PRINCE2 - Practitioner 1

Question 1

The Chief Executive Officer (CEO) of the record company requires the cost-benefit analysis of
every project to be recorded in a document called a ‘project rationale’. The executive is
preparing the draft ‘project rationale’ as part of the pre-project phase.
Which principle is being applied, and why?
A. ‘Continued business justification’, because the justification for starting the project needs
to be recorded in some form of a business case
B. ‘Continued business justification’, because it is the executive who drafts the outline
business case at the beginning of a project
C. ‘Learn from experience’, because it is important to consider lessons from previous
projects at the beginning of a new project
D. ‘Learn from experience’, because the project management team should learn from more
experienced corporate management

Answer 1

A. Correct. For all projects, PRINCE2 requires a justifiable
reason for starting the project, which must be recorded.
The format and formality of documentation may vary,
depending on organizational standards, needs and
circumstances. Ref 3.1
B. Incorrect. The principle being applied is ‘continued business
justification’. It is true that the executive may draft the outline
business case, however this does not explain why ‘continued
business justification’ is being applied in this situation. Ref 3.1,
14.4.4
C. Incorrect. The principle being applied is not ‘learn from
experience’. In the situation given, there is no description of a
lesson having been learnt from the current project or outside.
Ref 3.1, 3.2
D. Incorrect. The project should be aligned with the
commissioning organization’s strategy, and the project
management team members are expected to follow the
guidelines set by their corporate management. However, the
‘learn from experience’ principle is not being applied in this
situation as there is no description of a lesson having been
learnt from the current project, or outside. Ref 3.1

Question 2

During the initiation stage, the Vice President stated that attendance at launch events held
on Monday evenings is low, and on previous projects this had resulted in lower album sales.
As a result, the launch event for this album will be held later in the week.
Which principle is being applied, and why?
A. ‘Continued business justification’, because there is sufficient reason to start this project
B. ‘Continued business justification’, because the project’s justification should remain
unchanged
C. ‘Learn from experience’, because project teams should learn from what occurred on
similar projects
D. ‘Learn from experience’, because the project should continue to learn from its own
experiences

Answer 2

A. Incorrect. The situation describes learning from the
experience of a similar launch event, and is not related to the
‘continued business justification’ principle. The ‘continued
business justification’ principle aims to ensure that the project
remains aligned to the benefits being sought that contribute to
the business objectives. Ref 3.2, 3.1
B. Incorrect. The situation describes learning from the
experience of a similar launch event, and is not related to the
‘continued business justification’ principle. The ‘continued
business justification’ principle aims to ensure that the project
remains aligned to the benefits being sought that contribute to
the business objectives. Ref 3.2, 3.1
C. Correct. When starting a project, previous or similar
projects should be reviewed to see if lessons can be
applied. It is the responsibility of everyone involved with
the project to look for lessons rather than wait for
someone else to provide them. The project manager
should communicate with the events coordinator to find
out more about the timing of the previous event. Ref 3.2
D. Incorrect. The project is in the initiation stage and so this is
learning from experience at the start of a project, not learning
as the project progresses. As the project moves into the
management stages after initiation the project should
continue to learn. Lessons should be included in relevant
reports and reviews. The goal is to seek opportunities to
implement improvements during the life of the project. Ref 3.2

Question 3

Towards the end of stage 2, the project manager realized that not all of the ‘recorded sample
songs’ would be completed before the end of the stage. The project manager decided to
move the remaining work to stage 3. This enabled the project manager to report that stage 2
was completed within time tolerance.
Is this an appropriate application of the ‘manage by stages’ principle, and why?
A. Yes, because moving the work to stage 3 avoided an exception situation in stage 2
B. Yes, because stage 3 is not the final stage so work can be moved from stage 2
C. No, because the project board should assess project viability on completion of work
planned for stage 2
D. No, because work in stage 3 should start while work planned for stage 2 is being
completed

Answer 3

A. Incorrect. Application of the ‘manage by stages’ principle
provides review and decision points for the project board at
defined intervals. The project manager cannot decide to move
work from stage 2 to stage 3, as this is outside the project
manager’s delegated authority. This is also against the
principle of ‘manage by exception’, as exceeding time
tolerance for the stage must be reported. Ref 3.4, 3.5
B. Incorrect. Application of the ‘manage by stages’ principle
provides review and decision points for the project board at
defined intervals, rather than letting the project run on in an
uncontrolled way. The project board authorizes one stage of
the project at a time against a stage plan. Although the project
manager has discretion to make adjustments, this would not
include amending a stage baseline, such as moving work from
one stage to another. Ref 3.4
C. Correct. Application of the ‘manage by stages’ principle
provides review and decision points for the project board
at defined intervals, rather than letting the project run on
in an uncontrolled way. This is why the planned work that
remains in stage 2 cannot be moved to stage 3, without
the approval of an exception. Ref 3.4
D. Incorrect. Application of the ‘manage by stages’ principle
provides review and decision points for the project board at
defined intervals. The project board authorizes one stage of
the project at a time against a stage plan. Although the project
manager has discretion to make adjustments, this would not
include amending a stage baseline, such as moving work from
one stage to another. Delivery steps often overlap but stages
cannot. Ref 3.4, 9.3.1.1

Question 4

The executive has appointed the company’s finance manager to provide business assurance,
to monitor whether the album sales will exceed the production costs as the project
progresses through each stage.
How well does this apply the ‘manage by exception’ principle, and why?
A. It applies it well, because a PRINCE2 project should structure the project into
management stages to enable approval on a stage-by-stage basis
B. It applies it well, because the executive needs to be confident that controls and
tolerances are being implemented effectively
C. It applies it poorly, because roles should be combined in a small project as long as there
is no conflict of interest
D. It applies it poorly, because a PRINCE2 project should focus on delivering quality outputs
rather than on the work required to deliver the products

Answer 4

A. Incorrect. PRINCE2 breaks the project down into discrete,
sequential sections, called management stages, as part of the
‘manage by stages’ principle. However, this does not explain
why the project assurance role is required as part of the
‘manage by exception’ principle. Ref 3.4
B. Correct. As part of the ‘manage by exception’ principle,
an assurance mechanism should be put in place so that
each management layer can be confident that controls are
effective. Ref 3.5
C. Incorrect. As part of the ‘tailor to suit the project’ principle,
roles may be combined or split, provided that accountability is
maintained and there are no conflicts of interest, however this
is not mandatory. Ref 4.3.1
D. Incorrect. As part of the ‘focus on products’ principle,
PRINCE2 requires projects to be output-oriented rather than
work-oriented. However, this does not explain why the project
assurance role is required as part of the ‘manage by exception’
principle. Ref 3.6

Question 5

During the ‘initiating a project’ process, it was decided that the sound quality of the album
should be the same, regardless of the delivery channel used. At the beginning of stage 4, the
project manager agrees this requirement with the team manager responsible for delivering
the album to the different channels.
Which principle is being applied, and why?
A. ‘Manage by stages’, because an output-oriented project should define the products prior
to producing them
B. ‘Manage by stages’, because users are more likely to be satisfied if the products are
agreed at the start of the project
C. ‘Focus on products’, because the work done will contribute to the products being
delivered to the required standards
D. ‘Focus on products’, because the project manager should make key decisions prior to
the start of detailed work

Answer 5

A. Incorrect. The ‘focus on products’ principle requires projects
to be output-oriented, not the principle ‘manage by stages’. Ref
3.6
B. Incorrect. Application of the ‘focus on products’ principle,
not ‘manage by stages’, reduces the risk of user dissatisfaction
by ensuring that there is agreement about what will be
produced. Ref 3.6
C. Correct. Ensuring that the work package includes the
requirements for the product(s) to be delivered is an
application of the ‘focus on products’ principle. This helps
to ensure that the team only carries out work that directly
contributes to the delivery of the desired product(s). Ref
3.6
D. Incorrect. Application of the ‘manage by stages’ principle,
not ‘focus on products’, ensures that key decisions are made
prior to commencing detailed work. Ref 3.4, 3.6

Question 6

During stage 3, the Music Album Project board consists of the Vice President as the executive
and senior user, with no senior supplier.
Is this an appropriate application of the ‘defined roles and responsibilities’ principle, and
why?
A. Yes, because the Vice President can represent all three primary stakeholder interests
B. Yes, because appointing the Vice President provides an explicit project management
team structure
C. No, because the Vice President cannot judge if the project can be feasibly delivered by all
supply streams
D. No, because having defined roles should help each person to answer ‘what is expected
of me?

