue, 4, 49–51, 88, 92–93, 95, 110, 121, 145,
product, 2, 4, 15, 17–18, 27, 39, 42, 46–47,
accountable, 66, 70 configuration management, 143 171, 173, 175, 187, 211–214, 221, 224, 234–
49–51, 62–63, 70–71, 79–80, 87–89, 92, 98,
235, 239, 249–250, 252–255, 260, 266, 269,
activity, 3–4, 7, 17–18, 21, 37, 39, 41, 44, 49, constraints, 102, 219, 221 112–113, 121, 131, 133, 135–136, 143, 145,
286, 292
51, 54, 74–75, 82, 92, 98, 105–106, 113, 124, 147, 152, 154, 156, 194, 196, 206, 208–209,
contingent plan, 191
128, 136, 144, 147, 150, 155–156, 163, 166, issue register, 92–93, 145, 173, 234–235, 239, 211–212, 215–221, 223–226, 232, 243, 250,
179–180, 203, 206, 213, 218–220, 224, 226, corrective action, 171, 175, 212, 214, 224, 254–255, 269 252, 254–255, 260, 265–266, 269–270, 273,
228, 233–234, 245–246, 261–262, 267, 270, 244, 252 283, 285, 292
issue report, 175, 254, 269, 286, 292
274, 276, 279, 284, 288, 295, 297 customer, 13, 35–36, 46–47, 88, 92–93, 113,
L product breakdown structure, 145
approval, 89, 91–93, 98, 113, 156, 217–218, 117, 154, 156, 161, 171, 175, 187, 190, 196,
lessons log, 93, 173 product description, 4, 49, 92, 147, 154, 156,
221, 237, 252, 268–269, 285–286, 288, 292 234, 237, 250, 265, 268–270, 282, 285–286,
221, 269, 283, 285, 292
288 log, 91, 93, 173, 292, 305, 307
assurance, 71, 92–93, 156–157, 161–162, 171,
product flow diagram, 145
196, 234, 288, 295 customer’s quality expectations, 92, 154, 234 M
product status account, 254, 269
authority, 72–73, 86, 95, 175, 244, 251–252, D management product, 18, 98, 194
255, 259, 269, 284 product-based planning, 15, 135
daily log, 91, 93, 173, 292 management stage, 15, 49, 67, 95, 113,
authorization, 65, 98, 113, 232, 268 programme, 2, 43, 48, 67, 87–88, 92–93, 113,
deliverable, 36, 65, 88 133–135, 137–138, 144, 171–172, 190, 194,
156, 161, 171, 175, 187, 190, 196, 220, 237,
B 211–212, 214, 221, 232–234, 236–237, 267,
delivery step, 138 268–269, 282, 284–286, 288
269, 291–292
baseline, 14, 88, 98, 121, 250, 255, 266 dis-benefit, 112, 117 project, 2–4, 9, 13–14, 17–18, 27, 29, 31–32,
milestone, 220
benefit, 15, 35, 39–40, 46, 49, 62, 88–89, 97, E 34–53, 56–74, 78–80, 82, 84–105, 109, 111–
109–114, 117, 121, 123, 143, 152, 162, 169, O 114, 121–123, 131, 133–138, 143–144, 147,
end project report, 155, 194, 288, 292
196, 211, 236–237, 253, 266, 284–285, 292 off-specification, 72, 250 152, 154–157, 161–162, 168–179, 182, 184–
end stage assessment, 172 185, 187, 190, 193–194, 196–197, 201–202,
benefits management approach, 89, 97, outcome, 46, 112–114, 117, 236, 284
end stage report, 194, 237, 285 208–227, 230, 232–237, 239, 243–244, 250–
112–113, 123, 143, 236, 266, 284–285, 292
output, 43, 62–63, 80, 112, 117, 156, 186, 244 253, 255, 259–260, 262, 264–276, 278–297,
business case, 3, 15, 17, 27, 42, 50–51, 86, 89, event-driven control, 172
P 308
97, 106, 108–127, 131, 135, 137, 143, 190, 211, exception, 16–18, 49, 95, 133–135, 169,
performance targets, 133, 253 project approach, 102, 234, 243, 270
236, 243, 265, 268, 283, 285 171–172, 175, 178, 194, 224, 233, 235, 237,
project assurance, 71, 92–93, 156–157,
C 239, 244, 251–252, 282, 285–286, 295 plan, 4, 15, 17–18, 27, 41, 49–50, 65, 89, 113,
128, 130–149, 168–169, 171, 178, 185–186, 161–162, 196, 234, 288
change authority, 72–73, 251–252, 255 exception plan, 17–18, 133–135, 224, 233,
190–191, 217–218, 221, 224, 232–237, 239, project brief, 3, 14, 84, 87, 92–93, 102, 283,
235, 237, 239, 244, 252, 282, 285
change budget, 251 243–244, 252, 267, 269, 282–283, 285, 292, 292
exception report, 49, 171–172, 175, 194, 233, 306
change control, 18, 89, 93, 220, 252, 254–255, project lifecycle, 38, 51, 197, 255, 260
239, 244, 286
259, 273 portfolio, 29, 48, 309
executive, 62, 64, 70, 78–79, 87, 103, 156, 196, project management, 9, 27, 29, 32, 34–53,
change control approach, 89, 93, 252, 254– premature closure, 268–270 56–58, 64, 68, 73–74, 86, 89, 95, 168–179, 211,
