PRINCE2® 7 Practitioner

Foundation
®

Trainer
Sample
Trainer
Learner
Paper 12
Workbook
Guide

Official Training Materials

 Contents
Unlocking your Introduction 4

potential to Modules
1. Introduction 26

achieve more
2. Preparing for success 34
3. Workshop – Part 1 42
4. Workshop – Part 2 66
5. Workshop – Part 3 80

6. Mini mock exam 106

Welcome to the Trainer Guide for the PRINCE2® 7 Practitioner Official
7. Exam preparation tips 114
Training Materials.
The Official Training Materials for our courses enhance the learning experience for 8. Course review 120
both trainers and learners, enabling high quality and effective delivery of training.
PeopleCert products combine the knowledge and experience of experts from around
the world.
Appendix 1 – Handouts/activity sheets 122
Our courses use that knowledge to transform learners from beginner to practitioner,
Activity sheet 1 Extended confidence evaluation 124
utilizing real-world experience, product expertise, and years of training knowledge to
bring the topic alive. Activity sheet 2 Extended confidence evaluation 128

Consequently, learners will develop a solid foundation on which to develop their

Appendix 2 – Resources 132
businesses and improve their careers.
Syllabus 136

Scenario Booklet 142

Sample papers with answers and rationales 146

Powering
Best
Practice
Published by PeopleCert International Ltd.

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Disclaimer
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,
modules or sub-topics in a different order. These modules relate
for Environmental Management, a recognition it has maintained since to
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 the PRINCE2
2006. Recognized Practitioner syllabus and
for our outstanding to the numerous
through content of awards,
the PRINCE2 7
Official Book. You should study this Official Book before,
we remain committed to ESG leadership and the preservation andofduring,
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First edition PeopleCert International copyright © 2023

the training course and before you sit the examination.
planet.
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Introduction Welcome
to PRINCE2
project managers.
PRINCE2 Practitioner is the second
stage in the PRINCE2 journey;
Practitioner learners must provide proof of having
passed the PRINCE2 Foundation
certification (or an equivalent qualifying
PeopleCert’s PRINCE2 provides a certification).
structured approach for applying See our PRINCE2 7 Practitioner,
PRINCE2 project management best page on the PeopleCert website
practice in the workplace. PRINCE2 is for more information.
suitable for anyone managing projects,
whether within a formal project
management function or
as a smaller component of their day-to-
day work.
Importantly, PRINCE2 Practitioner
certification is a fundamental step for
learners on their way to becoming
PeopleCert ProPath Project Experts.
This path is designed for project
management professionals seeking
a holistic view of projects, consistent
results, and increasing efficiencies.
Welcome to PRINCE2 Practitioner PRINCE2 Practitioner certification,
alongside Management of Risk (MoR®)
and Managing Successful Programmes
Scenario: NowByou 5th edition (MSP®) certifications,
combine to strengthen learners’
How to use this material abilities to maximize benefits and
manage risk, while planning, managing,
and delivering projects of any size or
complexity.
The Practitioner certification confirms
that learners have assimilated the
knowledge and understanding to apply
and tailor the PRINCE2 method in a
range of project environments and
situations. From there, they can
enhance their learning with real-
world experience and further
professional development
as they work to become
successful and effective
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Scenario Booklet:
NowByou
Four scenarios are included in the Official Book • developing the initial project management
to provide a practical insight into the application documentation
of PRINCE2. We will use one of these case
• advising and coaching the NowByou
studies, NowByou, throughout the course to
director of campaigns, who is sponsoring
demonstrate the practical implementation of
the project
PRINCE2.
• mentoring the staff member who will be
Here is some background to NowByou:
appointed as project manager
NowByou is a not-for-profit organization that
• advising the project team how to use
works with local communities to eliminate
a variety of media (tv, press, and social
discrimination of any kind and help advance
networks) for this, and other future
the international human rights system through
projects.
local and targeted interventions.
There is a high-level view of the project, but this
NowByou forms, chairs, and equips networking
is to be confirmed, as pre-project discussions
and support groups, where anyone who
are still occurring.
has experienced discrimination can share
their experiences and thoughts in a safe and Stage 1 (initiation)
empowering space. Additionally, NowByou is • business case
one of the few non-governmental organizations
• project initiation documentation
(NGOs) in the country that works directly with
police forces to co-develop campaigns that
encourage the reporting of discriminatory Stage 2
incidents to authorities.
• campaign high-level requirements
Recent research has shown that discrimination gathering
against marginalized groups, particularly
• options analysis
the homeless and refugees, is growing at a
concerning rate. The increase in discrimination
has led NowByou to believe that a new six- Stage 3
month campaign is required to address this • implementation of chosen
issue. option (5)
They have decided to run the campaign as • closure.
a project, aiming to both raise awareness of
this type of discrimination and reinforce their The main output from
own brand recognition (as NowByou is highly the project will be a
dependent on the goodwill of donors and delivered multi-channel
financial aid from partners). campaign.

The project management maturity of the

organization is very low, with no standardized
processes or templates in place. For that
reason, NowByou has contacted a professional
project manager with a track record of
successful delivery in the not-for-profit sector
who will be responsible for:

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How to use this material

Who is this Trainer Guide Teaching methodology Additional resources in

for? The course materials have been designed to be appendices
This Trainer Guide is for new and experienced flexible, easy-to-use, and accessible for learners. • Syllabus
PRINCE2 trainers to support the delivery of the There are two main training methods:
• Scenario Booklet: NowByou
PRINCE2 7 Practitioner course. • classroom delivery
• Sample papers with answers and rationales
• virtual delivery.
What is included? Core and Extended Content
The learning material includes a core Trainer For both methods, you will have the following
resources for each module: To help identify what is core content, what
Slide Deck presentation, with learner notes
is an activity, what is extended content, the
addressed to the learner, trainer notes (in • Trainer Guide
module slide decks feature colour-coded
bold) addressed to the trainer along with
• PowerPoint presentations, which include borders. The slides that feature a teal border
quizzes, and activity slides.
notes for the learner and trainer are core content, and those with a grey
The accompanying Trainer Kit includes the border are optional extended content such
• quizzes and knowledge checks based on
exam resources (syllabus, sample papers, and as PRINCE2 7 Practitioner core concepts.
the sample papers
glossary), and class management templates.
• Quick Reference Guide Modules
Aims of the course
• handouts/other resources. The course consists of 8 modules.
Upon completion of the course, learners will
be able to: All the materials have been designed to work These modules relate to the PRINCE2
seamlessly with both training methods. Practitioner syllabus, the PRINCE2 Practitioner
• d
 emonstrate a wider appreciation of
Sample Paper 1, and the content of the
PRINCE2 skills and know-how, and apply this As it can be difficult to anticipate which virtual
PRINCE2 7 Official Book.
in a realistic context platform you may need to use, the Official
Training Materials and activities have been The PRINCE2 Practitioner certification builds
• t ailor best practice in response to different
designed to make the best use of technology upon information taught during PRINCE2
project circumstances
without referring to a particular tool. Drag Foundation level. You should encourage
• n
 avigate the PRINCE2 7 Official Book and drop activities, board blasting, and other learners to review the PRINCE2 7 Managing
efficiently whiteboard activities are all conducted using Successful Projects Official Book and other
• a
 nalyse information and reason whether PowerPoint. There are specific notes on how to relevant resources during the training course
a course of action is effective/appropriate in achieve the effects in the trainer notes. as they prepare for the examination.
accordance with PRINCE2 7 best practice This course has been designed in a modular
• b
 egin to apply PRINCE2 methodology to format to provide flexibility in the delivery of
their own projects modules. For example, you can deliver the
modules in a different order, if this suits the
• e
 xplain the requirements of the PRINCE2 7
needs of the learners or your required delivery
Practitioner examination.
schedule/format.

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Preparation for delivering Slide decks Exam information
the course The presentation provided is a full Instructor- The examination is designed to assess whether
This course has been built to be engaging and led presentation and includes all modules learners can demonstrate sufficient recall and
interactive. Certain activities require group and activities to be delivered. You can use the understanding of the PRINCE2 7 method. The
or pair work when in a classroom, and where order it is provided in to deliver your class or PRINCE2 7 Foundation certification is a prerequisite
this course is delivered as a virtual class, it rearrange the modules in order to follow your for studying PRINCE2 at a higher level.
is recommended that breakout rooms are own timed delivery.
Two sample Foundation papers are available within
prepared or considered in advance to ensure a This file is editable to enable some the course to help prepare learners for the formal
smooth delivery to the course. personalization by each accredited training certification. These will help learners to become
If virtual breakout rooms are available, organization (ATO). confident in their understanding of PRINCE2 7, and
activities can be modified into a larger group familiar with the style and structure of the exams.
The Notes section of the core slides holds
discussion. information addressed to the learner to Please refer to the Course Review section for
Likewise, ‘whiteboard’-based activities are support understanding of the content, calling further information.
also included. Please use your preferred out key points to note. The notes on activity
collaboration/whiteboard tool for these. If you slides include instructions to the trainer on
do not have a collaboration or whiteboard tool how to deliver these. This additional detail will
available, the same effect can be achieved with also be available in this document (Trainer
PowerPoint as follows. Ensure that you are Guide).
only sharing the presenter view on either the Do not forget to remind your learners how to
classroom projector or the virtual classroom. use the Official Book provided throughout the
You can then change the view so that only you course for more detailed information on the
can see the preview mode and then create modules presented in the Learner Workbook
a blank slide. You can then write facilitated and the Trainer Slide Deck presentation.
notes on the whiteboard by either typing in The Syllabus Index at the end of the Learner
responses from the learners (this will simply Workbook and the Trainer Guide will help
appear on-screen from the learners’ point of you identify the sections of the Official Book
view) or revert to the presenter view and click referenced throughout the material.
the ink option at the bottom left-hand corner
of the screen. This will allow you to write on the
whiteboard with your mouse.

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 Official Training Materials Information icons and visual aids

Assets File type Trainer Learner Purpose

Objectives
1. Trainer MS  Used by the trainer to deliver the course.
slide deck PowerPoint

2. Trainer PDF  Used by the trainer to support course Timed activity

guide delivery.

3. Trainer PDFs  Used by the trainer as a reference material

resources Discuss/reflect/activity
(includes: syllabus, exam specs, sample
papers and rationales,
class management files,
and release notes). Think about/question and answer

4. Learner PDF   Used by the learner to follow the course

workbook and by the trainer as a reference point.
Key learning points
5. Official n/a   Used by the learner and the trainer as
book reference material.

6. Quick PDF  Used by the learner as (a) a revision aid Detailed PRINCE2 practice
reference and/or (b) a handy reference tool.
guide

7. Course MP4   Viewed by the learner as an introduction to Review multiple-choice question

welcome the course and can be used by the trainer
video during the start of the class.

8. Pre- PDF   Used by the learner before the beginning

course of the classes. The slides that feature a teal border are core content
material

9. Post- Included in   Used by the learner post-exam (included in

course ref:1 and 4 Trainer Slide Deck and Learner Workbook).
material
The slides that feature a grey border are optional extended
10. Index included in   Used by the learner and trainer
content
by glossary ref: 4. throughout the course and by the learner
post-course to support revision (Included
in Learner Workbook).

11. Learner MS Forms  Used by the learner to provide feedback

feedback on the Official Training Material.
survey

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Indicative learning Suggested course timetable A (face to face or online): 12 hours’ duration

timetables
The Practitioner course is designed to adapt
to the needs, interests and confidence of each
learner group. As a result, the timings and
Core delivery
duration of each module are flexible and can
Modules Module name Indicative timing
be tailored to suit the specific requirements
of each cohort. The schedule, break points,
Day 1 (6.5 hours)
expected time between modules, and technical
requirements will also be subject to the delivery
Module 1 Introduction 30 mins
format of the training, namely face to face,
online, or a blend of both.
Module 2 Preparing for success 60 mins
Here are a few suggestions for how you might
schedule the course depending on different Comfort break
settings and requirements.
Module 3 Workshop Part 1 90 mins

Module 4 Workshop Part 2 60 mins

Lunch break

Module 4 Workshop Part 2 (continued) 60 mins

Module 5 Workshop Part 3 90 mins

Day 2 (5.5 hours)

Module 5 Workshop Part 3 (continued) 180 mins

Comfort break

Module 6 Mini mock exam 60 mins

Module 7 Exam preparation tips 30 mins

Lunch break

Module 8 Course review 60 mins

Total time (excluding breaks): 12 hours

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Suggested course timetable B (face to face or online): 12.5 hours’ duration

Core delivery

Modules Module name Indicative timing

Day 1 (6.5 hours)

Module 1 Introduction 30 mins

Module 2 Preparing for success with 90 mins

PRINCE2 7 Foundation recap

Comfort break

Module 3 Workshop Part 1 90 mins

Module 4 Workshop Part 2 30 mins

Lunch break

Module 4 Workshop Part 2 (continued) 90 mins

Module 5 Workshop Part 3 60 mins

Day 2 (6 hours)

Module 5 Workshop Part 3 (continued) 120 mins

Comfort break

Module 5 Workshop Part 3 (continued) 90 mins

Module 6 Mini mock exam 60 mins

Lunch break

Module 7 Exam preparation tips 30 mins

Module 8 Course review 60 mins

Total time (excluding breaks): 12.5 hours

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 Section Total no. of Core content Extended
slides slides content
Core and optional slides
extended content slides P2-PRCT_01_01_Welcome 7 0 7
P2-PRCT_01_02_Introduction 7 0 7
The Trainer Slide Deck presentation is divided
P2-PRCT_02_01_Preparing for success 2 0 2
in sections with module and session references
P2-PRCT_02_01_A01 3 0 3
(that is P2-PRCT-01_01), which is core content,
P2-PRCT_02_02_Foundation quiz 2 0 2
with the exception of the introduction and P2-PRCT_02_02_Q01 10 0 10
closing sections. Any sectors that have a suffix P2-PRCT_02_02_Foundation quiz results 1 0 1
of ‘A’ followed P2-PRCT_02_03_Practitioner overview 12 0 12
by a number, or a ‘Q’ followed by a number P2-PRCT_02_04_Core concepts refresh 12 10 2
(i.e. P2- PRCT-01_01_A1 or P2-PRCT-01_01_Q1) P2-PRCT_03_01_Workshop part1 introduction 4 3 1
indicate extended content like an activity or a P2-PRCT_03_02_Workshop part1 principles 3 0 3

quiz, respectively. Recap and Review slides are P2-PRCT_03_02_Q01 8 0 8

also considered extended optional slides. P2-PRCT_03_03_ Workshop part1 people 7 0 7

P2-PRCT_03_03_Q01 7 4 3
Please refer to the table on the next page to P2-PRCT_03_04_Workshop part1 practices 1 0 1
see how the PRINCE2 7 Practitioner Trainer P2-PRCT_03_05_Workshop part1 organizing 8 5 3
Slide Deck is divided into sections and how P2-PRCT_03_05_Q01 4 0 4
many slides per section are considered core P2-PRCT_04_01_Workshop part2 2 0 2
and how many are optional. P2-PRCT_04_02_Workshop part2 business case 9 6 3
P2-PRCT_04_02_Q01 3 0 3
P2-PRCT_04_03_Workshop part2 processes 5 4 1
P2-PRCT_04_04_Workshop part2 starting up a project 5 2 3
P2-PRCT_04_04_Q01 3 0 3
P2-PRCT_04_05_Workshop part2 directing a project 5 2 3
P2-PRCT_04_05_Q01 3 0 3
P2-PRCT_04_06_Workshop part2 initiating a project 5 2 3
P2-PRCT_04_06_Q01 3 0 3
P2-PRCT_05_01_Workshop part3 2 1 1
P2-PRCT_05_02_Workshop part3 plans 8 5 3
P2-PRCT_05_02_Q01 4 0 4
P2-PRCT_05_03_Workshop part3 quality 9 6 3
P2-PRCT_05_03_Q01 3 0 3
P2-PRCT_05_04_Workshop part3 risk 9 6 3
P2-PRCT_05_04_Q01 3 0 3
P2-PRCT_05_05_Workshop part3 issues 7 4 3
P2-PRCT_05_05_Q01 3 0 3
P2-PRCT_05_06_Workshop part3 progress 9 6 3
P2-PRCT_05_06_Q01 3 0 3
P2-PRCT_05_07_Workshop part3 controlling a stage 6 3 3
P2-PRCT_05_07_Q01 3 0 3
P2-PRCT_05_08_Workshop part3 managing product 5 2 3
delivery
P2-PRCT_05_08_Q01 3 0 3
P2-PRCT_05_09_Workshop part3 managing a stage 6 3 3
boundary
P2-PRCT_05_09_Q01 3 0 3
P2-PRCT_05_10_Workshop part3 closing a project 6 3 3
P2-PRCT_05_10_Q01 3 0 3
P2-PRCT_06_01_PRINCE2 practitioner sample paper 6 0 6
P2-PRCT_07_01_Exam preparation hints and tips 5 0 5
P2-PRCT_08_01_Course review 11 0 11
Total no. of slides 258 77 181

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Module and topic objectives

Module Overview Task/activities Objectives

Introduction This first session An activity to To ensure that learners feel
welcomes learners to the facilitate personal respected and valued.
PRINCE2 7 Practitioner introductions.
To provide an overview of the
course. The main aim
main rules and guidelines of the
of this module is to
course delivery.
communicate key points
about the PRINCE2 7 To provide an opportunity for
Practitioner training the trainer and learners to get to
course, and its aims and know one another.
objectives. To provide a background to
PRINCE2 7 Practitioner.
To provide an overview of the key
aspects of the course.
Preparing The main aim of this 10-question quiz Provide an overview of the
for success module is to establish on PRINCE2 7 interactive approach of
the experience, Foundation core Practitioner-level training.
understanding, and concepts.
Establish the confidence/
confidence of the
PRINCE2 7 core familiarity of learners regarding
learners with regard to
concepts optional PRINCE2 7 key concepts.
PRINCE2 7 Foundation,
refresh.
as they begin the Briefly recap some of the key
Practitioner course. concepts of the PRINCE2 7
Foundation course.
The module will
then discuss the key Summarize expectations for
information regarding the course and areas where
the PRINCE2 7 learners may benefit from further
Practitioner examination review or exploration of content
and syllabus, including (extension content) and use it to
an examination overview outline an initial learning path.
and a summary of Explain key points regarding the
concepts/learning format and terms and conditions
outcomes tested in the of the Practitioner exam.
exam.
Outline a high-level summary
of the learning outcomes to be
assessed in the Practitioner exam.
Identify the features of the
PRINCE2 7 Practitioner Scenario
Booklet.