Answer 6

A. Incorrect. The Vice President cannot represent all suppliers,
especially as some are from third-party organizations. All three
stakeholder interests must be represented - two out of three
stakeholder interests are not enough. Ref 3.3
B. Incorrect. To be successful, projects must have an explicit
project management team structure. However, this requires all
three stakeholder interests (business, user and supplier) to be
represented, which would not be the case if the project board
has no supplier representation. Ref 3.3
C. Correct. The Vice President cannot represent all
suppliers, especially as some are from third-party
organizations. All three stakeholder interests must be
represented - two out of three stakeholder interests are
not enough. Ref 3.3
D. Incorrect. Having roles and responsibilities defined helps
each person to know what is expected of them. However, this
does not explain why having no senior supplier on the project
board is not appropriate. Ref 3.3

Question 7

The work package to create the ‘artwork’ will commence in stage 3. The graphic design
company uses their own development method to deliver products. They have appointed
their Graphic Designer as the team manager to complete this work package. The project
manager will review the appointment at the end of the stage.
Which principle is being applied by the review, and why?
A. ‘Manage by stages’, because the project manager reviews the contents of the project
initiation documentation when planning stage 4
B. ‘Manage by stages’, because the project manager reviews the status of stage 3 products
at the end of the stage
C. ‘Manage by exception’, because the project board delegates the authority to the project
manager on a stage-by-stage basis
D. ‘Manage by exception’, because the team manager’s performance should be reviewed
before authorizing the next work package

Answer 7

A. Correct. Applying the ‘manage by stages’ principle
ensures that key decisions are made prior to the detailed
work needed to implement them. For that reason, the
project manager reviews the components of the project
initiation documentation as part of planning the next
stage. Ref 3.4, 19.4.1, A.20.2
B. Incorrect. The principle being applied is ‘manage by stages’.
However, when reviewing the status of stage 3, the project
manager is not required to wait until the end of it. Using the
‘controlling a stage’ process, the project manager reviews the
stage status throughout the stage. Ref 3.4, 17.4.4
C. Incorrect. The principle being applied is ‘manage by stages’,
not ‘manage by exception’. Although it is true that the project
board delegates the authority to the project manager on a
stage
-by
-stage basis, the situation described is not concerned
with delegation or deviation from any project objective. Ref
3.4, 3.5
D. Incorrect. The principle being applied is ‘manage by stages’,
not ‘manage by exception’. The project manager reviews the
team’s performance as part of the ‘report management stage
end’ activity and is expected to assess the team manager’s
performance before delegating the authority to work on the
next relevant work package, as part of applying the ‘learn from
experience’ principle. However, the situation described is not
concerned with delegation or deviation of any project
objective. Ref 3.2, 3.4, 3.5, 19.4.4

Question 8

The project is in the initiation stage. The Vice President requests that management products
be produced in the form of slides, to be presented at project board meetings. This is in line
with company policy.
Is this an appropriate application of the ‘tailor to suit the project’ principle, and why?
A. Yes, because the controls applied need to be appropriate to the organization’s
governance
B. Yes, because this provides control points during the project for decisions to be made
C. No, because producing slides takes more effort than producing written documents
D. No, because applying the ‘manage by exception’ principle removes the need for
meetings

Answer 8

A. Correct. This is a correct application of the ‘tailor to suit
the project’ principle. The purpose of tailoring is to ensure
that the project controls are appropriate to the project’s
scale, complexity, importance, team capability and risk.
Ref 3.7
B. Incorrect. This is a correct application of the ‘tailor to suit the
project’ principle. However, it is the application of the ‘manage
by stages’ principle that provides review and decision points,
giving the project board the opportunity to assess the project’s
viability at defined intervals, rather than let it run on in an
uncontrolled manner. Ref 3.4
C. Incorrect. This is a correct application of the ‘tailor to suit the
project’ principle. Tailoring requires the project board and the
project manager to make pro
-active choices and decisions on
how PRINCE2 will be applied. When tailoring PRINCE2, it is
important to remember that effective project management
requires information (not necessarily documents). Therefore, it
is appropriate to produce slides, irrespective of the effort
involved. Ref 3.7
D. Incorrect. This is a correct application of the ‘tailor to suit
the project’ principle as management products should be
tailored to the requirements and environment of each project
and can be in the form of slides. Also, the ‘manage by
exception’ principle does not remove the need for meetings,
although it does provide for efficient use of senior
management time. Ref 3.5, App A

Question 9

Here are three actions related to managing business justification for the Music Album Project.
Which role (A-F) should be responsible for each action?
Choose only ONE role for each action. Each role can be used once, more than once, or not at all.

9. Ensure that the law firm that is working on the contract
   between the singer and the record company will make
   a profit
10. At a benefits review of the album launch, state whether
    the album sales met the targets specified in the
    business case
11. Monitor monthly spend against the agreed budget on
    behalf of the record company

A. Executive
B. Senior user
C. Senior supplier
D. Project manager
E. Team manager
F. Project assurance

Answer 9

9)
C 2.1.1b C. Correct. The law firm is an external supplier and
therefore the senior supplier should be accountable for
the supplier’s business case. Ref tab 6.1
A, B, D, E, F. Incorrect. Ref tab 6.1

10)
B 2.1.1b B. Correct. At benefit reviews the senior user should
provide statements of actual benefit achievements
compared to forecast benefits. Ref tab 6.1
A, C, D, E, F. Incorrect. Ref tab 6.1

11)
F 2.1.1b F. Correct. Project assurance should monitor project
finance on behalf of corporate, programme management
or the customer. Ref tab 6.1
A, B, C, D, E. Incorrect. Ref tab 6.1

Question 10

The Music Album Project is part of a programme to contract new singers. The ‘artwork’ is
being produced by an external graphic designer. The graphic designer’s profit has been
documented in the record company’s business case.
Is this appropriate, and why?
A. Yes, because project costs should be recorded as part of the project’s business case
B. Yes, because the project’s business case should record any benefits for the project’s
stakeholder
C. No, because the project, as part of a programme, should be provided with the approach
to the business case
D. No, because the graphic designer’s business justification should not be part of the
project’s business case

Answer 10

A. Incorrect. The customer’s business case should include all
costs. However, the graphic designer’s business justification
should not be part of the project’s business case. Ref A.2.2,
6.3.3
B. Incorrect. The customer’s business case should include the
benefits to the customer, but the graphic designer’s business
justification should not be part of the project’s business case.
Ref A.2.2, 6.3.3
C. Incorrect. It is true that where the project is part of the
programme, the programme will typically define both the
approach to business case development and provide an
outline business case for the project. However, this does not
explain why the supplier should have a separate business
case. Ref 6.3.4
D. Correct. The project’s business case for a customer’s
project is separate from a supplier’s business justification
for bidding for, and working on that customer’s project.
The customer needs to ensure that their project is viable
and risks are acceptable, bearing in mind the suppliers
chosen. A supplier would have to ensure that they will
benefit from the work they undertake on the project. Ref
6.3.3

Question 11

The project is in the initiation stage. When negotiating with the record company on behalf of
the singer, the singer’s agent stated that this type of music represents 3% of the total music
market. The singer’s agent understands the music industry and has been asked to specify
how much profit the record company should expect to make from the sales of this album.
Is this appropriate, and why?
A. Yes, because the agent has the skills required to be responsible for forecasting the
album sales
B. Yes, because the agent identified the size of the market for this type of music during the
initiation stage
C. No, because the senior user should be responsible for the development of the detailed
business case
D. No, because the senior user should be accountable for specifying the benefits which
justify the project

Answer 11

A. Incorrect. Even though the singer’s agent has experience of
the market and skills to forecast sales, it is the senior user who
specifies the benefits for the project. Ref tab 6.1
B. Incorrect. Even though the singer’s agent understands the
size of the market, it is the senior user who specifies the
benefits for the project. Ref tab 6.1
C. Incorrect. The project manager is responsible for the
development of the business case, but the benefits are
specified by the senior user. Ref tab 6.1, C.5
D. Correct. The singer’s agent is an external supplier who
cannot be responsible for the benefits in the record company’s
business case. The senior user is accountable for specifying the
benefits. Ref tab 6.1, C.3