268
255, 273 233, 243, 278–297, 308
PRINCE2 principles, 35, 300
F
checkpoint, 172, 178, 194, 215, 217, 221, 292 project management team, 9, 50, 56–58, 64,
PRINCE2 project, 9, 13, 27, 29, 35, 38, 49–50,
follow-on action recommendations, 266, 292 68, 74, 89, 211, 233, 243, 291–292
checkpoint report, 172, 178, 194, 215, 217, 70, 73, 136–137, 267
Index
Index
221 H project management team structure, 57–58,
probability, 184, 189, 191
closure recommendation, 270 handover, 264, 273 68, 243
problem, 221, 250
highlight report, 172, 194, 244, 286, 292 project manager, 13, 35, 40–44, 46, 49–51,
procedure, 16, 18, 186, 192, 197, 218–221,
252, 273, 291
process, 9, 13, 18, 29, 38–39, 51, 84, 87–88,
65–66, 71, 79, 87, 89, 98, 103, 113, 133, 137– risk management, 46, 89, 91, 185–187, 192, 201–202
138, 156, 161, 168, 171, 173, 175, 190, 194, 196–197, 202, 213 time-driven control, 172, 178
196, 209, 214–215, 217–221, 226, 234, 243– risk management approach, 89, 91, 185, 187,
244, 250, 252, 264, 269–270, 279, 282–285, tolerance, 16, 49, 64, 79, 95, 133, 169–171,
197 175, 184, 190, 194, 209, 211, 219–221, 224,
292, 295
risk owner, 184, 193 233, 236–237, 244
project mandate, 87, 123, 292
risk profile, 4 trigger, 87
project plan, 17, 89, 113, 133–135, 137, 171,
190, 233, 235, 243, 269, 285, 292 risk register, 91–93, 145, 173, 187, 196–197, U
202, 235–236, 239
project product, 4, 46, 92, 113, 143, 147, 154, user, 59, 61–63, 69–70, 78, 89, 113, 156, 196,
156, 196, 265–266, 269–270, 273, 283 risk response, 184–185, 190–191, 234 250, 266, 288
project product description, 4, 92, 147, 154, risk tolerance, 184, 190, 236 user acceptance, 266
156, 269, 283 S V
project support, 71, 196, 269 schedule, 49, 136, 305 variant, 254
Q scope, 37, 46, 49, 72, 86, 88, 133, 169, 220, version, 29, 98, 254
237, 253
quality, 4, 16, 27, 29, 46, 49–50, 70, 88–89, 92, W
121, 131, 133, 150, 152–165, 169, 173, 211– senior supplier, 63, 70, 78, 156, 196
work package, 4, 17, 134, 171, 175, 178, 190,
212, 217–218, 234, 236, 243, 253, 259, 269, 292
senior user, 70, 78, 113, 156, 196, 250 212–215, 217–221, 252, 292
quality assurance, 156–157, 161–162
specialist product, 89, 220
quality control, 154, 156–157
stage, 4, 15, 17–18, 27, 38, 44, 49, 51, 65, 67,
quality criteria, 156, 269 78, 80, 94–95, 113, 123, 133–138, 144, 152,
quality inspection, 156 155, 171–172, 175, 178, 190, 194, 206, 208–
209, 211–212, 214, 219, 221–226, 228, 230–
quality management, 4, 46, 89, 92, 155, 157, 245, 267, 269, 273, 282–283, 285, 291–292
162–164, 234
stage plan, 113, 133–135, 137, 171, 190, 221,
quality management approach, 4, 89, 92, 224, 232–235, 237, 244, 267, 283, 285, 292
157, 162–164
stakeholder, 14, 29, 42, 56, 58–61, 63, 67, 69,
quality register, 92, 155, 173, 218, 234 73, 78, 87, 93–94, 154, 156, 161, 186–187, 194,
R 234, 236–237, 284
records, 218, 234 start-up, 51, 89, 243
registers, 173, 252 supplier, 13, 35, 47, 59, 61–63, 69–70, 78, 156,
196, 250
release, 269–270
reports, 51, 155, 172, 178, 194, 215, 217, 221,
T
237, 244, 282, 286, 289, 292, 295 tailoring, 14, 27, 88–90, 92–93, 276, 278–279,
request for change, 250 289, 291, 294, 296–297
responsible, 2, 41, 71, 98, 171, 184, 193 team manager, 51, 66, 71, 89, 171, 175, 194,
196, 209, 215, 217, 219, 234, 250
risk, 4, 16, 27, 36–38, 46, 49–50, 88–89, 91–93,
109–110, 113, 121, 131, 136–138, 143, 145, team plan, 133–135, 217–218, 234, 292
169, 173, 180, 182–205, 211–214, 220–221, theme, 9, 13–16, 18, 29, 38, 50, 56–58, 73, 103,
Index
Index
234–236, 239, 253, 259, 266, 292 109, 112, 115, 121, 131, 135, 139, 143, 145,
risk actionee, 184, 193 152–154, 158, 168–169, 176, 182–183, 198,
202, 248, 259–260, 289, 301
risk appetite, 184, 189, 236
threat, 36, 184–185, 189, 191, 193, 197,
risk estimation, 189
risk exposure, 184, 189, 234, 236
Thank you for
completing the
PRINCE2® Foundation
course.
Please take a few minutes to give us your