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Module Overview Task/activities Objectives Module Overview Task/activities Objectives

The PRINCE2 The main aim of this PRINCE2 principles Review the PRINCE2 principles. The PRINCE2 The aim of this session Option to review Identify areas of concern or
7 Practi- module is for learners to sample questions Practitioner is to prioritize areas confidence interest among the group.
tioner work- Respond to some typical workshop:
shop: Part 1 become familiar with the from Paper 1. Part 3 of interest or concern self-evaluation
principles questions as a group. Set out a plan of action and
exam questions through identified by the learners, sheets ahead of
People element priorities for this part of the
engagement with Review the people element. using activities and choosing topics to
sample questions workshop.
activities regarding the Respond to questions regarding exercises to examine cover during this
from Paper 1.
PRINCE2 principles, the each section. module. Explore different areas of the
the people element in pairs or
people element, and the Organizing practice PRINCE2 7 Practitioner syllabus
groups. It is intended to be Plans sample
organizing practice. sample questions and complete overview exercises
Review key factors regarding the adaptable to the needs questions from
from Paper 1. and sample questions in order
PRINCE2 organizing practice. of the learner group. As Paper 1.
to boost understanding and
a result, the structure is
Respond to questions regarding Quality sample confidence.
more modular and will
the organizing practice as an questions from
require input from the
individual. Paper 1.
group to determine what
The PRINCE2 The main aim of this Business case Review the business case practice to cover and in what Issues sample
Practitioner module is to continue the sample questions and respond to questions questions from
workshop: order.
Part 2 familiarization of learners from Paper 1. independently. Paper 1.
with the format of the Risk sample
Starting up a Review the processes included in
Practitioner exam and questions from
project sample a PRINCE2 project.
explain the four process Paper 1.
questions from
stages. Review the starting up a project
Paper 1. Progress sample
process and respond to questions
Directing a project independently. questions from
sample questions Paper 1.
Review the directing a project
from Paper 1. Controlling a stage
process and respond to questions
Initiating a project independently. sample questions
sample questions from Paper 1.
Review the initiating a project
from Paper 1. Managing product
process and respond to questions
Optional independently. delivery sample
confidence self- questions from
evaluation activity. Paper 1.
Managing a stage
boundary sample
questions from
Paper 1.
Closing a project
sample questions
from Paper 1.

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Module Overview Task/activities Objectives
Mini mock The aim of this module 20-question mini Prepare learners for the
exam is to assess the mock exam using Practitioner exam.
learners via a sample questions from
Ascertain results of the exam.
paper, which will boost Sample Paper 1.
their confidence with Discuss time management during
the exam style and the exam.
answering questions.
Exam prepa- This short module allows Optional Q&A Outline best practice for
ration tips the trainer to provide on the PRINCE2 preparing for the Practitioner
an overview of the exam 7 Practitioner exam.
and best practice, as examination.
Highlight common mistakes or
well as a brief Q&A on
Optional risks to be aware of during an
exam preparation and
confidence self- exam and outline ideas for how to
resources.
evaluation activity. avoid them.
Discuss the exam and group ideas
for how to prepare.
Course re- This module allows N/A Review key terms and concepts
view time for the trainer to covered in the PRINCE2 7
review the key learning Practitioner course.
points of the course and
Gather feedback from learners on
summarize next steps.
courseware and delivery.
Help learners to continue their
career development journey
beyond Practitioner.

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Module 1 What this module

Introduction covers
This module gives an overview of the
PRINCE2 7 Practitioner course.
The aim of this module is to
communicate key points about the
practical elements of the course and to
provide learners with a clear, concise
overview of the module ahead.
Ensure that you have a clear idea of the
timetable as you will need to share it
during this module. Suggested course
timetables are provided for reference
in this document.
These notes show a suggested order.
However, some sessions could be
reduced or removed as required by
time/learner needs.

Prepare for
the session ...
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Module 1
Introduction
Training objective(s)

Ensure that learners feel comfortable and informed

regarding the course they are about to begin.

Provide an overview of the main rules and guidelines of

the course delivery.

Allow each person the chance to introduce themselves.

Provide a background to the PRINCE2 7 Practitioner

course.

Provide an overview of the key aspects and features of

the course.

Key learning points

The purpose of the module is to introduce learners to

each other, as well as to the PRINCE2 7 Practitioner
certification.

Objectives are tested by the PRINCE2 7

Practitioner exam.

The course predominantly adopts a workshop

style, which informs the overall structure of
the training.

The core resources for the course are the PRINCE2 7

Official Book and the Learner Kit.

Timing

30 minutes

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Introduction

Introduction
Module 1

Module 1
Key Method Key Method

PRINCE2® Welcome! It is great that you are here to learn about the management Introductions Explain to learners that they will be working collaboratively during the
7 Practitioner of projects using PRINCE2, and to apply the principles, practices, and training, so it is important to get to know each other. You will start this
processes of the PRINCE2 method to real-world scenarios. This course activity by stating your full name, job role, and experience regarding
is designed to build upon your knowledge of PRINCE2, and to prepare PRINCE2 training.
you for taking and passing the PRINCE2 Practitioner exam.
Explain that for the learners, you would like them to explain why they
are attending the Practitioner course, and where/when they completed
Slide 5 the Foundation level.
Slide 1
Explain that you will tell them your theme song, that is, if you were in
Copyright All of your PeopleCert Official Learner Materials are subject to copyright a movie, this would be the song that plays when you enter a scene.
and should not be copied, distributed, or disclosed to any unauthorized Would it be a rousing number like in Rocky or maybe something
person. more somber? This introduces a fun element, brings out each
person’s personality, and will help to relax the learners. It can also
help with memorizing names and roles. Ask learners to give their own
information.
Slide 2
In a face-to-face session, you could put people into teams to share the
Key Icons These icons will appear on slides to indicate specific actions or information. Then each team could briefly feedback to the group. Make
information so take note of their meanings now. sure that each person has the chance to say something (either to their
team or the whole group).
If teaching online, you could put people into two or three breakout
groups to share information or nominate learners to share their
information.
Slide 3

Introductions Welcome to the introductory module which gives you the opportunity
to introduce yourself. It will also provide key information on the
PRINCE2 Practitioner course and exam.

Slide 4

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Introduction

Introduction
Module 1

Module 1
Key Method Key Method

General information Note: General information for how the modules will be conducted will PRINCE2 Practitioner Explain the structure of the PRINCE2 7 Practitioner course to the
vary depending on the format of the training (face-to-face or online). course structure learners.
Your instructor will explain the rules to you accordingly.
Course length: Your instructor will run though the module timetable
with you and advise how long each module will be. This introduction
module is 30 minutes. Most modules are 30–60 minutes, but workshop
Slide 9 modules are longer, with a duration of up to 120 minutes. Most
modules are adaptable and can be extended or reduced accordingly. Slide 13
The workshop modules in particular are flexible and can be adapted to
meet the needs of your group.
There are 8 modules in this course.
Break time: You will be assigned break times whether the training is
being delivered face-to-face or online. Your instructor will let you know
when breaks will be and for how long. They’ll also let you know where
the toilets are and how to leave the building in an emergency if you’re
learning in a face-to-face environment.
Mobile phone policy: Your mobile phone should remain on silent. If
it’s an online session, please mute your microphone unless speaking to
avoid distracting noises.
Format of activities: The modules will be delivered using PowerPoint.
There will be interactive elements, and sharing your thoughts and
ideas will help you to remember the content and further your own
understanding.
• Being active during any tasks, quizzes, and discussions is encouraged.
• The course focuses on the exam paper. Activities within the workshop
will revolve around the sample questions. For your reference, the
sample questions featured in the activities are included in the Learner
Workbook.
• Your participant group will be split into pairs or small groups for some
activities. For the online course, you will be allocated online breakout
rooms for group discussion during the activities and exercises. Your
instructor will explain how this will work and any steps you will need
to take in order to enable this functionality.
Miscellaneous: Please do not interrupt the presenter or other
learners. Be supportive of the other learners in your group.

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Module 2 What this module

Preparing for success covers
This module provides a clear
understanding of the current
knowledge and confidence of the
learner group with regard to PRINCE2,
as well as an overview of the PRINCE2 7
Practitioner exam.
The aim of this module is to assess
the confidence and understanding of
the learners via a self-evaluation and
Foundation quiz. It will also familiarize
participants with key points regarding
the exam, as well as the learning
outcomes and the features of a typical
exam scenario.

Prepare for
the session ...
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Module 2
Preparing for success

Training objective(s)

Establish learners’ experience, understanding, and

confidence regarding the PRINCE2 7 Foundation
information.
Complete a short quiz and evaluation to understand
where learners’ interests and areas of concern lie.
Plan the next steps for the course according to the
findings.

Explain key points regarding the format, terms, and

conditions of the Practitioner exam.
Outline a high-level summary of the learning
outcomes to be assessed in the Practitioner exam.
Identify the features of a PRINCE2 7 Practitioner
Scenario Booklet.

Key learning points

Confidence self-evaluation/poll.

Foundation-level quiz based on the PRINCE2 7

principles, practices, and processes.
A discussion about the subsequent approach
to be taken for the course.

An overview of the exam.

The four learning outcomes and specific assess-

ment criteria for the Practitioner exam syllabus.

Features of a typical exam scenario.

Timing

60 minutes (core) | 90 minutes (optional

PRINCE2 Foundation core concepts refresh)

36 PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. 37
 Key Method Key Method

How confident are Explain that you are moving on to an informal self-evaluation. Assure Foundation quiz Move on to the quiz to recap knowledge of PRINCE2 Foundation.
you …? learners that their ratings will not be shared and will not impact their Outline the length, objective, and terms of the quiz.
certification. The ratings are intended to give a general idea of the
Explain that this is not a formal assessment, and the results will not
group’s current ability and confidence level.
contribute to the learners’ course performance. Instead, the results will
Ask: how confident are you in your understanding of PRINCE2 help you to match the course to the group’s needs.
principles, people, practices, and processes?
Preparing for success

Preparing for success

Slide 21 Based on the format of the course delivery, you may conduct the quiz
Ask the group to rate their confidence for each topic out of 5, with 1 as in teams, pairs, or individually. If working face-to-face, explain that you
Module 2

Module 2
Slide 17
the lowest and 5 as the highest. This poll should be confidential. want learners to call out their answers. If you are working online, ask
learners to raise their hand and call on individuals to answer.
If you are working face-to-face, ask learners to note their rating and
drop it into a box or place into a pile face down. If you are working Ask learners to keep a note of their score, as this will be useful for a short
online, ask them to message you their rating or conduct a virtual poll on discussion at the end of the section and provide further insight into where
the virtual meeting software you are using (if this feature is available on particular focus may be needed during the Practitioner course. State that
the platform). the learners should not worry if they find that they get answers wrong, as
this will help you to tailor sessions within the course to best support them
Collate feedback.
in their preparation for the Practitioner exam.
Ask learners to also make a note of the rating they provided in their
Learner Workbook. Question 1 Ask the question and read out the possible answers.
Wait for a learner to suggest an answer. If the answer is incorrect, ask
How confident are Using the same approach, ask: how confident are you in your current
other learners to suggest an answer.
you …? ability to take the PRINCE2 Practitioner exam?
Remind learners that they can refer to the PRINCE2 7 Official Book if
Again, ask learners to note down their rating in their Learner Workbook.
needed.
Slide 22 Reveal the correct answer.
Repeat the activity for each quiz question.
Slide 18 How did you do? Ask the group for a summary of how they feel they did during the quiz.
Results of the poll Without giving away individual comments, talk through the results of the You may ask if there are any areas which stand out as potentially
poll. Do not call out specific learners if there are anomalies in the group needing more focus than others.
but highlight that you are aware of them and will try to factor them into
the course plan.
For example: ‘Most of you have rated yourselves as a 4 or 5 for your
Slide 32
current understanding. This is great news. It is understandable that the
Slide 19 confidence level for taking the exam is much lower. A few of you have
marked yourself lower for your current understanding, but we will move
onto the quiz shortly to properly put your understanding to the test. If
you feel that you are a bit less confident with your understanding, this
course includes optional review sections which we can complete to
refresh your memory.’

38 PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. 39
 Key Method

What has this section Ask the learners to summarize what the module has revealed about
revealed? their confidence and understanding. You may also suggest your initial
thoughts about how the module has helped you to tailor the course.
For example: If the group is confident and demonstrated a good
understanding of the key concepts during the quiz, you may explain
that there is potential to conduct a more concise workshop session and
Preparing for success

Preparing for success

add more challenges during this stage. If the group is less confident
Module 2

Module 2
Slide 33 and appears to have a less thorough grasp of the key concepts, you
may suggest the need to add in some additional review sections to
refresh their memory, and/or a more collaborative workshop to build
confidence.
Optional: If the group is particularly low in confidence/performed
poorly during the quiz, you may explain that prior to moving onto the
part of the module that focuses on the PRINCE2 Practitioner exam and
syllabus, you would like to conduct a 30-minute PRINCE2 Core Concepts
Refresh Extension Activity. This is only to be used for groups who have
had an extended break from PRINCE2 Foundation and/or demonstrate
a very low current understanding of the Foundation key concepts.

PRINCE2 Core Inform learners that the next module will be a general overview of the
Concepts Refresh core concepts of PRINCE2.

Slide 45

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Module 3 What this module Before you begin

Workshop covers
This module is the first part of the
Please ensure you have your own copy
of the following documents available

Part 1 Practitioner workshop. for reference throughout this module:

The aim of this module is to introduce • the PRINCE2 7 Practitioner

the learners to the exam question examination Sample Paper 1 and 2
format. It will also encourage them to Scenario Booklet
engage with questions and rationales • the PRINCE2 7 Practitioner
relating to the PRINCE2 principles, the examination Sample Paper 1
people element, and the organizing Answers and Rationales.
practice in an open discussion, without
You can find copies of these
the pressure of time constraints.
in the Appendices.

Prepare for
the session ...
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Module 3
Workshop
Part 1
Training objective(s)

Outline the workshop approach.

Review the sample exam scenario.

Summarize the PRINCE2 principles.

Respond to questions regarding the PRINCE2 principles.

Summarize the people element.

Respond to questions regarding the people element.

Provide an overview of the organizing practice.

Respond to questions regarding the organizing practice.

Key learning points

An introduction to the PRINCE2 Practitioner workshop.

PRINCE2 principles sample questions.

People element sample questions.

Organizing practice sample questions.

Timing

60 minutes (core) | 80 minutes (Optional review/refresher

content)

44 PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd.

 Key Method Key Method

Project scenario Ask learners what they can recall from the Sample Paper 1 & 2 Scenario Principles Sample Explain that this is a sample exam question. Ask learners to read the
recap Booklet information covered earlier. They can find the Sample Paper 1 Paper 1, Question 1 question and choose the best answer.
& 2 Scenario Booklet in their Learner Workbook.
Learners should write down the answer but not tell you yet. This will
• What was the objective? Answer: To raise awareness of discrimination support less confident learners.
against marginalized groups and reinforce NowBYou brand
recognition.