Question 12

ORGANIZATION
Here are three roles relating to the Music Album Project.
Which individual (A-F) would be most appropriate for each role?
Choose only ONE individual for each role. Each individual can be used once, more than once, or
not at all.
14. Delegated user assurance
15. Project manager
16. Project support
A. Vice President
B. Production Manager
C. Production Assistant
D. Marketing Manager
E. Music lawyer
F. Events Organize

Answer 12

14 D 2.2.1c D. Correct. The Marketing Department will use the product by
marketing the album. The Marketing Manager is the right
person to undertake the user assurance role by assessing
whether the album meets the user’s needs. Ref C.7.1, 7.2.1.5
A, B, C, E, F. Incorrect. Ref 7.1, C.5, C.7.1, C.9.1

15 B 2.2.1c B. Correct. The Production Manager has experience of
managing album projects and, of the options that are
provided, would be most appropriate for this role. Ref C.5
A, C, D, E, F. Incorrect. Ref 7.1, C.5, C.7.1, C.9.1

16 C 2.2.1c C. Correct. Provision of administrative support is one
responsibility of project support. Ref C.9.1
A, B, D, E, F. Incorrect. Ref 7.1, C.5, C.7.1, C.9.1

Question 13

As a result of previous lessons, this recommendation has been made: “If an executive is
appointed who does not have an understanding of PRINCE2, someone with experience of
applying PRINCE2 should undertake business assurance.” The Recording Studio Manager has
therefore been appointed as business assurance for stage 2.
Is this appropriate, and why?
A. Yes, because the Recording Studio Manager is responsible for the delivery of the
‘recorded album’
B. Yes, because the Recording Studio Manager has the experience required to deliver the
‘recorded album’
C. No, because the Recording Studio Manager’s business justification may conflict with the
interests of the executive
D. No, because the Recording Studio Manager will not be available throughout the project
lifecycle

Answer 13

A. Incorrect. The Recording Studio Manager is responsible for
the delivery of the recorded album. However, business
assurance should be undertaken by someone from the
customer organization, to avoid a conflict of interest. Ref
7.2.1.10
B. Incorrect. Although the Recording Studio Manager has the
required knowledge and experience, the business assurance
role should be undertaken by someone from the customer
organization. The Recording Studio Manager is a supplier and
therefore this would be a conflict of interest. Ref 7.2.1.10
C. Correct. There may be conflict between customer and
supplier business justification. The business assurance
role should be undertaken by someone from the customer
organization as the Recording Studio Manager is a
supplier. Ref 7.2.1.10
D. Incorrect. Ideally, those with project assurance
responsibilities should be able to carry out the role throughout
the project, although it is possible for someone to provide
project assurance during a specific stage. This is not the reason
why it is not appropriate for the Recording Studio Manager to
undertake the role. Business assurance should be undertaken
by someone from the customer organization to avoid a conflict
of interest. Ref 7.2.1.10, C.7.2

Question 14

The Contracts Manager has been appointed as the project manager for the Music Album
Project. In a previous job, the Contracts Manager worked as a graphic designer and, when
planning for stage 3, decided to also take on the role of team manager for the ‘artwork’
production.
Is this an appropriate application of the ‘organization’ theme, and why?
A. Yes, because the project manager can take on a team manager role if they have the
specialist skills
B. Yes, because in a commercial environment the project manager should understand
supplier contractual obligations
C. No, because the team manager should come from the graphic design company to avoid
conflicts of interest.
D. No, because the project manager should plan roles during the ‘starting up a project’
process

Answer 14

A. Correct. The project manager can always choose to be
the team manager. In a commercial environment, the
supplier’s staff may fulfil a team manager role on the
project - this is not mandatory and can introduce a conflict
of interest. Ref 7.2.1.8, 7.3.4
B. Incorrect. It is important that the project manager has a
good understanding of the supplier contractual obligations in a
commercial environment. However, this does not explain why
the project manager and team manager roles may be
combined in the situation described. Ref. 7.3.4
C. Incorrect. The graphic design company is a third-party
supplier and there could be a reporting line between the team
manager and the senior supplier. This link would need to be
understood in order to avoid conflicts of interest. However,
appointing the team manager from the third-party supplier
would introduce the conflict of interest, not avoid it. Ref 7.2.1.8
D. Incorrect. The project manager should plan roles during the
‘starting up a project’ process. However, this does not explain
why the project manager and team manager roles may be
combined in the situation described. Ref 7.2.1.8, 14.4.3

Question 15

QUALITY
Here are three items of information that will be included in the project product description for
the ‘album ready for launch’.
Under which heading (A-F) should they be recorded?
Choose only ONE heading for each item of information. Each heading can be used once, more
than once, or not at all.
19. ‘Recorded album’, ‘registered artwork’ and ‘launch
event plan’
20. The singer will give final approval of the ‘artwork’
21. The ‘artwork’ must comply completely with relevant
equality legislation
A. Purpose
B. Composition
C. Development skills
required
D. Project-level quality
tolerances
E. Acceptance method
F. Acceptance responsibilities

Answer 15

19 B 2.3.1a B. Correct. The ‘composition’ heading includes a
description of the major products and/or outcomes to be
delivered by the project. Ref A.21.2
A, C, D, E, F. Incorrect. Ref A.21.2

20 F 2.3.1a F. Correct. The ‘acceptance responsibilities’ heading
defines who will be responsible for confirming acceptance.
PRINCE2 uses the term ‘acceptance’ to describe the
ultimate approval of the project’s product. Ref A.21.2,
8.3.17
A, B, C, D, E. Incorrect. Ref A.21.2

21 D 2.3.1a D. Correct. The ‘project-level quality tolerances’ heading
specifies any tolerances that may apply for the acceptance
criteria. In this case the tolerance is zero. Ref A.21.2
A, B, C, E, F. Incorrect. Ref A.21.2

Question 16

The record company must comply with music industry regulations when producing the
‘artwork’.
Which action should the project manager take, and why?
A. Record the need to meet this requirement during stage 2, because the ‘artwork’ will be
delivered to the specified quality criteria during stage 3
B. Record the need to meet this requirement during stage 2, because the product
description for the ‘artwork’ will specify the required quality criteria
C. Record the requirement in the quality management approach, because compliance with
external standards should be addressed when determining the approach to quality
D. Record the requirement in the quality management approach, because independent
quality assurance needs to be planned at the beginning of the project

Answer 16

A. Incorrect. The project may be subject to external quality
standards, for example when the project is within a regulated
environment. These various circumstances must be addressed
when determining the project’s approach to quality. It would
be too late to consider this requirement during stage 2. Ref
8.3.2, A.20.2
B. Incorrect. The project may be subject to external quality
standards, for example when the project is within a regulated
environment. These various circumstances must be addressed
when determining the project’s approach to quality. It would
be too late to consider this requirement during stage 2. Ref
8.3.2, A.20.2
C. Correct. The project may be subject to external quality
standards, for example when the project is within a
regulated environment. These various circumstances must
be addressed when determining the project’s approach to
quality. Ref 8.3.2, A.20.2
D. Incorrect. Quality assurance is defined in the quality
management approach. However, this is not why the quality
standards need to be identified in the quality management
approach. Ref A.20.2

Question 17

During stage 2, the ‘recorded sample songs’ will be delivered and made available to
members of focus groups. Feedback from the focus groups will be used to improve the
‘recorded album’. The Production Manager has asked the singer to assess the recordings of
the sample songs. This has been planned as part of the quality management approach.
Why is this an appropriate action?
A. The quality that the singer expects from the ‘recorded sample songs’ needs to be
documented
B. The quality checking of the ‘recorded sample songs’ needs to be aligned with the
incremental delivery approach
C. The acceptance criteria for the ‘recorded sample songs’ need to be prioritized by the
singer
D. The acceptance criteria for the ‘recorded album’ could change as a result of recording
the sample songs

Answer 17

A. Incorrect. The customer’s quality expectations should be
agreed early in the ‘starting up a project’ process. The
expectations are captured in discussions with the customer
and then refined for inclusion in the project product
description, rather than the quality management approach.
The singer is not the customer, even though he is representing
the customer during the quality checking. Ref 8.3.6
B. Correct. It is important that the approach to managing
quality works with, and supports, the chosen delivery
approach, and not against it. For example, when using an
agile approach, the high frequency of quality checking (in
the form of reviews, demos or tests) may have a
significant impact on how a project is planned. This will
affect the incremental delivery of the project’s products
and how they are released. Ref 8.3.3
C. Incorrect. It is true that the acceptance criteria need to be
prioritized by the customer. However, the singer is not the
customer and this also does not explain why the quality
management approach needs to take into account the
incremental delivery approach. Ref 8.3.8, 8.3.3
D. Incorrect. It is true that acceptance criteria could evolve as a
result of the initial sample recordings. However, this does not
explain why the approach to quality needs to work with and
support the chosen delivery approach. Ref 8.3.9, 8.3.3