feedback on your experiences and learning
from the course by completing the online
course evaluation survey here.
Powering
Best
Practice

Prince2 Foundation Learner Workbook Digital

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Prince2 Foundation Learner Workbook Digital

Uploaded by

Copyright:

Available Formats

PRINCE2® Foundation

Official Training Materials

Welcome to the Learner learning experience that guides

Appendix 1 Handouts/activity sheets

Best Case study for PRINCE2 314

Module 3 Suggested project team 319

Disclaimer Module 5 The business case 326

Copyright © 2023 PeopleCert International Ltd.

Appendix 1 – Handouts/activity sheets 312

Module 6 Plans 328

Module 6 Quiz answer sheet 332

Module 6 Project product description 334

Module 7 Quality management approach task 336

Module 9 Risk profile diagram 338

Module 10 Controlling a stage and managing product delivery – 341

Module 10 Controlling a stage activities 348

Module 11 Checklist template 350

Module 12 Identifying issues for Red Crab 352

Appebdix 2 – Resources 354

Candidate syllabus and index 356

Sample papers 366

4 Prince2® Foundation | Copyright© PeopleCert International Ltd.

How to use The Learner Workbook has been

Aims of the course

PRINCE2 The PRINCE2 Foundation level

Modules 2. Overview of PRINCE2® 32

2.1 Overview of PRINCE2® project

Purpose of the organization theme

Roles and responsibilities

Minimum requirements for applying

PRINCE2® Foundation | Copyright© PeopleCert International Ltd. 13

4. Starting up a project and

Purpose of starting up a project Purpose of the plans theme

Purpose of initiating a project Types of plan

Preparing the baseline Approach to planning

Tailoring guidelines Management stages

Optional: Set independent study work to

Purpose of the business case theme Product-based planning

Minimum requirements for applying

Minimum requirements for applying

Optional: Review of relevant topics

14 PRINCE2® Foundation | Copyright© PeopleCert International Ltd.

10. Controlling a stage and managing

Purpose of the quality theme Purpose of controlling a stage

The quality audit trail Controlling a stage

Key concepts Purpose of managing product delivery

Minimum requirements for applying the

8. Progress 166 Work packages

Purpose of the progress theme 11. Managing a stage boundary 228

Tolerances and exceptions Purpose of managing a stage boundary

Reporting lessons Five activities

Minimum requirements for applying the

Purpose of the risk theme Update the business case

Key concepts Report stage end

Procedure Produce an exception plan

Minimum requirements for applying the risk

16 PRINCE2® Foundation | Copyright© PeopleCert International Ltd.

12. Change w 246 15. Course review 298

Purpose of the change theme Course review

Types of change Survey feedback

Change control management products Exam preparation

Change control procedure What next?

Minimum requirements for applying the change

13. Closing a project 262