Slide 59 • What was the project about? Answer: Not-for-profit organization that Slide 66
works to eliminate discrimination of any kind.
Principles Sample Give the answer: A. (Click to highlight the answer). Discuss the
• How many stages were involved? Answer: Three: Stage 1 Initiation.
Paper 1 | Question 1 rationale (ask learners who got the correct answer for their reasoning)
Stage 2 Requirements gathering and options analysis. Stage 3
and give references if needed. Rationale and references:
Implementation and closure.
A. Correct. As part of the 'focus on products' principle, “Projects that
• Who was involved (roles and responsibilities)? Answer: Refer to the
focus on what the project needs to produce are more likely to be
scenario booklet in the Learner Workbook.
efficient and avoid waste than projects that focus primarily on the
PRINCE2 principles Explain that this will be the first activity in the workshop. work activity” under the principle of 'focus on products',”PRINCE2
Slide 66 requires projects to be output-oriented rather than work-
Workshop Part 1

Workshop Part 1
Based on the conversations you have had with the learner group up to
Module 3

Module 3
oriented. PRINCE2 calls these outputs ‘products’.” Understanding
this point, determine whether a more detailed review of the PRINCE2
the need for non-digital communications is part of understanding
principles would be beneficial at this stage.
the scope of the project. Ref 2.6
Note: This review should not be necessary if you completed the
B. Incorrect. Under the principle of 'focus on products', “PRINCE2 requires
Slide 61 optional ‘PRINCE2 Core Concepts Extension Activity’ content in Module
projects to be output-oriented rather than work-oriented. PRINCE2 calls
2: Preparing for success.
these outputs ‘products’.” While it is true that the work to deliver the
PRINCE2 principles Review the PRINCE2 principles with the group: ask them to recall non-digital communications should be estimated, this does not explain
recap the seven principles and reveal the complete diagram once all the why the scope of the project needs to be identified. Ref 2.6
principles have been recalled. C. Incorrect. As part of the 'manage by exception' principle, “The seven
aspects of a plan’s performance requiring tolerances to be defined
are: Scope - Permissible variation of the plan’s products.” Defining
a range of different communication channels would be scope
tolerance if the range was clearly defined. However, this does not
Slide 63 explain why the scope of the project needs to be identified. Ref 2.4
Principles exercise: Explain that you will work through the first exercise as a group. D. Incorrect. As part of the 'manage by exception' principle, “The
approach implementation of ‘manage by exception’ provides for efficient use
The activity introduces learners to the format of the Practitioner exam
questions. Refer learners to questions 1-3 and 5-7 in Sample Paper 1 in of senior management time as it reduces senior managers’ time
the Learner Workbook if they would like to view how the questions are burden without removing their control. This ensures that decisions
formatted in the paper. are made at the right level in the organization.” Therefore, it is true
that the Contracted Project Manager should be empowered to
At this point, specify how you would like the group to respond during make decisions. However, this does not explain why the scope of
Slide 65 the group discussion. For example, in person they can raise hands or the project needs to be identified. Ref 2.4
simply call out suggestions, online there may be a ‘raise hand’ feature.
Depending on the group, you may suggest learners use the ‘mute’ You can ask if learners have the correct answer to help gauge their
feature unless they are speaking, to reduce distracting background understanding. Explain that this is an example of a PRINCE2 7 exam
noise. question and that you will share example questions throughout the
session(s).
Explain that you will discuss the explanations for the correct/incorrect
answers as part of the exercise.

46 PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. 47
 Key Method Key Method

Principles Sample Explain that this is a sample exam question. Ask learners to read the Principles Sample Explain that this is a sample exam question. Ask learners to read the
Paper 1, Question 2 question and choose the best answer. Paper 1, Question 3 question and choose the best answer.
Learners should write down the answer but not tell you yet. This will Learners should write down the answer but not tell you yet. This will
support less confident learners. support less confident learners.

Slide 67 Slide 68

Principles Sample Give the answer: A. (Click to highlight the answer). Discuss the Principles Sample Give the answer: A. (Click to highlight the answer). Discuss the
Paper 1, Question 2 rationale (ask learners who got the correct answer for their reasoning) Paper 1, Question 3 rationale (ask learners who got the correct answer for their reasoning)
and give references if needed. Rationale and references: and give references if needed. Rationale and references:
A. Correct. As part of the 'tailor to suit the project' roles can be A. Correct. As part of the 'tailor to suit the project' principle, “The
tailored. “For example, a supplier may wish to use their in- purpose of tailoring is to ensure that: the project management
house product development framework based on an iterative- method used is appropriate to the project ... ; project controls
incremental delivery method using agile management are appropriate to the project’s scale, complexity, importance,
Slide 67 approaches. To avoid potential confusion, the project manager Slide 68 team capability and risk.” This can include changing the
Workshop Part 1

Workshop Part 1
Module 3

Module 3
might propose to: add a coach to guide the teams in working terminology or appointing additional roles, for example. Ref
effectively in the combination of PRINCE2 and the supplier’s in- 2.7
house agile method.” Here it is NowByou that is seeking to use
B. Incorrect. It is true that CharityM uses different processes and
these agile techniques as part of implementing the campaign.
terminology and when applying the 'tailor to suit the project'
Ref 2.7
principle there are many influences which give cause to tailor the
B. Incorrect. It is true that, according to the 'tailor to suit the project' method, such as “where the project has a commercial customer-
principle, “the project management method used is appropriate supplier relationship.” However, this does not explain why the
to the project (for example, aligning the method with the business additional role of coach should be appointed. Ref 2.7
processes that may govern and support the project.” However, the
C. Incorrect. According to the additional information, the contract
tailoring is being applied to align with the delivery approach, not the
with the Contracted Project Manager “is initially for 50% of her
business processes. Ref 2.7
time but this is expected to decrease to 25% after the first three
C. Incorrect. According to the scenario, part of the role for the months.” The role of project manager cannot be shared as “a single
Contracted Project Manager “advising and coaching the NowByou focus means the role should not be shared.” However, this does
Director of Campaigns” and to “mentor the staff member who not mean that they cannot act as a coach to the newly appointed
will be appointed as the project manager.” This should not be a project manager. Ref 6.2.4.5
separate project. Ref scenario
D. Incorrect. It is true that, according to the 'organizing' practice, the
D. Incorrect. According to the 'define roles, responsibilities and project manager should be responsible for “managing relationships
relationships' principle, “All projects have the following primary within the project ecosystem, including project assurance roles
stakeholders: the business, users and suppliers (see section 1.5.1). and the project board.” And that this should include managing the
All three stakeholder interests need to be represented effectively in relationship with CharityM. However, this does not explain why the
the project management team.” However, that does not mean that additional role of coach should be appointed. Ref 6.2.4.5
other roles should not be appointed, if required. Ref 2.3
You can ask if learners have the correct answer to help gauge their
You can ask if learners have the correct answer to help gauge their understanding. Explain that this is an example of a PRINCE2 7 exam
understanding. Explain that this is an example of a PRINCE2 7 exam question and that you will share example questions throughout the
question and that you will share example questions throughout the session(s).
session(s).

48 PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. 49
 Key Method Key Method

Principles Sample Explain that this is a sample exam question. Ask learners to read the Principles Sample Explain that this is a sample exam question. Ask learners to read the
Paper 1, Question 5 question and choose the best answer. Paper 1, Question 6 question and choose the best answer.
Learners should write down the answer but not tell you yet. This will Learners should write down the answer but not tell you yet. This will
support less confident learners. support less confident learners.

Slide 69 Slide 70

Principles Sample Give the answer: C. (Click to highlight the answer). Discuss the Principles Sample Give the answer: A. (Click to highlight the answer). Discuss the
Paper 1, Question 5 rationale (ask learners who got the correct answer for their reasoning) Paper 1, Question 6 rationale (ask learners who got the correct answer for their reasoning)
and give references if needed. Rationale and references: and give references if needed. Rationale and references:
A. Incorrect. According to the 'manage by stages' principle, “every A. Correct. According to the 'define roles, responsibilities and
PRINCE2 project should have at least two stages” the first stage is relationships' principle, “a PRINCE2 project management team
always initiation. However, this does not mean that there cannot be initiates and builds relationships with and between internal
more stages. It also does not explain why the project should learn and external stakeholders.” This should include building
Slide 69 from previous experiences. Ref 2.5 Slide 70 effective relationships with the major donors. Ref 2.3
Workshop Part 1

Workshop Part 1
Module 3

Module 3
B. Incorrect. It is true that “The focus on managing by stages ensures B. Incorrect. According to the ‘define roles, responsibilities and
that the project is properly initiated before work starts on delivery relationships’ principle, “All projects have the following primary
of the project’s outputs.” However, this does not explain why the stakeholders: the business, users and suppliers. All three
project should learn from previous experiences. Ref 2.5 stakeholder interests need to be represented effectively in the
project management team and this is reflected in the design
C. Correct. According to the 'learn from experience' principle,
of a PRINCE2 project board.” However, the major donors are
“when starting a project - previous or similar projects should
stakeholders, and do not the business. Ref 2.3
be reviewed to see if lessons could be applied. If the project
is a ‘first’ for the people within the business or if there is any C. Incorrect. According to the 'ensure continued business justification'
content which is new or novel, then it is even more important principle, it is true that PRINCE2 requires “There must be a
to learn from others. This could include projects delivered by justifiable reason for starting a project and the justification must
people or organizations external to the business to identify remain valid and be revalidated throughout the life of the project.”
relevant lessons.” Ref 2.2 However, this is not the reason why the Chief Finance Officer
should meet with the donors throughout the project. Ref 2.1
D. Incorrect. According to the 'learn from experience' principle, “as
the project progresses - The project team should share the insights D. Incorrect. According to the 'ensure continued business justification'
gained during the project.” However, this does not explain why principle, it is true that “the business justification drives decision-
the project should learn from previous experiences gained by the making to ensure the project remains aligned with the benefits
Contracted Project Manager. Ref 2.2 sought and contributes to business objectives. Organizations that
lack rigour in business justification may find that projects proceed
You can ask if learners have the correct answer to help gauge their
even when there are few real benefits or when a project has only
understanding. Explain that this is an example of a PRINCE2 7 exam
tentative associations with the business strategy.” However, this is
question and that you will share example questions throughout the
not the reason why the Chief Finance Officer should meet with the
session(s).
donors throughout the project. Ref 2.1
You can ask if learners have the correct answer to help gauge their
understanding. Explain that this is an example of a PRINCE2 7 exam
question and that you will share example questions throughout the
session(s).

50 PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. 51
 Key Method Key Method

Principles Sample Explain that this is a sample exam question. Ask learners to read the People The people element is the subject of the second exercise of the
Paper 1, Question 7 question and choose the best answer. workshop.
Learners should write down the answer but not tell you yet. This will
support less confident learners.

Slide 72
Slide 71
People element recap Ask the group a series of recap questions on the people element:
Principles Sample Give the answer: B. (Click to highlight the answer). Discuss the
• What are some challenges in leading a project team? Answer:
Paper 1, Question 7 rationale (ask learners who got the correct answer for their reasoning)
Multiple reporting lines, reliance on ability to influence and motivate,
and give references if needed. Rationale and references:
competing priorities, and hierarchical tension.
A. Incorrect. It is true that the 'manage by stages' principle “facilitates
• How can we define the term ‘stakeholder’? Answer: A stakeholder
the principle ‘manage by exception’ by delegating authority to the
Slide 74 is any individual or organization that can affect or be affected by an
project manager at each stage.” However, this does not explain why
initiative.
the stage ends should coincide with the end of the fund-raising
Slide 71 campaigns. Ref 2.5 • How would you describe culture? Answer: Culture is the set of
Workshop Part 1

Workshop Part 1
Module 3

Module 3
shared attitudes, values, goals, and ways of working that characterize
B. Correct. The 'manage by stages' principle “allows clarification
a group of people.
of what the impact will be of an identified external influence,
such as the organizational budget setting process.” The end of • What is the purpose of the change management approach?
a fund-raising campaign determines NowByou's budget for the Answer: to establish the target organizational state required for the
coming months. Ref 2.5 project to meet its objectives together with the means by which the
business will shift from the current state and through any interim
C. Incorrect. It is true that the 'manage by stages' principle “provides
states.
review and decision points, giving the project board the opportunity
to assess the project’s viability at defined intervals rather than let it • Why is a clear approach to communication important for
continue in an uncontrolled manner.” However, eight-week stages a project? Answer: It helps to avoid unnecessary barriers in
are quite short and more frequent, shorter stages would mean that implementing any changes, as people seek to protect the current
the 'manage by exception' principle does not operate effectively. situation or to limit the perceived negative impact of the project.
Ref 2.5
People exercise: Explain that you will work through the second exercise in pairs. Explain
D. Incorrect. It is true that the 'manage by stages' principle should approach how this will happen; for example, in face-to-face training, the learners
consider “the size and complexity of the project (shorter stages may be sat together, whereas for online training, you may use breakout
offer more control, whereas longer stages reduce the effort for rooms.
senior management).” However, this project is small and reasonably
Refer learners to questions 8-12 in Sample Paper 1 in the Learner
simple so there is no need for shorter stages (shorter than eight
Workbook. Ask the learners to review the relevant sections in the
weeks). The project board may request more frequent highlight
PRINCE2 7 Official Book and use their findings to support suggestions
reports or more project assurance in order to take into account the Slide 80 made during the team discussion. Explain that you will discuss the
low maturity, but shorter stages are unlikely to help. Ref 2.5
explanations for the correct/incorrect answers as part of the exercise.
You can ask if learners have the correct answer to help gauge their
Split the group in pairs however you wish. Once each pair has had
understanding. Explain that this is an example of a PRINCE2 7 exam
a chance to review and attempt to answer the questions, bring the
question and that you will share example questions throughout the
whole group back together to discuss each question in turn. Ask a
session(s).
representative from some of the pairs to provide their answer and a
brief explanation. Ask another pair whether they agree or disagree.
Reveal the correct answers and explain the rationale behind them.

52 PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. 53
 Key Method Key Method

People Sample Paper Explain that this is a sample exam question. Ask learners to read the People Sample Paper Give the answer: B. (Click to highlight the answer). Discuss the
1, Question 8 question and choose the best answer. 1, Question 8 rationale (ask learners who got the correct answer for their reasoning)
and give references if needed. Rationale and references:
Learners should write down the answer but not tell you yet. This will
support less confident learners. A. Incorrect. According to the 'organizing' practice, “project assurance
roles cannot be assigned to the project manager, project team
members, nor the project support”, all of whom should have a role in
delivering the outcome. This question is addressing the competency
Slide 81 Slide 81 and capability gap, not the need for requirements gathering to be
completed by someone with no conflict of interest. According to the
‘people’ element, “It is important to understand the competencies
and capabilities of the people recruited or assigned to a project and
ensure any gaps are identified and mitigations established to cover
them, such as upskilling or shifting responsibilities for certain tasks to
more appropriate people.” Ref 6.2.4.7, 3.3.2
B. Correct. “It is important to understand the competencies and
capabilities of the people recruited or assigned to a project
Workshop Part 1

Workshop Part 1
and ensure any gaps are identified and mitigations established
Module 3

Module 3
to cover them, such as upskilling or shifting responsibilities for
certain tasks to more appropriate people.” Ref 3.3.2
C. Incorrect. Although the statement may be true, if more skilled
resources were available (which they are not!), it doesn't address
the competency and capability gap that has now appeared. “It is
important to understand the competencies and capabilities of the
people recruited or assigned to a project and ensure any gaps
are identified and mitigations established to cover them, such
as upskilling or shifting responsibilities for certain tasks to more
appropriate people.” Ref 3.3.2
D. Incorrect. Being PRINCE2® qualified does not guarantee competency
and capability in requirements gathering, which is often gained
through experience. “It is important to understand the competencies
and capabilities of the people recruited or assigned to a project and
ensure any gaps are identified and mitigations established to cover
them, such as upskilling or shifting responsibilities for certain tasks to
more appropriate people.” Ref 3.3.2
You can ask if learners have the correct answer to help gauge their
understanding. Explain that this is an example of a PRINCE2 7 exam
question and that you will share example questions throughout the
session(s).

54 PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. 55
 Key Method Key Method

People Sample Paper Explain that this is a sample exam question. Ask learners to read the People Sample Paper Explain that this is a sample exam question. Ask learners to read the
1, Question 9 question and choose the best answer. 1, Question 10 question and choose the best answer.
Learners should write down the answer but not tell you yet. This will Learners should write down the answer but not tell you yet. This will
support less confident learners. support less confident learners.