Question 18

PLANS
Here are three statements that are considered when planning the Music Album Project.
Which step (A-F) in PRINCE2’s recommended approach to planning do they apply to?
Choose only ONE step for each statement. Each step can be used once, more than once, or not at
all.
24. The dependency between ‘recorded sample songs’ and
‘signed contract’ should first be identified
25. The Music Album Project will have four stages
26. A workshop will be held to identify the components
that will make up the ‘recorded album’
A. Designing a plan
B. Defining and analysing the
products.
C. Identifying activities and
dependencies
D. Preparing estimates
E. Preparing a schedule
F. Documenting a plan

Answer 18

B. Correct. As part of PRINCE2’s recommended approach to
defining and analysing the products, a product flow
diagram is created to identify the sequence in which the
products of the plan will be developed. Ref 9.3.1.2
A, C, D, E, F. Incorrect. Ref 9.3.1.1
-
7
Q
A Syllabus Ref Rationale
25
A 2.4.1c A. Correct. One of the decisions made during the
‘designing a plan’ activity is about the number of
management stages in the project. Ref 9.3.1.1
B, C, D, E, F. Incorrect. Ref 9.3.1.1
-
7
26
B 2.4.1c B. Correct. As part of PRINCE2’s recommended approach to
defining and analysing the products, a product breakdown
structure is created. This is when an approach such as
brainstorming is chosen to identify products. Ref 9.3.1.2
A, C, D, E, F. Incorrect. Ref 9.3.1.1
-
7

Question 19

. The project is approaching the end of stage 3. The project manager has invited the team
managers involved in stage 4 to a workshop to draft the stage 4 plan. The project manager
has asked the team managers, some of whom are external suppliers, to draft their team
plans beforehand in order to verify that the stage plan is achievable.
Is this appropriate, and why?
A. Yes, because the team plans for stage 4 should be approved by the project board before
the stage begins
B. Yes, because team plans can be created in parallel with the project manager creating the
stage plan
C. No, because team plans should be produced as part of the ‘managing product delivery’
process
D. No, because team plans produced by external team managers should comply with
supplier standards

Answer 19

A. Incorrect. Team plans can be produced in parallel with the
project manager producing the stage plan. However, team
plans are not approved by the project board. The project
manager authorizes a work package. Ref 9.2.1.4, tab 12.2
B. Correct. Team plans can be produced in parallel with
the project manager producing the stage plan. This can be
especially helpful where the project manager has little
knowledge of the development area, however this does
not mean the team plans have been approved. Ref 9.2.1.4
C. Incorrect. Team plans can be produced in parallel with the
project manager producing the stage plan, as part of the
‘managing a stage boundary’ process. However, it is true that
team plans are typically produced during the ‘managing
product delivery’ process. Ref 9.2.1.4
D. Incorrect. Teams may be from separate organizations that
may follow different project management methods. However,
this does not mean that the team plans cannot be produced in
parallel with the stage plan. Ref 9.2.1.4

Question 20

In order to prepare the project plan, the project manager used the record company’s
historical data, such as the types and number of human resources who took part in the
previous music album projects. However, for the stage plans, the project manager organized
workshops with the team managers to estimate the resources required.
Is this appropriate, and why?
A. Yes, because the resources that will undertake the work may estimate the work
differently
B. Yes, because each workshop participant should understand their role
C. No, because initial project estimates should be accurate
D. No, because one method of estimating should be used throughout the project

Answer 20

A. Correct. Estimates are usually based on consultation
with the resources, who will undertake the work, and/or
historical data. Estimates should be challenged, as work
can be estimated differently by various estimators or by
the same estimator at different times. Therefore, it is
appropriate to consult with the resources who will
undertake the work, in order to also take into account
their estimates. Ref 9.3.1.4, A.16.5
B. Incorrect. The purpose of the workshops described is to
estimate the work to be done in each stage in consultation
with the resources who will undertake the work. The purpose
is not to ensure that those undertaking the project understand
their role. Ref 9.3.1.4, A.16.5
C. Incorrect. The project manager’s course of action is
appropriate. No estimating can guarantee accuracy. Estimates
will inevitably change as more is discovered about the project.
Ref 9.3.1.4, A.16.5
D. Incorrect. The project manager’s course of action is
appropriate. Estimates are usually based on consultation with
the resources, who will undertake the work, and/or historical
data. There is no need to use the same estimation methods
throughout the project. Ref 9.3.1.4, A.16.5

Question 21

RISK
The following risk has been recorded in the risk register:
“As the singer is new, there is a risk that the music album sales will not exceed the production
costs, leading to the benefit no longer being achievable.”
In response to this risk, an alternative graphic design company will be sought to reduce costs.
Here are three items of information to be included in the risk register.
Under which heading of the risk register (A-F) should the information be recorded?
Choose only ONE heading for each item of information. Each heading can be used once, more
than once, or not at all.
29. The project manager has been instructed to search for
a graphic design company that can produce the
artwork more cheaply
30. If a graphic design company can be found that can
produce the artwork more cheaply, production costs
are predicted to be significantly reduced
31. Sales of the album will occur after the project has
closed
A. Probability, impact and
expected value
B. Proximity
C. Risk category
D. Risk status
E. Risk owner
F. Risk actionee

Answer 21

F. Correct. The risk actionee is the person(s) who will
implement the action(s) described in the risk response.
This may or may not be the same person as the risk
owner. Ref A.25.2
A, B, C, D, E
. Incorrect. Ref A.25.2
30
A 2.5.1a A. Correct. Probability, impact and expected value. It is
helpful to estimate the inherent values (pre
-response
action) and residual values (post
-response action). These
should be recorded in accordance with the project’s
chosen scales. Ref A.25.2
B, C, D, E, F. Incorrect. Ref A.25.2
31
B 2.5.1a B. Correct. Proximity typically states how close to the
present time the risk event is anticipated to happen (e.g.
imminent, within the management stage, within the
project, beyond the project). Proximity should be recorded
in accordance with the project’s chosen scales. Ref A.25.2
A, C, D, E, F. Incorrect. Ref A.25.2

Question 22

During stage 3, the singer’s agent informed the project manager that the singer may be
invited to perform at an international festival. If there is interest from an international
audience, the record company will need extra money to expand their distribution channels.
The project manager has created a provisional plan to cover the activities required, should
the singer be invited.
From which budget should the extension of the distribution channels be funded, and why?
A. The change budget, because this includes the provision for unknown risks
B. The change budget, because the distribution channels are being changed
C. The risk budget, because it should be used to fund planned risk tolerances
D. The risk budget, because it should include the funds to cover a contingent plan

Answer 22

A. Incorrect. Provisions for unknown risks should be funded
from the risk budget, not the change budget. Ref 10.3.7
B. Incorrect. The distribution channels will only be changed if
the singer is invited to the international festival and if there is
an increase in international interest. Therefore, this is a
contingent plan which should be funded from the risk budget,
not the change budget. Ref tab 10.3, 10.3.7
C. Incorrect. Risk tolerances should be recorded in the risk
management approach, the stage plan or even in the work
package, not in the risk budget. Ref tab 12.1
D. Correct. The change to the distribution channels is a
contingent plan to be carried out, if the opportunity
materializes that the singer is invited to the festival and
there is an increase in international interest. Management
responses to project threats and opportunities should be
funded from the risk budget, if this has been established
within the project’s budget. Ref tab 10.3, 10.3.7

Question 23

The following risk has been recorded in the risk register:
“As the singer is new to the market, there is a threat that the music album sales will not
exceed the production costs, which would result in the project no longer being viable”.
The record company plans to find an alternative graphic design company, to lower the
overall production costs.
Which risk response is being applied, and why?
A. ‘Transfer the risk’, because using a cheaper company transfers the threat to the third
party
B. ‘Transfer the risk’, because using a cheaper company reduces the financial impact on the
project
C. ‘Reduce a threat’, because the threat is being made less likely to occur and would have
less impact
D. ‘Reduce a threat’, because the threat is being made certain by increasing the probability
of it occurring