Slide 82 Slide 83

People Sample Paper Give the answer: C. (Click to highlight the answer). Discuss the People Sample Paper Give the answer: D. (Click to highlight the answer). Discuss the
1, Question 9 rationale (ask learners who got the correct answer for their reasoning) 1, Question 10 rationale (ask learners who got the correct answer for their reasoning)
and give references if needed. Rationale and references: and give references if needed. Rationale and references:
A. Incorrect. Although it is true that in a co-located team “information A. Incorrect. Although it is true that stakeholders should be identified
tends to be shared organically through both formal and informal or “...may change over time as the project evolves…”, the project
networks”, this is not currently a co-located team. “When teams are manager should have made more effort to identify “...key people
virtual, located at a distance from each other, or hybrid, building either impacted or critical to the success of the project (who may
Slide 82 social cohesion needs to be more deliberately considered through Slide 83 not hold a formal role).” Ref 3.2.2
Workshop Part 1

Workshop Part 1
Module 3

Module 3
methods such as: syncing co-location days for key people/ teams
B. Incorrect. Although it is true that some stakeholders should be
with a focus on building key relationships.” Ref 3.4, 3.3.3
communicated with in a different way, this was not the focus of the
B. Incorrect. This action is likely to have a negative effect on morale question. The project manager should have made more effort to
and motivation. “Co-creating ways of working with project team identify “... key people either impacted or critical to the success of
members (and stakeholders) significantly improves people’s the project (who may not hold a formal role).” Ref 3.2.2
willingness to be managed in line with them.” Also, this is not a
C. Incorrect. Although it is true that the project manager can consult
co-located team. “When teams are virtual, located at a distance
with project assurance when completing the stakeholder analysis,
from each other, or hybrid, building social cohesion needs to be
this is not the focus of the question. The project manager should
more deliberately considered through methods such as: syncing
have made more effort to identify “... key people impacted by the
co-location days for key people/ teams with a focus on building key
project, who may not hold a formal role within the project team, but
relationships.” Ref 3.3, 3.3.
are nonetheless critical to the success of the project.” Ref 3.2.2
C. Correct. Although it is true that in a co-located team
D. Correct. The project manager should have made more effort
“information tends to be shared organically through both
to identify “... key people either impacted or critical to the
formal and informal networks”, this is not currently a co-
success of the project (who may not hold a formal role).” Ref
located team. “When teams are virtual, located at a distance
3.2.2
from each other, or hybrid, building social cohesion needs to
be more deliberately considered through methods such as: You can ask if learners have the correct answer to help gauge their
syncing co-location days for key people/ teams with a focus on understanding. Explain that this is an example of a PRINCE2 7 exam
building key relationships.” Ref 3.4, 3.3.3 question and that you will share example questions throughout the
session(s).
D. Incorrect. It may be true that any change to organization-wide
practices should be approved by the project executive and/or CEO. People Sample Paper Explain that this is a sample exam question. Ask learners to read the
In a co-located team “information tends to be shared organically 1, Question 11 question and choose the best answer.
through both formal and informal networks”, this is not currently
Learners should write down the answer but not tell you yet. This will
a co-located team. However, “When teams are virtual, located at
support less confident learners.
a distance from each other, or hybrid, building social cohesion
needs to be more deliberately considered through methods such
as: syncing co-location days for key people/ teams with a focus on
building key relationships.” Ref 3.4, 3.3.3 Slide 84
You can ask if learners have the correct answer to help gauge their
understanding. Explain that this is an example of a PRINCE2 7 exam
question and that you will share example questions throughout the
session(s).

56 PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. 57
 Key Method Key Method

People Sample Paper Give the answer: A. (Click to highlight the answer). Discuss the People Sample Paper Explain that this is a sample exam question. Ask learners to read the
1, Question 11 rationale (ask learners who got the correct answer for their reasoning) 1, Question 12 question and choose the best answer.
and give references if needed. Rationale and references:
Learners should write down the answer but not tell you yet. This will
A. Correct. Feedback should be acted upon to ensure that “... support less confident learners.
defined ways of working remain aligned with how people
are actually working. Persistent non-compliance with project
processes is often a leading indicator that the agreed ways of
Slide 84 working have become unaligned with the emerging project Slide 85
culture.” Ref 3.2.3
B. Incorrect. Although it is true according to the 'organizing' practice
that “project support is responsible for providing services such as,
administrative support,” this does not explain why, according to the
'people' element, feedback should be acted upon to ensure that “...
defined ways of working remain aligned with how people are actually
working. Persistent non-compliance with project processes is often
a leading indicator that the agreed ways of working have become
Workshop Part 1

Workshop Part 1
unaligned with the emerging project culture.” Ref 6.2.4.8, 3.2.3
Module 3

Module 3
C. Incorrect. Although it is true that according to the 'issues' practice,
the baseline is “the current approved versions of the management
products and project products that are subject to change control.”
It is only the detailed content of the 'new issue form' (and who
completes it) that is changing. Therefore, the issue management
approach is unlikely to need to be changed. Even if it does need
to be changed, this does not explain why according to the 'people'
element, feedback should be acted upon. Ref 10.1
D. Incorrect. The fact that team members have said that the form is
hard to complete suggests that they were aware of the process.
The focus of this question is on why the change was made.
Feedback should be acted upon to ensure that “... defined ways
of working remain aligned with how people are actually working.
Persistent non-compliance with project processes is often a leading
indicator that the agreed ways of working have become unaligned
with the emerging project culture.” Ref 3.2.3
You can ask if learners have the correct answer to help gauge their
understanding. Explain that this is an example of a PRINCE2 7 exam
question and that you will share example questions throughout the
session(s).

58 PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. 59
 Key Method Key Method

People Sample Paper Give the answer: B. (Click to highlight the answer). Discuss the Organizing practice Ask the group a series of recap questions on the organizing practice:
1, Question 12 rationale (ask learners who got the correct answer for their reasoning) recap
• What is the purpose of the organizing practice? Answer: To
and give references if needed. Rationale and references:
define and establish the project’s structure of accountability and
A. Incorrect. The 'people' element should apply the 'learn from responsibilities.
experience' principle by understanding that “there is significant
• What are the roles (and their responsibilities) in the project
value in learning from visible knowledge, such as business books
management team? Answer: Project executive, senior user, senior
and captured learning, there is valuable knowledge hidden within
Slide 85 Slide 89 supplier, project manager, team manager, project assurance and
a project ecosystem. This requires a collaborative environment
project support.
that encourages knowledge sharing throughout the lifetime of
a project.” The project manager may have learnt many personal • What are the three project interests? Answer: Business, user, and
lessons, but these have not been shared with or gained from supplier.
others. Ref 3.5.1 • Why is it important to have a work breakdown structure?
B. Correct. The 'people' element should apply the 'manage by Answer: It supports the project manager in structuring teams and
exception' principle by allowing that “decisions should be setting boundaries
made at the most local level to where the knowledge needed • What should you include when designing the project ecosystem?
to make and own those decisions resides. Decisions should Answer: Project team structure, people and resources required,
Workshop Part 1

Workshop Part 1
be progressed through the levels mainly when a decision has
Module 3

Module 3
working practices, behaviours, and culture.
the potential to impact other areas of the project. Therefore,
it requires different perspectives to be considered... the Organizing exercise: Explain that this activity features a different approach, where learners
extent of delegation is often dependent on the level of approach must match a series of answers from a selection of options for the first
confidence and trust that exists in the key relationships and question.
will adapt over the life of a project in response to the skills and Learners will attempt these questions independently.
capabilities of individuals.” Ref 3.5.1
C. Incorrect. The 'people' element should apply the 'manage by stages'
principle by dividing the project into stages. “The stages of a project
Slide 96
often mark a change in the influencers and any key relationships.
They are good points to review how the project is planned to Organizing Sample Explain that this is a sample exam question. Ask learners to read the
deliver, ensuring it remains aligned with how people interact with Paper 1, Questions question and choose the best answer.
each other and the wider organizational ecosystem.” However, no 19-21
Learners should write down the answers but not tell you yet. This will
stages have been discussed. Ref 3.5.1
support less confident learners.
D. Incorrect. The 'people' element applies the 'focus on products'
principle by “co-creating products, with agreed product
descriptions, with the business, user, and supplier communities
unites their different perspectives. This improves the development
and adoption of the products into the business, reducing handover Slide 97
risks and ensuring that operational and maintenance issues are
fully considered.” However, there is no mention of products here.
Ref 3.5.1
You can ask if learners have the correct answer to help gauge their
understanding. Explain that this is an example of a PRINCE2 7 exam
question and that you will share example questions throughout the
session(s).

60 PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. 61
 Key Method Key Method

Organizing Sample Give the answers: B, C, D. (Click to highlight the answers). Discuss the Organizing Sample Explain that this is a sample exam question. Ask learners to read the
Paper 1, Questions rationales (ask learners who got the correct answer for their reasoning) Paper 1, Question 22 question and choose the best answer.
19-21 and give references if needed. Rationales and references:
Learners should write down the answer but not tell you yet. This will
B. Correct. According to the additional information relating to support less confident learners.
the Graduate Trainees, “The first four trainees will reach the
end of their two year training programme in two months’
time and a decision needs to be taken as to whether they will
be offered ongoing roles with NowByou. All have received Slide 98
PRINCE2 training.” According to the 'organizing' practice’,
project managers “are responsible for day-to-day management
of a project.” This includes the need to “Ensure that project
risks are being identified, assessed, and controlled throughout
the project. Ensure that team managers implement the
management approaches agreed in their team plans.” Ref
6.2.4.5
A, C, D, E, F Incorrect. Ref 6.2.4.5
Workshop Part 1

Workshop Part 1
Module 3

Module 3
C. Correct. According to the additional information, “the Chief
Slide 97 Finance Officer (CFO) of NowByou was appointed 6 months
ago and has been very active with donors and partners to
increase the financial standing of the organization. Was
previously a senior executive with a major bank and is keen
to bring good portfolio and project management practices to
NowByou.” According to the 'organizing' practice, “the project
executive is appointed by the business as the single point of
accountability for the project and is ultimately accountable for
the success of the project.” Ref 6.2.4.1
A, B, D, E, F Incorrect. Ref 6.2.4.1
D. Correct. According to the additional information, the
“Marketing Agency Director NowByou have a relationship
with a commercial marketing agency, CharityM, who works
with the Head of Publicity and Social Media in developing and
placing advertising on TV and radio stations.” According to
the 'organizing' practice, “the senior supplier represents the
supplier community that is involved in all aspects of delivering
the project products.” Ref 6.2.4.3
A, B, C, E, F Incorrect. Ref 6.2.4.3
You can ask if learners have the correct answers to help gauge their
understanding. Explain that this is an example of a PRINCE2 7 exam
question and that you will share example questions throughout the
session(s).

62 PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. 63
 Key Method

Organizing Sample Give the answer: A. (Click to highlight the answer). Discuss the
Paper 1, Question 22 rationale (ask learners who got the correct answer for their reasoning)
and give references if needed. Rationale and references:
A. Correct. According to the additional information the CFO
“has been very active with donors and partners to increase
the financial standing of the organization. Was previously a
senior executive with a major bank and is keen to bring good
Slide 98 portfolio and project management practices to NowByou.” And
“the project executive secures funding for the project and is
responsible for the business case and the continued business
justification of the project.” Ref 6.2.4.1
B. Incorrect. It is true that “the project executive is appointed by the
business as the single point of accountability for the project and is
ultimately accountable for the success of the project.” And “there
cannot be more than one project executive role.” However, this
does not explain why the CFO is a suitable candidate to be project
Workshop Part 1

Workshop Part 1
executive. Ref 6.2.4.1
Module 3

Module 3
C. Incorrect. It is true that, according to the scenario, the Contracted
Project Manager is responsible for “advising and coaching the
NowByou Director of Campaigns, who is sponsoring the project.”
However, PRINCE2 does not define the role of “sponsor”, it defines
the role of project executive. The project executive could report
to the sponsor. The CFO may be a more suitable candidate, than
the Director of Campaigns, to be “responsible for effectively
governing the project in a way that is aligned to the business
strategy, including ensuring longer-term thinking on topics such as
environmental, social, and economic impacts.” And this does not
explain why the CFO should not be appointed as project executive.
Ref 6.2.4.1
D. Incorrect. It is true that, according to the scenario, “the Head of
Publicity and Social Media reports to the Director of Campaigns and
is responsible for Brand management, press releases and social
media.” Therefore, they are likely to be responsible for achieving
the benefits from the campaign. However, this is the responsibility
of the senior user, not the project executive. The senior user
should be responsible for “demonstrating to the business that
the forecasted benefits in the business case are on track to being
realized.” Ref 6.2.4.2. You can ask if learners have the correct
answer to help gauge their understanding. Explain that this is an
example of a PRINCE2 7 exam question and that you will share
example questions throughout the session(s).

64 PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. 65
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with a PeopleCert subscription

Module 4 What this module Before you begin

Workshop covers
This module forms the second part of
Please ensure you have your own copy
of the following documents available

Part 2 the PRINCE2 Practitioner workshop. for reference throughout this module:

The aim of this module is to continue • the PRINCE2 7 Practitioner

preparation for the PRINCE2 7 examination Sample Paper 1
Practitioner exam by completing and 2 Scenario Booklet
exercises based on sample questions. • the PRINCE2 7 Practitioner
examination Sample Paper 1
Answers and rationales.
You can find copies of these
in the Appendices.

Prepare for
the session ...
 Discover exclusive content
with a PeopleCert subscription

Module 4
Workshop
Part 2

Training objective(s)

Recall the PRINCE2 processes.

Summarize the purpose and key activities during the following

processes: starting up a project, directing a project, and initiating a
project.

Provide an overview of the business case practice.

Respond to sample questions regarding

starting up a project, directing a project,
initiating a project, and the business case
practice.
Respond to sample questions regarding starting up a project,
directing a project, initiating a project, and the business case
theme.

Timing

90 minutes (core)
100 minutes (Optional refresher content and independent
study review)

68 PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. 69
 Key Method Key Method

Business case recap Ask learners a series of recap questions regarding the business case Business case Give the answers: C, A, D. (Click to highlight the answer). Discuss the
practice to ensure that they are prepared for the exercise. Encourage Sample Paper 1, rationales (ask learners who got the correct answer for their reasoning)
learners to consult the Official Book: Questions 14-16 and give references if needed. Rationales and references:
• Purpose: the purpose of the business case practice is to establish C. Correct. The business case should include “Time: the period
mechanisms to judge whether a project is (and remains) desirable, over which the project will run and the period over which the
viable, and achievable. benefits will be realized.” The project will now take 7 months
Slide 103 to complete which indicates the period over which the project
Define and give examples of the following key concepts:
will run. Ref 5.5
• Output: this is the product delivered by the project. In the scenario,
A, B, D, E, F Incorrect. Ref 5.5
the output is the new campaign. Can learners think of what the
output would be in their own work/previous experience? A. Correct. The business case should include “Reasons: defines
the reasons for undertaking the project and explains how the
• Outcome: this is what the user can do with the output. In
project will enable the achievement of business objectives.”
the scenario, the outcome would be increased awareness of
The increase in the number of incidents being reported is the
discrimination against marginalized groups. Are there other examples
reason why the project is needed. Ref 5.5
the group can think of, perhaps in relation to the outputs they
suggested? B, C, D, E, F Incorrect. Ref 5.5
• Benefit: these are the measurable improvements of using this D. Correct. The business case should include “Costs: A summary
product. In terms of a campaign project, this may be linked to an of the project costs, the ongoing operations and maintenance
Slide 111
increase in donations or applications to volunteer with the charity. costs and their funding arrangements.” Therefore, the fact that
Encourage the learners to continue to consider it through their own funding will come from different sources should be recorded
experience. under costs. Ref 5.5
• Dis-benefit: this is the opposite of an improvement. In the context of A, B, C, E, F Incorrect. Ref 5.5
the workshop scenario, this could be a decline in donations to other
You can ask if learners have the correct answers to help gauge their
campaigns run by the same charity.
understanding. Explain that this is an example of a PRINCE2 7 exam
Business case Sample Explain that this is a sample exam question. Ask learners to read the question and that you will share example questions throughout the
Workshop Part 2

Workshop Part 2
Module 4

Module 4
Paper 1, Questions question and choose the best answer. session(s).
14-16
Learners should write down the answers but not tell you yet. This will Business case Sample Explain that this is a sample exam question. Ask learners to read the
support less confident learners. Paper 1, Question 17 question and choose the best answer.
Learners should write down the answer but not tell you yet. This will
support less confident learners.

Slide 111
Slide 112

70 PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. 71
 Key Method Key Method

Business case Sample Give the answer: D. (Click to highlight the answer). Discuss the PRINCE2 processes Present Figure 12.1 from Chapter 12 of the Official Book PRINCE2
Paper 1, Question 17 rationale (ask learners who got the correct answer for their reasoning) 7 Managing Successful Projects, which shows how each process is
and give references if needed. Rationale and references: applied during a project lifecycle.
A. Incorrect. A benefit is “The measurable improvement resulting Highlight the three management levels, which are delivering, managing,
from an outcome perceived as an advantage by the investing and directing. Each level has specific responsibilities and activities to
organization and which contributes towards one or more business perform at the different stages.
objectives.” However, the stated benefit will not be realized as a Slide 115
Slide 112 • Starting up a project: the purpose is to gather sufficient information
result of an outcome derived from the output of the Feasibility
to decide if it is worth investing in the detailed planning of the project.
Study Project. Ref. 5.1
• Initiating a project: this involves establishing whether there is
B. Incorrect. “It is a PRINCE2 principle that a project must ensure
justification to proceed with the project. At this stage, a business case
continued business justification. This requires that the business
is developed, and resources are committed by the project board.
justification is established at the beginning of the project …”
However, the stated benefit will not be realized as a result of an • Controlling a stage: this involves the monitoring and control
outcome derived from the output (a recommended option) of the activities performed by the project manager. The project manager
Feasibility Study Project. Ref. 5.1 must ensure that each stage stays on course and must react
to unexpected issues. This process describes the day-to-day
C. Incorrect. It is true that business justification should consider both
management of the project.
benefits and costs to understand the value. “Business justification
is not just about costs but also about understanding the value of a • Managing a stage boundary: this provides the project board with
project. It is the perceived benefits or importance of the outcomes, key decision points where they can decide whether to continue with
in proportion to the resources deployed to achieve them. the project or close it down.
Moreover, business justification is about selecting an approach that • Managing product delivery: this ensures that the planned products
offers the best overall value.” However, the stated benefit will not be are created and delivered. Here, the project manager assesses work
realized as a result of an outcome derived from the output of the progress, ensures that quality criteria are met, and obtains approval
Feasibility Study Project. Ref. 5.1 for completed products.
D. Correct. It is true that “PRINCE2 projects deliver outputs in • Closing a project: this covers the project manager’s work in
Workshop Part 2

Workshop Part 2
the form of products which are used to facilitate changes in
Module 4

Module 4
completing the project either at its end or at premature close. Here
an organization or for organizations. These changes create the project manager prepares information for the project board so
capabilities that lead to outcomes. The outcomes allow the that they can confirm that the project may close.
organization(s) to realize the benefits that are explained in
• Directing a project: this runs from the project start-up until its
the business case for the project.” However, the stated benefit
closure. The project board directs the project by means of reports at
will not be realized as a result of an outcome derived from
various decision points.
the output (a recommended option) of the Feasibility Study
Project. Ref. 5.1You can ask if learners have the correct answer Point out that simple projects have fewer stages than longer ones.
to help gauge their understanding. Explain that this is an
Note:
example of a PRINCE2 7 exam question and that you will share
example questions throughout the session(s). • There should be at least two stages, the first of which is the initiation
stage.
• Managing a stage boundary is first used at the end of the initiation
stage and repeated at the end of each subsequent stage except the
final stage. It is also used to prepare exception plans, which can be
done at any time including in the final stage.