Answer 23

A. Incorrect. ‘Transfer the risk’ is an option that aims to pass
part of the risk to a third party. Transferring a risk is not
automatic and the cost of transference must be justified in
terms of the change to residual risk
- is the premium to be paid
worth it? However, this response does not transfer the risk to
the third party, it merely reduces it. Ref tab 10.3
B. Incorrect. ‘Transfer the risk’ is an option that aims to pass
part of the risk to a third party. Transferring a risk is not
automatic and the cost of transference must be justified in
terms of the change to residual risk
- is the premium to be paid
worth it? However, this response does not transfer the risk to
the third party, it merely reduces it. Ref tab 10.3
C. Correct. ‘Reduce a threat’ is when a definite action is
taken to change the probability and/or the impact of the
risk. Reducing production costs by finding a cheaper
supplier would make it less likely that the costs exceed
the sales, and should reduce the amount by which they
exceed sales, if the threat materializes. Ref tab 10.3
D. Incorrect. ‘Avoid a threat’, not ‘reduce a threat’, is a
response that makes the uncertain situation certain by
removing the threat. This can often be achieved by removing
the cause. Ref tab 10.3

Question 24

CHANGE
The launch event is planned to be held at a local hotel. A month before the event, the hotel
unexpectedly has to close. Another venue is available, but it is double the cost of the original
venue.
Here are three actions being taken in response to the loss of venue.
Which role (A-E) should be responsible for carrying them out?
Choose only ONE role for each action. Each role can be used once, more than once, or not at all.
34. Decide whether the impact on the project benefits of
using an alternative venue, is acceptable
35. Obtain authority for an increase in the change budget
to cover the cost of re-planning the launch event
36. Manage the issue and, if approved, arrange the
alternative venue
A. Corporate, programme
management or the
customer
B. Executive
C. Senior user
D. Project manager
E. Project support

Answer 24

34
C 2.6.1b C. Correct. The senior user makes decisions on escalated
issues with particular focus on safeguarding the expected
benefits. Ref tab 11.2
A, B, D, E. Incorrect. Ref tab 11.2
35
B 2.6.1b B. Correct. The executive is responsible for securing the
funding for the project and determining the change
budget. Ref tab 11.2, C.2.1
A, C, D, E. Incorrect. Ref tab 11.2
36
D 2.6.1b D. Correct. The project manager manages the issues and
may implement corrective actions. Ref tab 11.2
A, B, C, E. Incorrect. Ref tab 11.2

Question 25

At the end of stage 2, the CEO decided to add a promotional video to the scope of stage 3
and increase the project budget by £10,000. This amount is sufficient to resolve the issue,
which will be managed using the recommended issue and change control procedure.
However, after noticing that stage 3 has a cost tolerance of £12,000, the CEO decided to use
this instead.
Is this appropriate, and why?
A. Yes, because all types of issue should be funded from stage cost tolerance
B. Yes, because this is a problem and should be funded from stage cost tolerance
C. No, because this is a request for change and should not be funded from stage cost
tolerance
D. No, because all requests for change should be funded from the change budget

Answer 25

A. Incorrect. The action taken is not appropriate because cost
tolerance should not be used to fund requests for change. Ref
11.1, 11.3.6
B. Incorrect. The action taken is not appropriate. Also, the issue
described is a request for change, not a problem. A request for
change can be funded by increasing project budget or by de
-
scoping other elements of the project as well, if required. Ref
11.1, 11.3.6
C. Correct. A request for a change is an issue that proposes
a change to a baseline. A change of project scope is,
therefore, a request for change and tolerances should not
be used to fund requests for change. Ref tab 11.1, 11.3.6
D. Incorrect. The action taken is not appropriate. However, a
request for change is not always funded from the change
budget. It can be funded by increasing project budget or by de
-
scoping other elements of the project as well, if required. Ref
11.1, 11.3.6

Question 26

During stage 3, the ‘artwork’ has been completed. However, it does not fully meet the quality
criteria requested by the singer and in the documented product description. The cost of
corrective action will be £500 and will delay the project by a week. The team manager has
discussed this issue with the graphic designer and the singer. It has been agreed that the
‘artwork’ is good enough and will be used as it is.
Is this an appropriate approach to controlling change, and why?
A. Yes, because the ‘artwork’ is of acceptable quality and project delay will be avoided
B. Yes, because the singer has agreed the revisions to his original quality criteria
C. No, because the project board must agree any change to the quality criteria
D. No, because corporate, programme management or the customer must approve an offspecification

Answer 26

A. Incorrect. Accepting an off-specification product without
amendment is known as a concession and must be approved
by the project board, or its delegated change authority. Ref tab
11.3
B. Incorrect. Accepting an off
-specification product without
amendment is known as a concession and must be approved
by the project board, or its delegated change authority.
Although the singer set the quality criteria, the request for a
concession must be referred to the project board as this is a
request for change. Ref tab 11.3
C. Correct. Accepting an off-specification product without
amendment is known as a concession and must be
approved by the project board or its delegated change
authority. Ref tab 11.3
D. Incorrect. Accepting an off
-specification product without
amendment is known as a concession. Concessions may be
granted by the project board, or its delegated change authority
without requesting the approval of corporate, programme
management or the customer. Ref tab 11.3

Question 27

PROGRESS
Here are three statements relating to the Music Album Project.
In which management product (A-E) should this information be recorded?
Choose only ONE product for each statement. Each product can be used once, more than once,
or not at all.
39. When producing the ‘artwork’, the Graphic Designer needs
to inform the singer which images have been selected
40. An incident at the recording studio caused a delay in
recording the songs. However, this will be completed within
time tolerance
41. There were problems with the power supply at the
recording studio throughout stage 2. It is recommended
that the studio use an alternative power supply for future
projects
A. Work package
B. Checkpoint report
C. Highlight report
D. End stage report
E. Exception report

Answer 27

39
A 2.7.1a A. Correct. The requirement for the graphic designer to
inform the singer of the selected images represents the
development interface in the work package to produce the
‘artwork’. Ref A.26.2
B, C, D, E. Incorrect. Ref 12.2.2.4, 12.2.2.3
40
B 2.7.1a B. Correct. Reporting of the delay in recording one song to
the next week (reporting period) will be included in the
checkpoint report. The delay did not cause a tolerance
breach. A.4.2
A, C, D, E. Incorrect. Ref 12.2.2.4, 12.2.2.3
41
D 2.7.1a D. Correct. The recommendation to use an independent
power supply following the interruptions during a stage
will be included as a lesson learned in the end stage report
for stage 2. Ref A.9.2, 12.2.2.3
A, B, C, E. Incorrect. Ref 12.2.2.4, 12.2.2.3

Question 28

In stage 2, the music lawyer is a team manager working on the draft contract for the singer.
He usually sends an email to the project manager every two days summarizing the status of
the work. No major progress is expected over the next week, so the project manager
amends the work package to receive reports over the phone.
Is this appropriate, and why?
A. Yes, because a checkpoint report can be event-driven
B. Yes, because a checkpoint report can be an oral report
C. No, because the reporting format cannot be changed during delivery
D. No, because only an exception report can be an oral report

Answer 28

A. Incorrect. A checkpoint report can be in oral format and is a
time
-driven control (not an event
-driven control). It takes place
at predefined periodic intervals, showing the progress of a
work package. Ref 12.2.2
B. Correct. A checkpoint report is used to report to the
project manager on the status of the work package. A
checkpoint report can take a number of formats, including
an oral report in person or over the phone. Ref A.4.4
C. Incorrect. A checkpoint report can be in oral format.
However, a change in the reporting format and frequency can
be agreed by the relevant authority (project manager/project
board) at any time, if there is an appropriate reason. Ref A.4.4,
17.4.1
D. Incorrect. A checkpoint report can be in oral format. For
urgent exceptions, the exception report can be in oral format
in the first instance, followed up in the agreed format. Ref
A.4.4, A.10.4

Question 29

During the ‘starting up a project’ process, the project manager was told that the Production
Assistant will not be available for the first stage. This issue needs to be managed formally.
Which management product should be used to record this issue, and why?
A. Daily log, because it should be used to formally manage issues throughout the project
lifecycle
B. Daily log, because the issue register is not created during the ‘starting up a project’
process
C. Issue register, because it should be used to formally manage issues throughout the
project lifecycle
D. Issue register, because it should be used by the project manager to monitor issues on a
regular basis