72 PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. 73
 Key Method Key Method

Starting up a project Show the starting up a project title slide. Starting up a project Explain that this is a sample exam question. Ask learners to read the
Sample Paper 1, question and choose the best answer.
Question 57
Learners should write down the answer but not tell you yet. This will
support less confident learners.

Slide 118

Starting up a project Explain that this is a sample exam question. Ask learners to read the
Slide 125
Sample Paper 1, question and choose the best answer.
Question 56 Starting up a project Give the answer: A. (Click to highlight the answer). Discuss the
Learners should write down the answer but not tell you yet. This will
Sample Paper 1, rationale (ask learners who got the correct answer for their reasoning)
support less confident learners.
Question 57 and give references if needed. Rationale and references:
A. Correct. The business should be “accountable” for the 'appoint
the project executive and project manager' activity. In this
activity, “the appointment of a project manager allows for the
Slide 124 project to be managed on a day-to-day basis on behalf of the
Starting up a project Give the answer: A. (Click to highlight the answer). Discuss the project executive.” Ref 13.6 tab 13.2, 13.4.1
Slide 125
Sample Paper 1, rationale (ask learners who got the correct answer for their reasoning) B. Incorrect. The project executive should be “responsible” for the
Question 56 and give references if needed. Rationale and references: 'appoint the project executive and project manager' activity. Ref
A. Correct. The business layer should be “accountable” for 13.6 tab 13.2
the 'appoint the project management team' activity. In this C. Incorrect. Project assurance is not involved in the 'appoint the
activity, “the project management team needs to reflect the project executive and project manager' activity. Ref 13.6 tab 13.2
interests of all parties who will be involved, including business,
D. Incorrect. Project support is not involved in the 'appoint the project
user, and supplier interests .... It is important that in addition
Slide 124 executive and project manager' activity. Ref 13.6 tab 13.2
to the authority, responsibility, and knowledge mentioned
Workshop Part 2

Workshop Part 2
above, those involved can work together to form a high You can ask if learners have the correct answer to help gauge their
Module 4

Module 4
performing team.” Ref 13.6 tab 13.2, 13.4.4 understanding. Explain that this is an example of a PRINCE2 7 exam
question and that you will share example questions throughout the
B. Incorrect. The project executive should be “responsible” for the
session(s).
'appoint the project management team' activity. Ref 13.6 tab 13.2
C. Incorrect. The project manager is not involved in the 'appoint the Directing a project Ask the group to recap their knowledge of the processes’ purpose
project management team' activity. Ref 13.6 tab 13.2 recap and the main activities. Prompt them to look up the directing a project
process in the Official Book. Responses should include the following:
D. Incorrect. Project support is not involved in the 'appoint the project
management team' activity. Ref 13.6 tab 13.2 • Directing a project’s purpose: enable the project board to be
accountable for project success.
You can ask if learners have the correct answer to help gauge their
understanding. Explain that this is an example of a PRINCE2 7 exam • Directing a project’s activities:
question and that you will share example questions throughout the Slide 128 • authorize initiation
session(s).
• authorize the project
• authorize a stage or exception plan
• give ad hoc direction
• authorize project closure.

74 PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. 75
 Key Method Key Method

Directing a project Explain that this is a sample exam question. Ask learners to read the Directing a project Give the answer: C. (Click to highlight the answer). Discuss the
Sample Paper 1, question and choose the best answer. Sample Paper 1, rationale (ask learners who got the correct answer for their reasoning)
Question 50 Question 51 and give references if needed. Rationale and references:
Learners should write down the answer but not tell you yet. This will
support less confident learners. A. Incorrect. The senior user should be “consulted” as part of the
‘authorize a stage or exception plan’ activity. Ref 14.6, tab 14.2
B. Incorrect. The project executive should be “accountable/
responsible” for the 'authorize a stage or exception plan' activity.
Slide 132 Slide 133 Ref 14.6 tab 14.2
C. Correct. The project manager should be “informed” by the
Directing a project Give the answer: B. (Click to highlight the answer). Discuss the
project board as part of the 'authorize a stage or exception
Sample Paper 1, rationale (ask learners who got the correct answer for their reasoning)
plan' activity. Ref 14.6, tab 14.2
Question 50 and give references if needed. Rationale and references:
D. Incorrect. Project assurance should be “consulted” by the project
A. Incorrect. As part of the ‘give ongoing direction’ activity, “If an
board as part of the 'authorize a stage or exception plan' activity.
exception has occurred during the stage, the project board may
Ref 14.6 tab 14.2
request that the project manager produces an exception plan for
project board approval.” Project assurance should be “consulted” as You can ask if learners have the correct answer to help gauge their
part of 'give ongoing direction' activity. Ref 14.6 tab 14.2, 14.4.3 understanding. Explain that this is an example of a PRINCE2 7 exam
Slide 132 question and that you will share example questions throughout the
B. Correct. The senior user should be “responsible for user
session(s).
related (R2)” direction in the 'give ongoing direction' activity.
They are not “consulted”. Ref 14.6, tab 14.2 Initiating a project Ask the group to recap their knowledge of the processes’ purpose
C. Incorrect. The team manager should be “informed” in the 'give recap and the main activities. Prompt them to look up the initiating a project
ongoing direction' activity. They are not “consulted”. Ref 14.6 tab process in the Official Book. Responses should include the following:
14.2 • Initiating a project’s purpose: to establish a solid project baseline
D. Incorrect. Project support should be “informed” in the 'give ongoing and assure a common understanding of all aspects of the proposed
direction' activity. They are not “consulted”. Ref 14.6 tab 14.2 project.
Workshop Part 2

Workshop Part 2
Module 4

Module 4
You can ask if learners have the correct answer to help gauge their Slide 136 • Initiating a project’s activities:
understanding. Explain that this is an example of a PRINCE2 7 exam • agree tailoring requirements
question and that you will share example questions throughout the
• prepare the risk management approach
session(s).
• prepare the change control approach
Directing a project Explain that this is a sample exam question. Ask learners to read the
Sample Paper 1, question and choose the best answer. • prepare the quality management approach
Question 51 • prepare the communication management approach
Learners should write down the answer but not tell you yet. This will
support less confident learners. • set up the project controls
• create the project plan
• prepare the benefits management approach

Slide 133 • assemble the project initiation documentation.

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 Key Method Key Method

Initiating a project Explain that this is a sample exam question. Ask learners to read the Initiating a project Give the answer: D. (Click to highlight the answer). Discuss the
Sample Paper 1, question and choose the best answer. Sample Paper 1, rationale (ask learners who got the correct answer for their reasoning)
Question 53 Question 54 and give references if needed. Rationale and references:
Learners should write down the answer but not tell you yet. This will
support less confident learners. A. Incorrect. The 'agree the tailoring requirements' activity is where
“The project manager may need to tailor PRINCE2 to recognize the
internal and external factors that affect the way in which the project
is delivered… How PRINCE2 or the business’ standard project
management framework will be applied and/or tailored must be
Slide 140 Slide 141 documented and agreed.” Ref 15.4.1
Initiating a project Give the answer: B. (Click to highlight the answer). Discuss the B. Incorrect. The 'agree the management approaches' activity is
Sample Paper 1, rationale (ask learners who got the correct answer for their reasoning) where “The management approaches are derived from business
Question 53 and give references if needed. Rationale and references: strategies, standards or practices that the project needs to comply
A. Incorrect. The project executive should be “accountable” for the with, and the users’ quality and sustainability expectations captured
'prepare the full business case' activity. The business layer has no in the project product description. When the approaches have
involvement in this activity. Ref 15.6 tab 15. been defined, it is possible to set up the project controls and create
the project plan.” Ref 15.4.2
B. Correct. The project executive should be “accountable” for the
'prepare the full business case' activity. This means that the C. Incorrect. The 'establish project controls' activity is where “The
Slide 140
project executive should approve the full business case which level of control required by the project board after initiation
has been updated with revised time and cost after producing needs to be agreed, and the mechanism for such controls
the project plan. Ref 15.6 tab 15.2 needs to be established, as does the level of control required
by the project manager of the work to be undertaken by team
C. Incorrect. The project manager should be “responsible” for the managers.” Ref 15.4.3
'prepare the full business case' activity. This means that the project
manager should prepare the full business case for approval by the D. Correct. As part of the 'request project authorization' activity, “To
project executive. Ref 15.6 tab 15.2 finish the process of initiating a project, hence the initiation stage,
the project manager contacts the project board to request project
D. Incorrect. Project assurance should be “consulted” in the 'prepare
Workshop Part 2

Workshop Part 2
authorization.” Ref 15.4.7
Module 4

Module 4
the full business case' activity. This means that the project manager
should prepare the full business case in consultation with project You can ask if learners have the correct answer to help gauge their
assurance, for approval by the project executive. Ref 15.6 tab 15.2 understanding. Explain that this is an example of a PRINCE2 7 exam
question and that you will share example questions throughout the
You can ask if learners have the correct answer to help gauge their session(s).
understanding. Explain that this is an example of a PRINCE2 7 exam
question and that you will share example questions throughout the
session(s).

Initiating a project Explain that this is a sample exam question. Ask learners to read the
Sample Paper 1, question and choose the best answer.
Question 54
Learners should write down the answer but not tell you yet. This will
support less confident learners.

Slide 141

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Module 5 What this module Before you begin

Workshop covers
In this module, learners can decide
Please ensure you have your own copy
of the following documents available

Part 3 which PRINCE2 topic areas to review for reference throughout this module:
and complete their preparation for the • the PRINCE2 7 Practitioner
Practitioner exam. examination Sample Paper 1 and 2
The aim of this module is to allow Scenario Booklet
learners to select topics that are of the • the PRINCE2 7 Practitioner
highest concern/interest to them, in examination Sample Paper 1
order to tailor the workshop to their Answers and rationales.
needs.
You can find copies of these
The course timetable is flexible for the in the Appendices.
third workshop module. On average,
the group should explore one topic
area per 30 minutes.

Prepare for
the session
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with a PeopleCert subscription

Module 5
Workshop
Part 3

Training objective(s)

Review our plan of action and priorities for this part

of the workshop.

Explore various areas of the PRINCE2 7 Practitioner syllabus and

complete exercises and activities relating to sample questions.

Boost learners’ understanding and confidence.

Key learning points

Explore relevant areas of the PRINCE2

method and complete Practitioner-level
exercises.

Build confidence and prepare for

the Practitioner exam.

Timing

30 minutes

82 PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. 83
 Key Method Key Method

Plans practice recap Ask the learners to recall key information regarding the plans practice. Plans Sample Paper Explain that this is a sample exam question. Ask learners to read the
Remind them to review this in the Official Book if they need to: 1, Question 27 question and choose the best answer.
• Purpose: to facilitate communication and control by defining the Learners should write down the answer but not tell you yet. This will
means of delivering the products. support less confident learners.
• Questions answered by defining the means of delivering the
Slide 146 products: where, how, by whom, when, how much?
• Definition of a plan: a detailed proposal to enable the project team Slide 154
to understand products, risks, issues, people/resources, activities, and
Plans Sample Paper Give the answer: D. (Click to highlight the answer). Discuss the
targets/tolerances.
1, Question 27 rationale (ask learners who got the correct answer for their reasoning)
• Four types of plan: project plan, stage plan, team plan, exception and give references if needed. Rationale and references:
plan.
A. Incorrect. The purpose of the commercial management approach
Plans Sample Paper Explain that this is a sample exam question. Ask learners to read the is “to describe the procedures, techniques and standards to
1, Questions 24-26 question and choose the best answer. be applied and the responsibilities for effective commercial
management. This covers the approach to secure, service and
Learners should write down the answers but not tell you yet. This will Slide 154 maintain all commercial agreements required for the project to be
support less confident learners.
a success. This may include activities such as market engagement,
procurement and contract management.” However, this does not
explain why the team managers should refer to the work package
Slide 153 for instructions on how to complete the work package. Ref 6.5
B. Incorrect. It is true that the project product description should
Plans Sample Paper Give the answers: C, A, F. (Click to highlight the answer). Discuss the
include “User’s quality expectations: Description of the quality
1, Questions 24-26 rationales (ask learners who got the correct answer for their reasoning)
expected of the project products and the standards and processes
and give references if needed. Rationales and references:
that will need to be applied to achieve them.” However, this
C. Correct. The senior user should “ensure that project plans and information is held at project level and it is the work package that
stage plans remain consistent with the user perspective.” This contains everything a team manager needs to know to complete
should include checking that there is enough time allowed in the work. Ref 7.5
the plan for User Group input. Ref tab 7.1
C. Incorrect. A stage plan should follow the format of 'plan' and should
A, B, D, E, F Incorrect. Ref tab 7.1 include “Work to be performed: The work in the scope of the plan
A. Correct. The business layer should “provide the planning shown by way of a work breakdown structure and the associated
standards required by the business.” This should include work package description(s).” The detailed techniques and
providing any existing planning standards based on previous constraints will be in the work package. Ref 7.5
projects as the project management maturity of the D. Correct. A work package description contains everything a
organization is very low. Ref tab 7.1 team manager needs to know to complete the work, including
“Techniques and procedures: Requirements for how the work
Workshop Part 3

Workshop Part 3
B, C, D, E, F Incorrect. Ref tab 7.1
Module 5

Module 5
is to be done; Constraints: restrictions or limits on the work,
F. Correct. The team manager should “prepare schedules for
such as authorized work hours, safety, and security measures;
Slide 153 each work package.” Ref tab 7.1
References: Applicable references from higher level plans.” Ref
A, B, C, D, E Incorrect. Ref tab 7.1 7.5
You can ask if learners have the correct answers to help gauge their You can ask if learners have the correct answer to help gauge their
understanding. Explain that this is an example of a PRINCE2 7 exam understanding. Explain that this is an example of a PRINCE2 7 exam
question and that you will share example questions throughout the question and that you will share example questions throughout the
session(s). session(s).

84 PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. 85
 Key Method Key Method

Plans Sample Paper Explain that this is a sample exam question. Ask learners to read the Quality practice Split the group into small teams and run a small quiz based on the
1, Question 28 question and choose the best answer. recap quality practice. Answers:
Learners should write down the answer but not tell you yet. This will • Purpose: to define and implement the means by which the project
support less confident learners. will verify that products are fit for purpose.
• Terms:
1 Quality: the degree to which a set of inherent characteristics of a
Slide 155 Slide 157 product, service, process, person, organization, system, or resource
fulfils requirements.
Plans Sample Paper Give the answer: C. (Click to highlight the answer). Discuss the
1, Question 28 rationale (ask learners who got the correct answer for their reasoning) 2 Quality management: the coordinated activities to direct and
and give references if needed. Rationale and references: control an organization with regard to quality.