Answer 29

A. Incorrect. The daily log is used to record issues until the
issue register becomes available. However, it is not used to
formally manage issues once the issue register has been
created during the initiation stage. Ref A.7.1, A.12.1, 16.4.3, tab
16.3
B. Correct. The issue register is not created in the ‘starting
up a project’ process. The daily log is used to record issues
until the issue register becomes available. Ref A.7.1, 14.4.1,
tab 16.3
C. Incorrect. The issue register is not created in the ‘starting up
a project’ process. The daily log is used to record issues until
the issue register becomes available. However, the issue
register is used to formally manage issues, once it has been
created. Ref A.7.1, 14.4.1, 16.4.3, tab 16.3
D. Incorrect. The issue register is not created in the ‘starting up
a project’ process. The daily log is used to record issues until
the issue register becomes available. However, the issue
register should be used by the project manager to monitor
issues on a regular basis. Ref A.7.1, A.12.1, 14.4.1, 16.4.3, tab
16.3

Question 30

STARTING UP A PROJECT
Here ar three actions carried out during the ‘starting up a project’ process.
Which role (A-F) should carry them out?
Choose only ONE role for each action. Each role can be used once, more than once, or not at all.
44. Decide whether the Production Manager can take on
the role of project manager, given the estimated time
and effort involved
45. Seek approval from corporate management that the
investment of time and money in promoting the singer
is justified
46. Review the priority of the acceptance criteria for the
‘album ready for launch’
A. Executive
B. Senior user
C. Senior supplier
D. Project manager
E. Project support
F. Project assurance

Answer 30

44
A 3.1.1b A. Correct. As part of the ‘appoint the executive and
project manager’ activity in the ‘starting up a project’
process, the executive appoints the project manager and
estimates the time and effort required for the project
manager role. Ref 14.4.1, tab 14.1
B, C, D, E, F. Incorrect. Ref 14.4.1, tab 14.1, tab 14.4
45
A 3.1.1b A. Correct. As part of the ‘prepare the outline business
case’ activity in the ‘starting up a project’ process, the
executive prepares the outline business case that goes
into the project brief and seeks approval from corporate
management, if required. Ref 14.4.4, tab 14.4
B, C, D, E, F. Incorrect. Ref 14.4.1, tab 14.1, tab 14.4
46
F 3.1.1b F. Correct. As part of the ‘prepare the outline business
case’ activity in the ‘starting up a project’ process, project
assurance reviews the project product description. The
project product description will include prioritized
acceptance criteria. Ref 14.4.4, tab 14.4, 8.1
A, B, C, D, E. Incorrect. Ref 14.4.1, tab 14.1, tab 14.4

Question 31

The project manager is preparing the project brief. A previous project had an issue with a
focus group member uploading sample songs to the internet without permission. The
project manager has asked the record company’s cyber security expert to draft a section for
the project brief that identifies measures required to prevent this from happening again.
Is this appropriate, and why?
A. Yes, because the project brief should record any risks identified during the ‘starting up a
project’ process
B. Yes, because potential security issues that apply to the project should be considered
when developing the project brief
C. No, because it is sufficient to record the issue in the lessons log for the team manager of
the focus groups to consider
D. No, because it is a serious issue that should be recorded in the issue register and
managed formally

Answer 31

A. Incorrect. During the ‘starting up a project’ process, any
security constraints that apply to the project or the operation
of its products should be considered. However, it is the daily
log, not the project brief that should be used to record any
new issues or risks. Ref 14.4.5
B. Correct. During the ‘starting up a project’ process, any
security constraints that apply to the project or the
operation of its products should be considered. Ref 14.4.5
C. Incorrect. During the ‘starting up a project’ process, any
security constraints that apply to the project or the operation
of its products should be considered. Although recording this
in the lessons log might be sufficient, it is not inappropriate to
consult the cyber security expert and include information in
the brief. Ref 14.4.5
D. Incorrect. During the ‘starting up a project’ process, any
security constraints that apply to the project or the operation
of its products should be considered. It cannot be recorded in
the issue register as the issue register is not created in the
‘starting up a project’ process. Ref 14.4.5, tab 16.3

Question 32

DIRECTING A PROJECT
Here are three actions that are carried out as part of the ‘directing a project’ process.
During which activity (A-E) should the action occur?
Choose only ONE activity for each action. Each activity can be used once, more than once, or not
at all.
48. Approve the work completed to record the album and
the forecast to complete the ‘registered artwork’ and
‘launch event plan’
49. Ensure that there will be sufficient reviews after the
launch event to monitor that the album sales deliver
the expected profit
50. Approve the forecast that the expected album sales will
exceed the production costs, which was refined when
the project plan was created
A. Authorize initiation
B. Authorize the project
C. Authorize a stage or
exception plan
D. Give ad hoc direction
E. Authorize project closure

Answer 32

48 C 3.2.1a C. Correct. As part of the ‘authorize a stage or exception
plan’ activity, the end stage report should be reviewed and
approved. This is to ascertain the performance of the
project to date, asking the project manager to explain any
deviations from the approved plans, and to provide a
forecast of project performance for the remainder of the
project. Ref 15.4.3
A, B, D, E. Incorrect. Ref 15.4.1-5
49 E 3.2.1a E. Correct. As part of the ‘authorize project closure’
activity, the project board should ensure that post-project
benefits reviews defined by the updated benefits
management approach cover the performance of the
project’s products in operational use, in order to identify
whether there have been any side-effects (beneficial or
adverse). Ref 15.4.5
A, B, C, D. Incorrect. Ref 15.4.1-5
50 B 3.2.1a B. Correct. The outline business case produced during the
‘starting up a project’ process needs to be updated to
reflect the estimated time and costs, as determined by the
project plan. The objective of the ‘authorize the project’
activity is to decide whether to proceed with the rest of
the project. The project board has to confirm that an
adequate and suitable business case exists and that it
shows a viable project. Ref 16.4.8, 15.4.2
A, C, D, E. Incorrect. Ref 15.4.1-5

Question 33

51. The project is approaching the end of stage 2. The project manager may need to consult the
    senior user and executive about planning the production of the ‘artwork’, and the ‘recorded
    album’. As a result, the project manager has checked their availability for the following week.
    Is this appropriate as part of the ‘give ad hoc direction’ activity, and why?
    A. Yes, because the project board should provide advice to the project manager when
    preparing exception reports
    B. Yes, because the need for the project board to provide informal advice to the project
    manager increases at the end of a stage
    C. No, because highlight reports should keep the project board informed without the need
    for other communications
    D. No, because applying the ‘manage by exception’ principle should allow for the efficient
    use of senior managers’ time

Answer 33

A. Incorrect. In response to informal requests for advice and
guidance as part of the ‘give ad hoc direction’ activity, the
project board should assist the project manager as required
(this may include asking the project manager to produce an
issue report and/or an exception report). However, this does
not explain why the project board should ‘give ad hoc advice’
as required, at the end of a stage. Ref 15.4.4
B. Correct. Project board members may offer informal
guidance or respond to requests for advice at any time
during a project. The need for consultation between the
project manager and project board is likely to be
particularly frequent during the initiation stage, and when
approaching stage boundaries. Ref 15.4.4
C. Incorrect. As part of the ‘give ad hoc advice’ activity, the
project board should review the highlight report to understand
the status of the project. However, this does not explain why
the project board should give ad hoc advice as required, at the
end of a stage. Ref 15.4.4
D. Incorrect. The application of the ‘manage by exception’
principle provides for very efficient use of senior management
time as it reduces senior managers’ time burden, without
removing their control by ensuring decisions are made at the
right level in the organization. However, this does not explain
why the project board should give ad hoc advice as required,
at the end of a stage. Ref 3.5

Question 34

INITIATING A PROJECT
Here are three actions that take place during the ‘initiating a project’ process.
Which theme (A-F) is being applied?
Choose only ONE theme for each action. Each theme can be used once, more than once, or not
at all.
52. The project manager transfers the following statement:
“A similar singer may be working on another album, to
be released at the same time.” from the daily log
53. The project manager documents the statement:
“Funding was secured from a youth development fund,
which must be used to produce the initial sample
recordings”
54. The singer’s agent checks the project initiation
documentation to ensure that the singer’s needs will
be met
A. Business case
B. Organization
C. Risk
D. Progress
E. Plans
F. Quality

Answer 34

52 C 3.3.1c C. Correct. According to the ‘risk’ theme, the project
manager should review the daily log for any risks and
populate the risk register. Ref 16.4.2, 10.2
A, B, D, E, F. Incorrect. Ref 16.4.2, 16.4.9, A.2.2
53 A 3.3.1c A. Correct. According to the ‘business case’ theme, the
project manager should summarize the project costs and
funding arrangements in the business case. Ref 6.2, A.2.2
B, C, D, E, F. Incorrect. Ref 16.4.2, 16.4.9, A.2.2
54 F 3.3.1c F. Correct. According to the ‘quality’ theme, project
assurance should be consulted to check that the
assembled project initiation documentation meets the
needs of the customer. Ref 16.4.9, 8.2
A, B, C, D, E. Incorrect. Ref 16.4.2, 16.4.9, A.2.2

Question 35

The project manager has recommended that a highlight report should be submitted every
four weeks. However, as the project manager only joined the company recently, the
executive wants to receive a highlight report every week while the sample songs are being
recorded. As a result, the project manager has recorded this requirement in the controls
section of the project initiation documentation.
Is this appropriate, and why?
A. Yes, because the project board uses highlight reports to monitor progress during
management stages
B. Yes, because the reporting should be more frequent when a team is inexperienced, to
build confidence
C. No, because the frequency of highlight reports should be set in each stage plan to allow
a different level of monitoring
D. No, because the frequency of highlight reporting should be specified in the
communication management approach

Answer 35

A. Incorrect. The project board does use highlight reports to
monitor and control management stages and project progress,
however this is not the reason why it is appropriate to set the
frequency of the reports to weekly in this case, and record this
information in the project initiation documentation (PID). Ref
A.20.2, 16.4.6, 12.2.2.4, 19.4.1
B. Correct. It is in the PID that the frequency of the
highlight reports for the duration of the project would be
stated, with an understanding that for each stage in the
stage plan the frequency for highlight reports would be
agreed. Each stage may need a different level of control
and more or less frequent reports. As the confidence in
the project manager and team increases in future stage
plans the board may agree to less frequent highlight
reports. The PID will be updated to show this. Ref A.20.2,
16.4.6, 12.2.2.4, 19.4.1
C. Incorrect. It is appropriate to record the frequency of
highlight reporting in the PID. It is true that each stage may
need a different level of control and more or less frequent
reports, but if the frequency of reporting changes, this would
be reflected in both the stage plan for that change and in an
update to the PID. Ref A.20.2, 16.4.6, 12.2.2.4, 19.4.1
D. Incorrect. The action described is appropriate. Additionally,
although it is true that the communication management
approach states when formal communication activities are to
be undertaken (for example, at the end of a management
stage) including performance audits of the communication
methods, this does not explain why the frequency of reporting
may be varied to take into account the inexperience of team
members. Ref A.5.2, 12.2.2.4

Question 36

CONTROLLING A STAGE
Here are three actions that are carried out during the ‘controlling a stage’ process.
During which activity (A-F) should each action be carried out?
Choose only ONE activity for each action. Each activity can be used once, more than once, or not
at all.
56. The project manager updates the product description
for the album cover, following a concession granted by
the project board
57. The project manager asks for confirmation from
project support that the quality checks of the draft
contract have been carried out, as reported in the
checkpoint report
58. The project manager asks project support to confirm
the status of the sample songs, prior to preparing the
regular progress report
A. Authorize a work package
B. Review work package status
C. Review the management
status
D. Report highlights
E. Escalate issues and risks
F. Take corrective action

Answer 36

56
F 3.4.1a F. Correct. The product description will need to be updated
to reflect the concession granted by the project board.
This is a corrective action that has been decided on, e.g. to
resolve an issue with the ‘artwork’. Ref. 17.4.8
A, B, C, D, E. Incorrect. Ref 17.4.1
-
8
57
B 3.4.1a B. Correct. Reviewing whether quality checks have been
carried out, in the quality register, is part of the ‘review
the work package status’ activity. Ref 17.4.2
A, C, D, E, F. Incorrect. Ref 17.4.1
-
8
58
D 3.4.1a D. Correct. A product status account can be requested to
check the status of the products before reporting on
progress, as part of the ‘report highlights’ activity. Ref.
17.4.5
A, B, C, E, F. Incorrect. Ref 17.4.1
-
8

Question 37

An external recording studio will be used to record the sample songs from the start of stage
2. Therefore, the record company’s purchasing department needs to carry out the supplier
selection process during the initiation stage. The project manager has recommended that
the ‘controlling a stage’ process is used to control the work of the purchasing department.
Is this appropriate, and why?
A. Yes, because work packages should be used to manage work during the initiation stage
B. Yes, because using a work package will help to ensure that the output is delivered on
time
C. No, because the ‘controlling a stage’ process should be used for work within delivery
stages
D. No, because the team manager for the sample songs production should select the
recording studio

Answer 37

A. Incorrect. Work packages may be used during the initiation
stage, but do not need to be used. Ref 17.3
B. Correct. The ‘controlling a stage’ process is normally
first used after the project board authorizes the project,
but it may also be used during the initiation stage, if
necessary. Ref 17.3
C. Incorrect. The ‘controlling a stage’ process should be used
for work within delivery stages. However, this is not the reason
why it is appropriate to use the ‘controlling a stage’ process in
the initiation stage in this context. Ref 17.3
D. Incorrect. The purchasing department is selecting the
recording studio in this scenario. Team managers should be
selected according to their capability to manage the work on
the product. The team manager will be selected once the
recording studio is selected. This product is not the
responsibility of the sample song production team manager.
Ref 7.2.1.8

Question 38

MANAGING PRODUCT DELIVERY
60. What should the Recording Studio Manager do as part of the ‘accept a work package’ activity
for the ‘recorded album’?
A. Agree when the ‘recorded album’ needs to be completed
B. Report the amount spent when producing the ‘recorded album’
C. Verify that the required sound quality checks have been completed
D. Report progress on acceptance of the work package using a checkpoint report

Answer 38

A. Correct. The fundamental principle is that before a
work package is allocated to a team, there should be
agreement between the project manager and the team
manager as to what is to be delivered. Ref 18.4.1
B. Incorrect. As part of the ‘execute a work package’ activity,
the team manager should review and report the status of the
work package to the project manager. Ref 18.4.2
C. Incorrect. As part of the ‘deliver a work package’ activity, the
team manager should review the approval records to verify
that all the products to be delivered by the work package are
approved. Ref 18.4.3
D. Incorrect. Checkpoint reports are used to report progress in
the ‘execute a work package’ activity, not as part of the ‘accept
a work package’ activity. Ref 18.4.1, 18.4.2

Question 39

The team manager for the ‘signed contracts for delivery channels’ is in the process of
accepting the work package. The team manager is concerned that the list of quality
reviewers included in the product description may not include anyone with the required
specialist knowledge.
What should the team manager do first?
A. Consult with project assurance
B. Raise a risk with the project manager
C. Request a resource from the senior supplier
D. Revise the product description

Answer 39

A. Correct. When accepting a work package, the team
manager should review the work package and consult
with project assurance as to whether any extra reviewers
are required. Ref 18.4.1
B. Incorrect. When accepting a work package, the team
manager should review the work package and consult with
project assurance as to whether any extra reviewers are
required. If the concern cannot be resolved it may then be
appropriate to raise a risk. Ref 18.4.1
C. Incorrect. When accepting a work package, the team
manager should review the work package and consult with
project assurance as to whether any extra reviewers are
required. If it is agreed that a specialist reviewer is required
, it
may then be appropriate to ask the senior supplier for the
resource. Ref 18.4.1
D. Incorrect. When accepting a work package, the team
manager should review the work package and consult with
project assurance as to whether any extra reviewers are
required before any corrective action is taken. Ref 18.4.1

Question 40

The project is in stage 2. The ‘recorded sample songs’ have been produced and handed over
to the team manager for the focus groups. On the day before the focus group meeting, the
team manager discovered that the sound quality of one song was not of the required
standard. The team manager spoke to the singer’s agent, and the singer will attend the focus
group meeting to perform the songs.
Is this appropriate application of the ‘managing product delivery’ process, and why?
A. Yes, because this will ‘exploit’ the opportunity for the focus group to hear the singer
perform the songs
B. Yes, because the team manager is taking corrective action to resolve the issue of the
poor-quality recordings
C. No, because the team manager should ask the Recording Studio Manager to take
corrective action
D. No, because an issue should be raised so that the project manager can decide on
corrective action