A. Incorrect. The ‘closing a project’ process should never be planned 3 User’s quality expectations: a statement on the quality expected
as a separate stage, the activity occurs as part of the final stage of from the project product, captured in the project product description.
the project. As part of the 'prepare next stage plan' activity “The 4 Acceptance criteria: a prioritized list of criteria that the project
stage plan for the next stage is produced near the end of the product must meet before the customer will accept it.
Slide 155 current stage. Closure activities should be planned as part of the
stage plan for the final stage.” Ref 18.4.1 fig 12.1 5 Quality specifications: a description of the quality measures that will
be applied by those performing quality control and the levels that a
B. Incorrect. The ‘closing a project’ process should never be finished product must meet.
planned as a separate stage, the activity occurs as part of the
final stage of the project. As part of the 'prepare next stage Quality terminology Explain that this terminology is integral to the quality practice. Ask
plan' activity “The stage plan for the next stage is produced learners to match the terminology on the left with the correct definition
near the end of the current stage. Closure activities should be on the right. Allow 5 minutes for this.
planned as part of the stage plan for the final stage.” Ref 18.4.1 Then, ask learners to discuss their answers in pairs for 2–3 minutes
fig 12.1 before taking their answers.
C. Correct. “The stage plan for initiating a project is created If you are delivering the course virtually, ask learners to consider which
Slide 159
during the process of starting up a project. Subsequent stage elements match, then elicit the correct definitions from the group by
plans are prepared near the end of the current stage. This select individuals to share their answers.
approach allows a stage plan to: be produced close to the
time when the planned activities will occur.” Therefore, the Quality terminology: Reveal and discuss the answers.
activities of the 'closing a project' process should be planned answers
at the end of stage 2, not as a separate stage. In addition, the
‘closing a project’ process is not a separate stage, it is part of
the final stage. Ref 7.2.2.2 fig 12.1
D. Incorrect. “The stage plan for initiating a project is created during
the process of starting up a project. Subsequent stage plans are
Workshop Part 3

Workshop Part 3
Slide 159
Module 5

Module 5
prepared near the end of the current stage. This approach allows
a stage plan to: be produced close to the time when the planned Quality Sample Explain that this is a sample exam question. Ask learners to read the
activities will occur.” Therefore, the activities of the 'closing a project' Paper 1, Question 33 question and choose the best answer.
process should be planned at the end of stage 2 (which is the
Learners should write down the answer but not tell you yet. This will
penultimate stage, not the final stage). Ref 7.2.2.2
support less confident learners.
You can ask if learners have the correct answer to help gauge their
understanding. Explain that this is an example of a PRINCE2 7 exam
question and that you will share example questions throughout the
session(s). Slide 166

86 PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. 87
 Key Method Key Method

Quality Sample Give the answer: C. (Click to highlight the answer). Discuss the Quality Sample Give the answer: A. (Click to highlight the answer). Discuss the
Paper 1, Question 33 rationale (ask learners who got the correct answer for their reasoning) Paper 1, Question 34 rationale (ask learners who got the correct answer for their reasoning)
and give references if needed. Rationale and references: and give references if needed. Rationale and references:
A. Incorrect. User’s quality expectations are a statement “about the A. Correct. “The quality management approach describes the
quality expected from the project product, captured in the project quality standards and procedures that will be followed.”
product description”, whereas this is an outcome, i.e. “The result of Therefore, it is appropriate to document the need for suppliers
change, normally affecting real-world behaviour.” Ref 8.1.1, 5.1 to have such a policy in the quality management approach. Ref
Slide 166 Slide 167 8.3.1.1.3
B. Incorrect. Acceptance criteria are “measurable definitions of the
attributes required for the set of products to be acceptable to key B. Incorrect. It is true that the quality management approach should
stakeholders”, whereas this is an outcome, i.e. “the result of change, be baselined at the end of the initiation stage. The project baseline
normally affecting real-world behaviour.” Ref 8.1.1, 5.1 is defined as “The current approved versions of the management
products and project products that are subject to change control.”
C. Correct. The use of media by the project team is an outcome.
However, this does not explain why this requirement should be
An outcome is the “result of change, normally affecting real-
documented in the quality management approach. Ref 10.1
world behaviour.” From this outcome - the use of media, it
should be possible to derive benefits in the longer term. Ref C. Incorrect. The quality register is used to “summarize all quality
5.1 management activities that are planned or have occurred.” This
is a quality standard and is correctly described in the quality
D. Incorrect. An output is “the tangible or intangible deliverable of
management approach. Ref 8.5
an activity”, whereas this is an outcome, i.e. “the result of change,
normally affecting real-world behaviour.” Ref 5.1 D. Incorrect. It is true that “prioritized acceptance and quality
specifications can then be used to set quality tolerances.” However,
You can ask if learners have the correct answer to help gauge their
this does not explain why the quality standard should be defined in
understanding. Explain that this is an example of a PRINCE2 7 exam
the quality management approach in the first instance. Ref 8.2.1.2
question and that you will share example questions throughout the
session(s). You can ask if learners have the correct answer to help gauge their
understanding. Explain that this is an example of a PRINCE2 7 exam
Quality Sample Explain that this is a sample exam question. Ask learners to read the
question and that you will share example questions throughout the
Paper 1, Question 34 question and choose the best answer.
session(s).
Learners should write down the answer but not tell you yet. This will
support less confident learners.

Slide 167
Workshop Part 3

Workshop Part 3
Module 5

Module 5
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 Key Method Key Method

Risk practice recap Run a short review quiz with the group: Risk Sample Paper 1, Give the answers: D, A, B. (Click to highlight the answers). Discuss the
Questions 35-37 rationales (ask learners who got the correct answer for their reasoning)
• Purpose of the risk practice: to identify, assess, and control
and give references if needed. Rationales and references:
uncertainty, and as a result, improve the ability of the project to
succeed. D. Correct. This information should therefore be recorded
under the risk action owner heading. The Contracted Project
• Definition of a risk: an uncertain event that, should it occur, will
Manager is the risk action owner, “Risk action owner the
Slide 170 affect the achievement of objectives.
person who is the nominated owner of agreed actions to
The recommended risk response types: respond to a risk.” They have been asked (by the risk owner) to
• Avoid a threat/exploit an opportunity: removing the risk or taking implement the risk response. Ref 9.5, 9.2
the opportunity. A, B, C,E Incorrect Ref 9.5
• Reduce a threat/enhance an opportunity: taking definite action to A. Correct. “Proximity: How near in time a risk might occur.” The
change the probability/impact of the risk. risk is likely to occur during implementation in stage 3. Ref 9.5
• Transfer the risk: pass part of the risk onto a third party. B, C, D, E Incorrect. Ref 9.5
• Share the risk: this seeks multiple parties, typically within a supply B. Correct. “Impact: An estimate of the risk effect.” Here the
chain, to share the risk on a pain/gain share basis. impact is to exceed project time and possibly cost tolerances.
• Accept the risk: Where the organization ‘takes the chance’ that the Slide 178 Ref 9.5
risk will occur, with its full impact if it does. A, C, D, E Incorrect. Ref 9.5
• Prepare contingent plans: These are a planned set of actions that You can ask if learners have the correct answers to help gauge their
will be taken for each risk. understanding. Explain that this is an example of a PRINCE2 7 exam
question and that you will share example questions throughout the
Risk responses Ask the learners to select the risk response that most closely matches
session(s).
each suggested action. Once they have attempted it, reveal the
answers. Risk Sample Paper 1, Explain that this is a sample exam question. Ask learners to read the
Answers: Question 38 question and choose the best answer.

1. Reduce Learners should write down the answer but not tell you yet. This will
support less confident learners.
Slide 171 2. Transfer
3. Reduce
4. Accept Slide 179
5. Contingent plan

Risk Sample Paper 1, Explain that this is a sample exam question. Ask learners to read the
Questions 35-37 question and choose the best answer.
Workshop Part 3

Workshop Part 3
Learners should write down the answer but not tell you yet. This will
Module 5

Module 5
support less confident learners.

Slide 178

90 PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. 91
 Key Method Key Method

Risk Sample Paper 1, Give the answer: C. (Click to highlight the answer). Discuss the Issues Sample Paper Give the answers: A, D, D. (Click to highlight the answers). Discuss the
Question 38 rationale (ask learners who got the correct answer for their reasoning) 1, Questions 40-42 rationales (ask learners who got the correct answer for their reasoning)
and give references if needed. Rationale and references: and give references if needed. Rationales and references:
A. Incorrect. While a ‘threat’ “would have a negative impact on A. Correct. The senior user should “make decisions on escalated
objectives.” The entry is inappropriate because it is “an event issues, with particular focus on safeguarding the expected
relevant to the project that requires project management benefits.” Here the focus is on extending the scope to increase
consideration”, i.e. an issue, NOT a risk. Such description may point awareness of discrimination (a benefit). Ref 10.6
Slide 179 at the risk cause, but it is not the full description of the risk. Ref 9.1,
B,C, D, E Incorrect. Ref 10.6
10.1, 9.2
D. Correct. The project manager should “implement corrective
B. Incorrect. Although a ‘risk’ “should it occur, “will have an effect on
actions” by creating the product descriptions and work
the achievement of objectives.” this has already occurred (scenario).
packages for the agreed additional scope. According to
Such description may point at the risk cause, but it is not the full
the 'quality' practice, the project manager should “prepare
description of the risk. Ref 9.1, 9.2
product descriptions for key products.” According to the ‘plans’
C. Correct. A risk is “an uncertain event or set of events that, practice, the project manager should “prepare the project
should they occur, will have an effect on the achievement plan, stage plans, and work package descriptions and update
of objectives.” However, the maturity is very low and this as necessary.” Ref 10.6, tab 8.6
is therefore “an event relevant to the project that requires Slide 188
A, B, C, E Incorrect. Ref 10.6
project management consideration.”, i.e. an issue, NOT a risk.
Such description may point at the risk cause, but it is not the D. Correct. The project manager should “maintain the issue
full description of the risk. Ref 9.2, 9.1, 10.1 register, assisted by project support where possible.” As there
is no mention of there being project support in the question,
D. Incorrect. The risk cause is the source of a risk: “the event or
this must fall to the project manager. In addition, there may be
situation that causes it”. Low management maturity could be the
other elements of the project log that need updating e.g. the
source of multiple risks to the project. This is an issue, NOT a risk.
product register to add the additional products. Ref 10.6
Ref. 9.2.1, 10.1
A, B, C, E Incorrect. Ref 10.6
You can ask if learners have the correct answer to help gauge their
understanding. Explain that this is an example of a PRINCE2 7 exam You can ask if learners have the correct answers to help gauge their
question and that you will share example questions throughout the understanding. Explain that this is an example of a PRINCE2 7 exam
session(s). question and that you will share example questions throughout the
session(s).
Issues Sample Paper Explain that this is a sample exam question. Ask learners to read the
1, Questions 40-42 question and choose the best answer. Issues Sample Paper Explain that this is a sample exam question. Ask learners to read the
1, Question 43 question and choose the best answer.
learners should write down the answer but not tell you yet. This will
support less confident learners. Learners should write down the answer but not tell you yet. This will
support less confident learners.
Workshop Part 3

Workshop Part 3
Module 5

Module 5
Slide 188
Slide 189

92 PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. 93
 Key Method Key Method

Issues Sample Paper Give the answer: C. (Click to highlight the answer). Discuss the Progress Sample Explain that this is a sample exam question. Ask learners to read the
1, Question 43 rationale (ask learners who got the correct answer for their reasoning) Paper 1, Question 48 question and choose the best answer.
and give references if needed. Rationale and references:
Learners should write down the answer but not tell you yet. This will
A. Incorrect. There is no description of an exception here, so no support less confident learners.
exception report is required. An exception report is used “to
inform the project board when a stage plan or project plan is
forecast to exceed tolerance levels set, and to offer options and
Slide 189 recommendations for the way to proceed.” Ref 11.5, 10.3.1.2 Slide 200

B. Incorrect. There is no description of an exception here, so no Progress Sample Give the answer: A. (Click to highlight the answer). Discuss the
exception report is required. An exception report is used “to Paper 1, Question 48 rationale (ask learners who got the correct answer for their reasoning)
inform the project board when a stage plan or project plan is and give references if needed. Rationale and references:
forecast to exceed tolerance levels set, and to offer options and A. Correct. “… for an inexperienced team the project manager or
recommendations for the way to proceed.” Ref 11.5, 10.3.1.2 project board may wish to increase the frequency of reporting
C. Correct. There is no description of an exception here, so until sufficient confidence has been gained in the capability
no exception report is required. Project manager should of the team.” Therefore, “… the stage plan will have to include
Slide 200 what needs to be achieved week by week.” Ref 11.2.4, 11.2.3
assess the impact of the issue first and check if the issue has
impact on project or stage tolerances. “… the assessment B. Incorrect. It is true that the work package description should
should consider the impact of an issue or change on: the include “Targets and tolerances: The permissible deviations
approved targets and tolerances, the project business case, for scope, cost and time for the work package.” It should also
other products or work packages.” An issue report is used include “agreement: A record of the initial authorization and final
“to describe the issue's impacts on the project baseline completion of the work package between the project manager and
and to identify ways to resolve the issue or address an off- the team manager.” However, this does not explain why reporting
specification and recommend a decision.” An exception report should be more frequent when a team is inexperienced. Ref 7.5
is used “to inform the project board when a stage plan or
project plan is forecast to exceed tolerance levels set, and to C. Incorrect. A team manager has “… control for a work package, but
offer options and recommendations for the way to proceed.” only within the work package tolerances agreed with the project
Ref 10.3.1.2, 10.5, 11.5 manager.” However, this does not explain why reporting should be
more frequent when a team is inexperienced. Ref 11.2.1
D. Incorrect. An issue owner is allocated to each issue on the issue
register: “Issue owner for the issue.” It may be true, therefore, that D. Incorrect. It is true that in PRINCE2, “the project is managed by
the issue owner would be best placed to create either the issue exception between four management levels against tolerances for
report or an exception report. However, this does not explain why seven performance targets.” This means that the project manager
an issue report should be created, rather than an exception report. should negotiate tolerances for the work package with the team
Ref 10.5, 10.6, 10.3.1.2 manager, although benefits and quality tolerances are not agreed
within a work package description. Ref 11.2.1 tab 11.1
You can ask if learners have the correct answer to help gauge their
understanding. Explain that this is an example of a PRINCE2 7 exam You can ask if learners have the correct answer to help gauge their
Workshop Part 3

Workshop Part 3
understanding. Explain that this is an example of a PRINCE2 7 exam
Module 5

Module 5
question and that you will share example questions throughout the
session(s). question and that you will share example questions throughout the
session(s).
Progress practice Run a short review quiz with the group:
recap Progress Sample Explain that this is a sample exam question. Ask learners to read the
The three parts of the purpose are: Paper 1, Question 49 question and choose the best answer.
• to monitor and compare actual achievements against those planned Learners should write down the answer but not tell you yet. This will
• to provide a forecast support less confident learners.

• to control unacceptable deviations.

Slide 192
Slide 201

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 Key Method Key Method

Progress Sample Give the answer: B. (Click to highlight the answer). Discuss the Controlling a stage Explain that this is a sample exam question. Ask learners to read the
Paper 1, Question 49 rationale (ask learners who got the correct answer for their reasoning) Sample Paper 1, question and choose the best answer.
and give references if needed. Rationale and references: Question 59
Learners should write down the answer but not tell you yet. This will
A. Incorrect. It is true that in PRINCE2, “the project is managed by support less confident learners.
exception between four management levels against tolerances for
seven performance targets.” However, this does not explain why a
workshop should be used to help prioritize project constraints. Ref
Slide 201 11.2.1
Slide 209
B. Correct. “The project board has overall control at a project
level… and will allocate tolerances for each stage to the project Controlling a stage Give the answer: A. (Click to highlight the answer). Discuss the
manager.” To do so, they need “A crucial element of effective Sample Paper 1, rationale (ask learners who got the correct answer for their reasoning)
planning is understanding which constraints take precedence, Question 59 and give references if needed. Rationale and references:
to select which approaches to use, and the appropriate A. Correct. “The triggers for the project manager to authorize a
tolerances for control.” Ref 11.2.1, 7.2.4 work package include the following actions: Corrective action
C. Incorrect. “The project board has overall control at a project level… It is taken in response to an issue or risk. This activity is used
and will allocate tolerances for each stage to the project manager.” to authorize new work packages or to authorize amendments
To do so, they need “A crucial element of effective planning is to existing ones.” Ref 16.4.1
Slide 209
understanding which constraints take precedence …” The project B. Incorrect. The 'evaluate work package status' is the activity where
manager should work within the stage tolerances set by the project the project manager should “Have informal conversations with the
board when authorizing work packages. Ref 11.2.1, 7.2.3.3 team manager to maintain the relationship and understand any
D. Incorrect. It is true that it is “only possible to control progress at the issues or risks they may have with their work package; Collect and
level of detail in the plans …”, and that the project board has overall review progress information from the checkpoint report for the
control at a project level “… and will allocate tolerances for each work package being executed.” Ref 16.4.2
stage to the project manager.” However, this does not explain why a C. Incorrect. The 'capture the issues and risks' is the activity is where
workshop should be used to help prioritize project constraints. Ref “before making a decision on a course of action, each issue or risk
11.2.3, 11.2 should be registered and then assessed for its impact.” Here, it is
You can ask if learners have the correct answer to help gauge their not about capturing the issue, it is about agreeing increased cost
understanding. Explain that this is an example of a PRINCE2 7 exam and time tolerances with the team manager. Ref 16.4.5
question and that you will share example questions throughout the D. Incorrect. The 'take corrective action' is the activity in which the
session(s). project manager should “Collect any relevant information about
Controlling a stage Ask learners to recap the key activities in the controlling a stage the deviation; Identify potential solutions for the deviation, and
recap process. Encourage them to review the diagram in the Official Book select the most appropriate option; Trigger corrective action via
(Figure 16.1, p. 247) and section 16.4, p.248. authorizing a work package (see section 16.4.1)”. Here this activity
has already taken place and the 'authorize a work package' activity
has been triggered. Ref 16.4.6
Workshop Part 3

Workshop Part 3
Module 5

Module 5
You can ask if learners have the correct answer to help gauge their
understanding. Explain that this is an example of a PRINCE2 7 exam
Slide 204 question and that you will share example questions throughout the
session(s).

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 Key Method Key Method

Controlling a stage Explain that this is a sample exam question. Ask learners to read the Managing product Explain that this is a sample exam question. Ask learners to read the
Sample Paper 1, question and choose the best answer. delivery Sample question and choose the best answer.
Question 60 Paper 1, Question 62
Learners should write down the answer but not tell you yet. This will Learners should write down the answer but not tell you yet. This will
support less confident learners. support less confident learners.

Slide 210 Slide 217

Controlling a stage Give the answer: B. (Click to highlight the answer). Discuss the Managing product Give the answer: B. (Click to highlight the answer). Discuss the
Sample Paper 1, rationale (ask learners who got the correct answer for their reasoning) delivery Sample rationale (ask learners who got the correct answer for their reasoning)
Question 60 and give references if needed. Rationale and references: Paper 1, Question 62 and give references if needed. Rationale and references:
A. Incorrect. The 'controlling a stage' process applies the 'plans' A. Incorrect. The business is not “informed” about the completion of a
practice by “Work package descriptions for the stage are developed work package. Ref tab 17.2
or updated. The product register is updated with the status
B. Correct. Project support in the activity 'notify work package
of products for the stage. The stage plan and project plan are
completion' will be “informed” about the completion of the
updated.” Ref tab 16.3
Slide 210 Slide 217 work package. Ref tab 17.2, 17.4.4
B. Correct. The 'controlling a stage process applies the 'progress'
C. Incorrect. Senior user is not “informed” about the completion of the
practice by “Highlight reports are produced and issued at
work package. Ref tab 17.2
the frequency required for the project controls.” The 'report
highlights' is the activity in which the project manager should D. Incorrect. The senior supplier is not “informed” about the
“Assemble the information from the checkpoint reports, completion of a work package. Ref tab 17.2
project log and any significant revisions to the stage plan for You can ask if learners have the correct answer to help gauge their
the current reporting period (the information is gained from understanding. Explain that this is an example of a PRINCE2 7 exam
the review of the stage status; Assemble a list of corrective question and that you will share example questions throughout the
actions (as noted or recorded in the project log) undertaken session(s).
during the reporting period; Produce the highlight report for
the current reporting period.” Ref tab 16.3, 16.4.8 Managing product Explain that this is a sample exam question. Ask learners to read the
delivery Sample question and choose the best answer.
C. Incorrect. The 'controlling a stage' process applies the 'issues'
Paper 1, Question 64
practice by “The issue management approach is applied, and its Learners should write down the answer but not tell you yet. This will
requirements are included in work package descriptions for the support less confident learners.
stage; The issue register is updated with details of new issues and
any actions required or completed.” Ref tab 16.3
D. Incorrect. The 'controlling a stage' process applies the 'quality'
practice by “The quality management approach is applied, and
Workshop Part 3

Workshop Part 3
Slide 218
Module 5

Module 5
its requirements are included in work package descriptions for
the stage. Product descriptions for the stage are developed or
updated.” Ref tab 16.3
You can ask if learners have the correct answer to help gauge their
understanding. Explain that this is an example of a PRINCE2 7 exam
question and that you will share example questions throughout the
session(s).

98 PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. 99
 Key Method Key Method

Managing product Give the answer: A. (Click to highlight the answer). Discuss the Objectives of Optional: Ask learners if they can remember the key words associated
delivery Sample rationale (ask learners who got the correct answer for their reasoning) managing a stage with the objectives of a stage boundary (information, decision, proceed).
Paper 1, Question 64 and give references if needed. Rationale and references: boundary Provide any key words they do not remember. Arrange learners in pairs
and ask them to recall the objectives using the key words. This activity
A. Correct. It is true that, as part of the ‘execute a work package’
shows how key words can help with memorization.
activity, the team manager should “Notify the project manager
of any new issues, risks, or lessons, and take any action
required by the project manager”. This is a newly identified
risk by the team manager. Ref 17.4.2
Slide 218 Slide 222
B. Incorrect. As part of the ‘accept a work package’ activity, “There
should be an agreement between the project manager and the Managing a stage Explain that this is a sample exam question. Ask learners to read the
team manager as to what is to be delivered before a work package boundary Sample question and choose the best answer.
is allocated to a team.” Ref 17.4.1 Paper 1, Question 65
Learners should write down the answer but not tell you yet. This will
C. Incorrect. It is true that as part of the ‘execute a work package’ support less confident learners.
activity, the team manager should “Notify the project manager of
the completed quality activities, and update the quality register.”
However, this does not explain why the team manager should notify
the project manager of a new risk. Ref 17.4.2
Slide 226
D. Incorrect. It is true that the team manager should escalate issues
and risks to the project manager: “Notify the project manager of any Managing a stage Give the answer: B. (Click to highlight the answer). Discuss the
new issues, risks, or lessons, and take any action required by the boundary Sample rationale (ask learners who got the correct answer for their reasoning)
project manager.” But the project manager should only escalate to Paper 1, Question 65 and give references if needed. Rationale and references:
the project board it if exceeds tolerance and this is a risk to delivery A. Incorrect. The 'update the project plan' is the activity in which “the
rather than an issue. Ref 17.4.2 project plan is updated to include progress from the stage that is
You can ask if learners have the correct answer to help gauge their finishing, forecast the duration and costs from the exception plan,
understanding. Explain that this is an example of a PRINCE2 7 exam or stage plan for the stage about to begin. Details of any revised
question and that you will share example questions throughout the costs or end dates are used when updating the business case.” Ref
Slide 226 18.4.3
session(s).
B. Correct. The 'prepare the next stage plan' is the activity in
Managing a stage Ask the group to recall information about the process:
which “the stage plan for the next stage is produced near the
boundary recap
• Purpose: To enable the project manager to provide the project board end of the current stage. Closure activities should be planned
with information for a decision whether to proceed to the next stage. as part of the stage plan for the final stage.” Ref 18.4.1
• Stage boundary uses: C. Incorrect. The 'evaluate a stage' is the activity in which the project
• stage end manager reviews “Based on the performance of the stage using the
updated business case, updated project plan, project logs, and any
• creating an exception plan.
Workshop Part 3

Workshop Part 3
Slide 221 updated management approaches, prepare an end stage report for
Module 5

Module 5
• How are the stage boundary, the stage end, and the exception plan the current stage.” Ref 18.4.5
connected? Encourage learners to locate the overview diagram D. Incorrect. The 'request next stage' is the activity in which “the
included as Figure 18.1 of the Official Book. project manager contacts the project board to request to finish the
current stage and to proceed to the next stage.” Ref 18.4.6
You can ask if learners have the correct answer to help gauge their
understanding. Explain that this is an example of a PRINCE2 7 exam
question and that you will share example questions throughout the
session(s).

100 PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. 101
 Key Method Key Method

Managing a stage Explain that this is a sample exam question. Ask learners to read the Closing a project Explain that this is a sample exam question. Ask learners to read the
boundary Sample question and choose the best answer. Sample Paper 1, question and choose the best answer.
Paper 1, Question 66 Question 69
Learners should write down the answer but not tell you yet. This will Learners should write down the answer but not tell you yet. This will
support less confident learners. support less confident learners.

Slide 319 Slide 235

Managing a stage Explain that this is a sample exam question. Ask learners to read the Closing a project Give the answer: C. (Click to highlight the answer). Discuss the
boundary Sample question and choose the best answer. Sample Paper 1, rationale (ask learners who got the correct answer for their reasoning)
Paper 1, Question 66 Question 69 and give references if needed. Rationale and references:
Learners should write down the answer but not tell you yet. This will
support less confident learners. A. Incorrect. The business case practice is applied by the 'closing a
project' process by “The performance of the project at the end of
Give the answer: C. (Click to highlight the answer). Discuss the
the project is assessed and the business case is updated to reflect
rationale (ask learners who got the correct answer for their reasoning)
the actual costs and benefits as well as a forecast of benefits yet to
and give references if needed. Rationale and references:
be realized.” Ref tab 19.3
Slide 227 A. Correct. In the activity 'evaluate the stage' the project manager Slide 235
B. Incorrect. The organizing practice is applied by the 'closing a
should be “responsible.” In this activity, the project manager
project' process by “Project team performance and health and
should “Based on the performance of the stage using the
wellbeing are reviewed for input to lessons learned and the end
updated business case, updated project plan, project logs, and
project report. The communication management approach, change
any updated management approaches, prepare an end stage
management approach and commercial management approach
report for the current stage.” Ref tab 18.2, 18.4.5
are reviewed for any requirements relating to project closure, for
B. Incorrect. Project support should be “consulted” in the ‘evaluate the example who to notify.” Ref tab 19. 3
stage’ activity. Ref tab 18.2
C. Correct. The plans practice is applied by the 'closing a project'
C. Incorrect. Project assurance should be “consulted” in the ‘evaluate process by “The product register is checked to confirm the
the stage’ activity. Ref tab 18.2 required products for the final stage have been delivered and
D. Incorrect. The team manager should be “consulted” in the ‘evaluate to provide input to lessons learned and the end project report.
the stage’ activity. Ref tab 18.2 The product register is closed.” The purpose of the product
register “is to list of all products required of a plan and the
You can ask if learners have the correct answer to help gauge their
status of those products.” Ref tab 19.3, 8.5
understanding. Explain that this is an example of a PRINCE2 7 exam
question and that you will share example questions throughout the D. Incorrect. The quality practice is applied by the 'closing a project'
session(s). process by “The quality register is checked to confirm the required
quality activities for the final stage have been performed and to
Closing a project Encourage learners to review the overview of the closing a project provide input to the end report. The quality management approach
Workshop Part 3

Workshop Part 3
Module 5

Module 5
recap process diagram (Figure 19.1, p. 273). is reviewed for any requirements relating to project closure. The
quality register is closed.” Ref tab 19.3
You can ask if learners have the correct answer to help gauge their
understanding. Explain that this is an example of a PRINCE2 7 exam
question and that you will share example questions throughout the
session(s).
Slide 230

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 Key Method

Closing a project Explain that this is a sample exam question. Ask learners to read the
Sample Paper 1, question and choose the best answer.
Question 70
Learners should write down the answer but not tell you yet. This will
support less confident learners.

Slide 236

Closing a project Give the answer: C. (Click to highlight the answer). Discuss the
Sample Paper 1, rationale (ask learners who got the correct answer for their reasoning)
Question 70 and give references if needed. Rationale and references:
A. Incorrect. “A closure recommendation can be raised to the project
board after the project manager has confirmed that the project
can be closed.” The ‘prepare planned closure’ activity should “close
the project’s project log”. However, the ‘evaluate the project’ activity
should be used because this activity should “review the project
Slide 236 log to identify lessons that could be applied to future projects and
include them in the lessons report.” Ref 19.4.1, 19.4.4
B. Incorrect. The ‘prepare planned closure’ activity should “ensure
all project information is secured and archived ...” However, the
‘evaluate the project’ activity should be used because this activity
should “review the project log to identify lessons that could be
applied to future projects and include them in the lessons report.”
Ref 19.4.1, 19.4.4
C. Correct. The ‘evaluate the project’ activity should “review the
project log to identify lessons that could be applied to future
projects and include them in the lessons report in consultation
with the project management team.” Ref 19.4.4
D. Incorrect. The ‘evaluate the project’ activity will identify if it is
“possible to improve the estimation for future projects by analysing
the estimates and actual progress metrics for this project.”
However, this does not explain why the project manager has
reviewed the issues register and identified a lesson. Ref 19.4.4
Workshop Part 3

Workshop Part 3
You can ask if learners have the correct answer to help gauge their
Module 5

Module 5
understanding. Explain that this is an example of a PRINCE2 7 exam
question and that you will share example questions throughout the
session(s).

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Module 6 What this module

Mini mock exam covers
This module offers learners the
opportunity to test their knowledge
by doing a sample paper ahead of
their PRINCE2 7 Practitioner formal
examination.
The aim of this module is to familiarize
learners with the exam conditions and
to assess their knowledge. It also aims
to highlight areas for independent
study and preparation for the PRINCE2
7 Practitioner exam. Finally, it aims to
assess learners’ current abilities and
confidence in taking the exam.

Prepare for
the session
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Module 6
Mini mock exam

Training objective(s)

Practise sample exam questions under exam conditions.

Become familiar with exam conditions.

Key learning points

Highlight areas for independent study and preparation

for the PRINCE2 7 Practitioner exam.

Assess learners’ current abilities and confidence in

taking the exam.

Timing

90 minutes (core) | 150 minutes (extended)

108 PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. 109
 Key Method Key Method

Attempting the Explain that, before beginning the sample paper exam, you need to (Mini) Sample Paper Set a timer for 45 minutes.
Sample Paper explain a few rules and requests.
Check that learners are ready for the sample paper exam and possess
Talk through your expectations for what will happen during the mini the requisite materials.
mock exam:
Formally announce the start of the exam.
• Duration: The learners have 45 minutes to complete 20 sample
During the sample paper exam, invigilate to ensure that learners are
exam questions (20 marks available). You will formally announce Slide 240 working through the questions and respond to questions if required.
Slide 238 the start of the exam and announce the end of the exam after 45
minutes. After 45 minutes have passed, call for the learners’ attention and ask
everyone to finish the exam.
• Materials: The sample paper questions included for this mock exam
are a selection of questions drawn from sample paper 2. The selected Answers Explain that you will now run through the answers to the mini mock
questions are included on the following slide. For face-to-face sample questions.
sessions, provide a copy of sample paper 2 for learners and instruct
Explain that, due to time constraints, you will not go into detail over the
learners to also refer to the ‘questions’ slide in this presentation (if
rationales for the answers unless specifically asked to. However, you will
the trainer prefers, they can extract this slide from the slide deck
share the answers and rationales for the group’s perusal at the end of
and either print it out to provide a hard copy for learners or use a
the session.
projector to display it at the front of the classroom). Slide 241
Note: You may wish to suggest learners review the answers and
• For online training, learners can complete the sample paper exam
rationales document for sample paper 2 between this module and the
online. The sample paper exam answer sheet is also interactive to
next. If so, you can include a more detailed discussion of the answers
mark answers onto digitally. Mention to learners that they can write
and rationales for the sample paper at the start of the revision tips and
notes during the exam (for instance, in a notepad/loose paper), if
tricks topic.
they prefer to do so, but they must submit answers on the exam
answer sheet. Candidates should also refer to the scenario booklet Ask the group how they feel about the sample paper exam.
included in the Learner Workbook, as well as their PRINCE2 7 Explain that you do not expect them to share their score but would
Official Book. Remind learners that this is an open book exam. like to get an overall sense of their results. For example, ask them to
• Conditions: Ask learners for absolute silence during the mock give themselves a grade (for example, A, B, C, and D) according to their
examination. If the session is taking place virtually, ask all learners result.
to use the mute feature for the duration of the sample paper Suggest that, should learners feel they could have performed better in
exam. Phones should be turned off and other distractions kept to the mock exam, this mock exam experience will hopefully have helped
a minimum. Explain that if learners finish early, they should use the them to find about areas on which to focus their review.
remaining time to revise from the textbook.
Ask the group to reflect on how they felt about their time management
Questions: Ask learners whether they have any questions about the during the mock exam:
format. It is important to address the questions from learners before
• Did they feel like they had enough time?
the exam, since you would like to avoid questions during the sample
paper exam. If it is a face-to-face session, ask learners to raise their • Did they feel pressure?
hands to ask a question. For online training, ask learners to use the
• Did the introduction of a formal time constraint change the way they
messaging feature in order to reduce distractions for others.
approached the exercise?
Questions (Sample Explain that you will now run through the questions to the mini mock • How did they use the Official Book? Did they add/use the notes/tabs
Paper 2) sample questions. they have added so far to access information faster?
Explain to learners how to locate the correct questions in sample paper • What did they look up in the Official Book? Was there anything they
2: for example, question 1 is question 1 in sample paper 2; question 2 felt they did not need to use the Official Book for?
in the above slide corresponds to question 4 in sample paper 2 and so
on.

Slide 239
Mini mock exam

Mini mock exam

Module 6

Module 6
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 Key Method

Independent study Optional:

Explain that you would like to discuss the group’s approach to their
preparation before completing the mock exam.
Ask the group to share their thoughts and experiences of preparing
for the mini mock exam. This discussion should last no more than 10
Slide 242 minutes.
Prompts for the discussion:
• Ask if learners took a specific approach for their review, for example,
did they use the second sample paper in their candidate pack, refer
to their notes, or review from the Official Book?
• Did they focus on any particular topic? Think back to the workshop
sessions, based on topics the group asked to focus on. Ask them if
they continued to prioritize topics for their review. If so, which topics
did they focus on? How did they determine which topics should take
priority?
• Ask the learners about their use of resources. Did they create study
tools, such as flash cards or notes? Have they tried alternative
approaches for reviewing for the Practitioner exam?
• Ask the learners about their approach to annotating the Official Book.
Which approach did they use? Did they adopt any new measures? Did
they practice navigating the Official Book under time constraints?
• Explain that you will be running a session dedicated to exam
preparation later in the course.
Mini mock exam
Module 6

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Module 7 What this module

Exam preparation tips covers
This module gives learners advice
for how to prepare for the PRINCE2 7
Practitioner exam and provides
information about common exam
mistakes and how to avoid them.
The aim of this module is to prepare
learners for the PRINCE2 7 Practitioner
exam. It will equip them with
practical tips, give them a chance to
ask questions, and share their own
recommendations.
Please note: There is optional content
in this section for groups who are going
to have a break between completing
the course and sitting the exam. This
section features tips for independent
study to prepare for the exam.