Answer 40

A. Incorrect. The team manager can only proceed with the
work package, or take corrective action while the work package
is forecast to be complete within the tolerances set by the
project manager. Performing the songs live is outside the
scope of the work package, so must be raised with the project
manager to decide on corrective action. Deciding to ‘exploit’
the opportunity is not a decision the team manager should
take. Ref 18.4.2, tab 10.3
B. Incorrect. The team manager can only proceed with the
work package or take corrective action while the work package
is forecast to complete within the tolerances set by the project
manager. Therefore, it is not appropriate that the team
manager decides to take this corrective action. Ref 18.4.2
C. Incorrect. The team manager can only proceed with the
work package or take corrective action while the work package
is forecast to complete within the tolerances set by the project
manager. The recordings are off-specification and should be
reported to the project manager via the issue process. Ref
18.4.2
D. Correct. The team manager can only proceed with the
work package, or take corrective action while the work
package is forecast to be complete within the tolerances
set by the project manager. Performing the songs live is
outside the scope of the work package. Team managers
must raise issues with the project manager before a
decision is made to take corrective action. Ref 18.4.2

Question 41

MANAGING A STAGE BOUNDARY
63. The project is approaching the end of stage 3 and the ‘artwork’ is taking longer to produce
than expected. As a result, an exception report has been sent to the project board. The
project board has decided to follow the recommendation of the project manager to increase
the time tolerance for the stage.
When should the ‘managing a stage boundary’ process be used next?
A. When preparing the stage 4 plan for approval by the project board
B. When reporting that stage 3 is now progressing according to plan
C. When re-planning stage 3 in response to the increased time tolerance
D. When the performance of the whole Music Album Project is reviewed

Answer 41

A. Correct. As the tolerance has been increased for the
current stage, the next action to take would be corrective
action. Therefore, the next use of the ‘managing a stage
boundary’ process will be when planning the next stage.
Ref 17.4.8, 19.4.1
B. Incorrect. As the tolerance has been increased for the
current stage, the next action to take would be corrective
action. Therefore, the next use of the ‘managing a stage
boundary’ process will be when planning the next stage. Ref
17.4.8, 19.4.1
C. Incorrect. As part of the ‘give ad hoc direction’ activity, the
project board can increase the tolerances that are forecast to
be breached within their delegated limits of authority without
the need for an exception plan. Therefore, the next use of the
‘managing a stage boundary’ process will be when planning
the next stage. Ref 15.4.4, 19.4.1
D. Incorrect. Reviewing the performance of the whole project is
done as part of the ‘closing a project’ process, not the
‘managing a stage boundary’ process. Ref 20.4.4

Question 42

This project is part of a larger programme. An exception plan has been produced during the
final stage because there has been a delay in the registering of the ‘artwork’. The stage will
be delayed, however the project will be completed within the time tolerance set.
Which role, or combination of roles, should approve this exception plan?
A. Programme board
B. Project board
C. Project manager with project assurance
D. Both project board and programme board

Answer 42

B. Correct. Exception plans must be produced to show the
actions required to recover from or avoid a deviation from
agreed tolerances in the project plan or a stage plan. If a
stage plan is being replaced, this needs the approval of the
project board. The exception plan has been produced for
the final stage, so it must be submitted to the project
board. The stage-level exception does not threaten project
tolerance, so does not need to be referred to the
programme level. Ref 9.2.1.3, tab 19.5
A, C, D. Incorrect. Ref 9.2.1.3, tab 19.5

Question 43

Late in stage 3, the project manager has reported that the ‘artwork’ is going to take longer to
produce than planned, and the stage is likely to exceed time tolerance. As a result, the
project board has requested an exception plan and also wants to establish the status of the
current stage.
What action should the project manager take, and why?
A. Prepare an exception report, because it should show the status of the work package
B. Prepare an exception report, because it should describe the options for dealing with the
deviation
C. Prepare an end stage report, because the project board have asked what is outstanding
for stage 3
D. Prepare an end stage report, because the project is nearing the end of stage 3

Answer 43

A. Incorrect. An exception report has already been produced. It
is a checkpoint report that shows the status of work packages,
not an exception report. The checkpoint report is produced by
the team manager for the project manager during the
‘managing product delivery’ process. The project manager
does not produce checkpoint reports. Ref tab 18.2, A.4.2,
19.4.4
B. Incorrect. An exception report has already been produced.
The project board has requested an end stage report. Ref
19.4.4
C. Correct. If requested by the project board, an end stage
report should be produced in response to the exception
report and to accompany the exception plan. The end
stage report will include the activities carried out to date.
Ref 19.4.4
D. Incorrect. Although it is late in stage 3, an exception plan
has been requested, along with an end stage report, because
an exception has occurred, not because the project is
approaching the end of stage 3. Ref 19.4.4

Question 44

Which action should the project manager take during the ‘prepare planned closure’ activity?
A. Summarize the final amount spent in producing the ‘recorded album’, for future
reference
B. Check the ‘album ready for launch’ to confirm that it meets the record company’s
requirements
C. Report on the number of downloads for the sample songs and the predicted sales
D. Identify the marketing activities that still need to take place to support the launch

Answer 44

A. Incorrect. As part of the ‘evaluate the project’ activity, the
project manager works with the project management team to
summarize how the project has performed. Ref 20.4.4
B. Correct. As part of the ‘prepare planned closure’
activity, the project manager confirms that the project has
delivered what is defined in the project product
description and that the acceptance criteria have been
met. Ref 20.4.1
C. Incorrect. As part of the ‘evaluate the project’ activity, the
project manager completes an assessment of the project’s
results against the expected benefits in the business case
within the end project report. Ref 20.4.4
D. Incorrect. As part of the ‘hand over products’ activity, the
project manager prepares follow-on action recommendations
to include any incomplete work, issues and risks. Ref 20.4.3

Question 45

Which action should the project manager take during the ‘hand over products’ activity?
A. Update the project plan with the actual time taken to plan the launch event
B. Check whether the graphic designer can be released to work on another project
C. Summarize whether the ‘album ready for launch’ was delivered on time and to cost
D. Review the dates when sales of the new album will be measured

Answer 45

A. Incorrect. As part of the ‘prepare planned closure’ activity,
the project plan is updated with actuals from the final
management stage. Ref 20.4.1
B. Incorrect. As part of the ‘prepare planned closure’ activity,
approval is requested to give notice to corporate, programme
management or the customer that resources can be (or are
about to be) released. Ref 20.4.1
C. Incorrect. As part of the ‘prepare planned closure’ activity, it
is confirmed that the project has delivered what is defined in
the project product description, and that the acceptance
criteria have been met. Ref 20.4.1
D. Correct. As part of the ‘hand over products’ activity, the
benefits management approach is checked to ensure that
it includes post
-project activities to confirm the benefits
that cannot be measured until after the project’s products
have been in operational use for some time. Ref 20.4.3

Question 46

The ‘launch event plan’ has been completed on time and within budget. A quality review has
been carried out and there are no outstanding issues. The group running the launch event
has confirmed that the plan meets their needs and that they will be able to run the launch
event.
Who will use this information, and when?
A. Project manager, when updating the end project report with lessons
B. Project manager, when identifying follow-on action recommendations
C. Project support, when creating the product status account
D. Project support, when transferring responsibility for the launch event plan

Answer 46

A. Incorrect. There are no lessons to be learned from the
context given, so the information is not relevant when
updating a lessons report or the end project report. Ref A.8.1,
A.15.1
B. Incorrect. The follow
-on action recommendations cover the
project’s products and include any uncompleted work, issues
and risks. There are no follow
-on actions identified in the
context given. Ref 20.4.1, 20.4.3
C. Correct. Project support creates the product status
account to check that the products, in this case the
‘launch event plan’, have been approved by the authority
identified in the product description. Ref 20.4.1
D. Incorrect. Project support creates the product status
account to check that the products, in this case the ‘launch
event plan’, have been approved by the authority identified in
the product description. Project support is not responsible for
the support of products, so hav
e no support to transfer. Ref
20.4.1, 20.4.3