Prepare for
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Module 7
Exam preparation
tips

Training objective(s)

Provide an overview of exam information.

Highlight common mistakes or risks to be aware

of during an exam and outline ideas for how
to avoid this.

Share ideas for how to prepare for an exam.

Optional: Discuss independent study tips.

Optional: Complete confidence

self-evaluation sheet.

Timing

20 minutes

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Exam preparation tips
Module 7

Key Method

Exam preparation Explain that you are interested to hear about the learners’ approaches
Q&A to preparing for the exam. Ask:
• How do learners study?
• Does anyone have suggestions for study approaches which may be
helpful?
• What timing/scheduling do they find most effective?
Slide 247
• Do learners have any tips of their own for during the exam?
• Does anyone have any questions?

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Module 8 What this module

Course review covers
This module formally draws the
PRINCE2 7 Practitioner course to
a close, reviewing progress made
throughout the sessions, summarizing
key exam information, and outlining
potential next steps.

Prepare for
the session ...
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Appendix 1
Handouts/
activity sheets

Activity sheet 1

Activity sheet 2
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Handouts / Activity sheets

Handouts / Activity sheets

Appendix 1

Appendix 1
Activity sheet 1 Topic Confidence rating (1–5) Notes

Principles

Extended confidence evaluation General Low High

The learner can use this evaluation sheet to determine how confident they
feel about each
topic. This can help them choose the topics they would like to review during Elements
Workshop 3.

People Low High

Practices

Business case Low High

Organizing Low High

Plans Low High

Quality Low High

Risk Low High

Issues Low High

Progress Low High

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Handouts / Activity sheets

Handouts / Activity sheets

Appendix 1

Appendix 1
Topic Confidence rating (1–5) Notes

Processes

Starting up a project Low High

Directing a project Low High

Initiating a project Low High

Controlling a stage Low High

Managing product delivery Low High

Managing a stage boundary Low High

Closing a project Low High

Notes

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Handouts / Activity sheets

Handouts / Activity sheets

Appendix 1

Appendix 1
Activity sheet 2 Topic Confidence rating (1–5) Notes

Principles

Extended confidence evaluation General Low High

The learner can use this evaluation sheet to determine how confident they
feel about
each topic, helping them choose which topics to focus on the most when Elements
revising for the
Practitioner exam.
People Low High

Practices

Business case Low High

Organizing Low High

Plans Low High

Quality Low High

Risk Low High

Issues Low High

Progress Low High

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Handouts / Activity sheets

Handouts / Activity sheets

Appendix 1

Appendix 1
Topic Confidence rating (1–5) Notes

Processes

Starting up a project Low High

Directing a project Low High

Initiating a project Low High

Controlling a stage Low High

Managing product delivery Low High

Managing a stage boundary Low High

Closing a project Low High

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Appendix 2
Resources

Syllabus

Sample papers with

answers and rationales
 1. Introduction 3. Question Types
The PRINCE2 7 Practitioner qualification is intended for project managers and aspiring project Example ‘standard’ question:
managers. It is also relevant to other key staff involved in the design, development and delivery
The project is in the 'XXX' process. The project manager has decided to do Y.
of projects, including: project board members (e.g. senior responsible owners), team managers
(e.g. product delivery managers), project assurance (e.g. business change analysts), project Was this an appropriate action for the project manager to take, and why?
support (e.g. Project and Programme Office personnel), and operational line managers/staff.
The PRINCE2 7 Practitioner examination is intended to assess whether a candidate can apply and a) Yes, because XXX
tailor the PRINCE2 project management method (as described in the syllabus below). A successful b) Yes, because YYY
Practitioner candidate should, with suitable direction, be able to start applying the method to a c) No, because XXX
real project but may not be sufficiently skilled to do this appropriately for all situations. Their d) No, because YYY
individual project management expertise, complexity of the project and the support provided for
the use of PRINCE2 in their work environment will all be factors that impact what the Practitioner Example ‘Matching’ question:
can achieve.
Here are three actions related to XXX
2. Exam Overview
Which role (A-E) is responsible for each action? Choose only ONE role for each action.
Each role can be used once, more than once, or not at all.
Material PRINCE2 This is an ‘open book’ exam. The PRINCE2 7 Managing Successful
allowed Official Book Projects Official Book, should be used (and you can make notes
1) To do XXX A. Project manager
inside the book), but no other material is allowed.

Exam 2 hours 30 Candidates taking the exam in a language that is not their B. Team manager
duration minutes native or working language may be awarded 25% extra time, i.e.
2) To do XXX C. Senior user
188 minutes in total.
Appendix 2

Appendix 2
D. Senior supplier
Number 70 marks There are 70 (part) questions, each worth 1 mark. There is no
Resources

Resources
of marks negative marking. 3) To do XXX E. Project executive

Pass mark 42 marks You will need to get 42 (part) questions correct to pass the
exam.
Please see the sample paper for an example of the exam format and content.
Level of Bloom’s “Bloom’s level” describes the type of thinking needed to answer
thinking levels 3&4 the question. For Bloom’s level 3 questions, you need to apply
your knowledge to a situation. For Bloom’s 4 questions, you
need to analyse the information provided and reason whether
a course of action is effective/appropriate.

Exam Scenario, You should read the ‘Project Scenario’ which gives background
format additional information about the project that the questions apply to. For
information at least one question, you will also need to use the ‘Additional
& questions Information’ which gives information about people who may be
working on the project.

Question Classic & The questions are all ‘multiple choice’. There is a short
types matching description of a situation, and then a question. For the ‘classic’
questions (1 mark), you have a question and four options
(A,B,C,D). For the ‘matching’ questions (3 marks) you have 3
pieces of information and you have to choose an answer for
each from a list of 5 or 6 options.

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 4. Syllabus Learning Assessment Criteria Bloom’s
Outcome Level
o PID: role descriptions
The tables below give a summary of the concepts that are tested in the exam, and the main parts
o PID: commercial management approach
of the Official Book in which these are described.
b) The areas of focus for key roles associated with the
‘organizing’ practice (tab 6.4)
Learning Assessment Criteria Bloom’s
c) Effective management and associated techniques
Outcome Level
(6.2, 6.3)
1. Understand how 1.1 Analyse the application of PRINCE2 principles in context: BL4
3.2.2 Analyse whether an approach to applying the ‘organizing’ BL4
to apply the a) Ensure continued business justification (2.1)
practice is effective and fit for purpose, taking into
PRINCE2 b) Learn from experience (2.2)
consideration: the PRINCE2 principles, and the effective
principles in c) Define roles, responsibilities and relationships (2.3)
management and associated techniques of the practice,
context d) Manage by stages (2.4)
and tailoring to the project’s environment/context (6.2,
e) Manage by exception (2.5)
6.3, 6.4, 6.7)
f) Focus on products (2.6)
3.3 Plans BL3
g) Tailor to suit the project (2.7)
3.3.1 Apply the PRINCE2 ‘plans’ practice, demonstrating an
2. Understand how 2.1 Assess whether an approach to leadership and BL4
understanding of:
to apply management of teams is appropriate (3.3, 3.1)
a) the key management products required to support
effective people 2.2 Assess whether an approach to leadership and BL4
the ‘plans’ practice (7.5):
management in management of change within a project, and people
o plan (project, stage, team & exception plans)
successful affected by a project, is appropriate (3.2, 3.1)
o project product description
projects 2.3 Apply the approach to the following: BL3
o work package description
• communications (3.4)
b) The areas of focus for key roles associated with the
• people central to the method (3.5)
‘plans’ practice (tab 7.1)
2.4 Apply the key management products required to support BL3
Appendix 2

Appendix 2
c) Effective management and associated techniques
the people element of projects:
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(7.2, 7.3)
• communication management approach (3.4)
3.3.2 Analyse whether an approach to applying the ‘plans’ BL4
• change management approach (3.2)
practice is effective and fit for purpose, taking into
3. Understand how 3.1 Business case BL3
consideration: the PRINCE2 principles, and the effective
to apply and 3.1.1 Apply the PRINCE2 ‘business case’ practice,
management and associated techniques of the practice,
tailor relevant demonstrating an understanding of:
and tailoring to the project’s environment/context (7.2,
aspects of a) the key management products required to support
7.3, 7.4, 7.7)
PRINCE2 the ‘business case’ practice (5.5):
3.4 Quality BL3
practices in o business case
3.4.1 Apply the PRINCE2 ‘quality’ practice, demonstrating an
context o PID: benefits management approach
understanding of:
o PID: sustainability management approach
a) the key management products required to support
o project brief
the ‘quality’ practice (8.5):
b) The areas of focus for key roles associated with the
o product description
‘business case’ practice (tab 5.1)
o project log: product register
c) Effective management and associated techniques
o PID: quality management approach
(5.2, 5.3)
o project log: quality register
3.1.2 Analyse whether an approach to applying the ‘business BL4
b) The areas of focus for key roles associated with the
case’ practice is effective and fit for purpose, taking into
‘quality’ practice (tab 8.2)
consideration: the PRINCE2 principles, and the effective
c) Effective management and associated techniques
management and associated techniques of the practice,
(8.2, 8.3)
and tailoring to the project’s environment/context (5.2,
3.4.2 Analyse whether an approach to applying the ‘quality’ BL4
5.3, 5.4, 5.7,)
practice is effective and fit for purpose, taking into
3.2 Organizing BL3
consideration: the PRINCE2 principles, and the effective
3.2.1 Apply the PRINCE2 ‘organizing’ practice, demonstrating
management and associated techniques of the practice,
an understanding of:
and tailoring to the project’s environment/context (8.2,
a) the key management products required to support
8.3, 8.4, 8.7)
the ‘organizing’ practice (6.5):
3.5 Risk BL3
o PID: project management team structure

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 Learning Assessment Criteria Bloom’s Learning Assessment Criteria Bloom’s
Outcome Level Outcome Level
3.5.1 Apply the PRINCE2 ‘risk’ practice, demonstrating an c) Effective management and associated techniques
understanding of: (11.2, 11.3)
a) the key management products required to support 3.7.2 Analyse whether an approach to applying the ‘progress’ BL4
the ‘risk’ practice (9.5): practice is effective and fit for purpose, taking into
o PID: risk management approach consideration: the PRINCE2 principles, and the effective
o project log: risk register management and associated techniques of the practice,
b) The areas of focus for key roles associated with the and tailoring to the project’s environment/context (11.2,
‘risk’ practice (tab 9.3) 11.3, 11.4, 11.7)
c) Effective management and associated techniques 4. Understand how 4.1 Starting up a project BL3
(9.2, 9.3) to apply (and 4.1.1 Carry out the ‘starting up a project’ process,
3.5.2 Analyse whether an approach to applying the ‘risk’ BL4 tailor) relevant demonstrating an understanding of:
practice is effective and fit for purpose, taking into aspects of a) The activities, inputs and outputs (tab 13.1, 13.4)
consideration: the PRINCE2 principles, and the effective PRINCE2 b) The recommended roles and responsibilities within
management and associated techniques of the practice, processes in the process (RACI table) (tab 13.2)
and tailoring to the project’s environment/context (9.2, context c) How the practices are applied (tab 13.3)
9.3, 9.4, 9.7) 4.1.2 Analyse whether the ‘starting up a project’ process BL4
3.6 Issues BL3 activities, roles and responsibilities are effective and fit
3.6.1 Apply the PRINCE2 ‘issues’ practice, demonstrating an for purpose, taking into consideration: tailoring to the
understanding of: project’s environment/context, the PRINCE2 practices,
a) the key management products required to support and the purpose and objectives of the process (13.1,
the ‘issues’ practice (10.5): 13.2, 13.4, 13.5, 13.6, 13.7)
o PID: issue management approach 4.1 Directing a project BL3
Appendix 2

Appendix 2
o issue register 4.2.1 Carry out the ‘directing a project’ process, demonstrating
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o issue report an understanding of:
b) The areas of focus for key roles associated with the a) The activities, inputs and outputs (tab 14.1, 14.4)
‘issues’ practice (tab 10.2) b) The recommended roles and responsibilities within
c) Effective management and associated techniques the process (RACI table) (tab 14.2)
(10.2, 10.3) c) How the practices are applied (tab 14.3)
3.6.2 Analyse whether an approach to applying the ‘issues’ BL4 4.2.2 Analyse whether the ‘directing a project’ process BL4
practice is effective and fit for purpose, taking into activities, roles and responsibilities are effective and fit
consideration: the PRINCE2 principles, and the effective for purpose, taking into consideration: tailoring to the
management and associated techniques of the practice, project’s environment/context, the PRINCE2 practices,
and tailoring to the project’s environment/context (10.2, and the purpose and objectives of the process (14.1,
10.3, 10.4, 10.7) 14.2, 14.4, 14.5, 14.6, 14.7)
3.7 Progress BL3 4.3 Initiating a project BL3
3.7.1 Apply the PRINCE2 ‘progress’ practice, demonstrating an 4.3.1 Carry out the ‘initiating a project’ process, demonstrating
understanding of: an understanding of:
a) the key management products required to support a) The activities, inputs and outputs (tab 15.1, 15.4)
the ‘progress’ practice (11.5): b) The recommended roles and responsibilities within
o project log: daily log the process (RACI table) (tab 15.2)
o project log: lessons log c) How the practices are applied (tab 15.3)
o lessons report 4.3.2 Analyse whether the ‘initiating a project’ process BL4
o end stage report activities, roles and responsibilities are effective and fit
o end project report for purpose, taking into consideration: tailoring to the
o checkpoint report project’s environment/context, the PRINCE2 practices,
o highlight report and the purpose and objectives of the process (15.1,
o exception report 15.2, 15.4, 15.5, 15.6, 15.7)
o PID: digital and data management approach 4.4 Controlling a stage BL3
b) The areas of focus for key roles associated with the 4.4.1 Carry out the ‘controlling a stage’ process, demonstrating
‘progress’ practice (tab 11.3) an understanding of:

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 Learning Assessment Criteria Bloom’s 5. Exam Specification
Outcome Level
a) The activities, inputs and outputs (Tab 16.1, 16.4) The PRINCE2 Practitioner examination will consist of four (4) sections with the following structure:
b) The recommended roles and responsibilities within
the process (RACI table) (tab 16.2)
c) How the practices are applied (tab 16.3)
Learning Outcome Weighting
4.4.2 Analyse whether the ‘controlling a stage’ process BL4
%
activities, roles and responsibilities are effective and fit
for purpose, taking into consideration: tailoring to the 1. Understand how to apply the PRINCE2 principles in context 10%
project’s environment/context, the PRINCE2 practices, 2. Understand how to apply effective people management in successful
and the purpose and objectives of the process (16.1, 9%
projects
16.2, 16.4, 16.5, 16.6, 16.7) 3. Understand how to apply and tailor relevant aspects of PRINCE2 practices in
4.5 Managing product delivery BL3 51%
context
4.5.1 Carry out the ‘managing product delivery’ process, 4. Understand how to apply (and tailor) relevant aspects of PRINCE2 processes
demonstrating an understanding of: 30%
in context
a) The activities, inputs and outputs (tab 17.1, 17.4)
Total 100%
b) The recommended roles and responsibilities within
the process (RACI table) (tab 17.2)
c) How the practices are applied (tab 17.3)
4.5.2 Analyse whether the ‘managing product delivery’ process BL4
activities, roles and responsibilities are effective and fit
for purpose, taking into consideration: tailoring to the
project’s environment/context, the PRINCE2 practices,
and the purpose and objectives of the process (17.1,
Appendix 2

Appendix 2
17.2, 17.4, 17.5, 17.6, 17.7)
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4.6 Managing a stage boundary BL3
4.6.1 Carry out the ‘managing a stage boundary’ process,
demonstrating an understanding of:
a) The activities, inputs and outputs (tab 18.1, 18.4)
b) The recommended roles and responsibilities within
the process (RACI table) (tab 18.2)
c) How the practices are applied (tab 18.3)
4.6.2 Analyse whether the ‘managing a stage boundary’ BL4
process activities, roles and responsibilities are effective
and fit for purpose, taking into consideration: tailoring to
the project’s environment/context, the PRINCE2
practices, and the purpose and objectives of the process
(18.1, 18.2, 18.4, 18.5, 18.6, 18.7)
4.7 Closing a project BL3
4.7.1 Carry out the ‘closing a project’ process, demonstrating
an understanding of:
a) The activities, inputs and outputs (tab 19.1, 19.4)
b) The recommended roles and responsibilities within
the process (RACI table) (tab 19.2)
c) How the practices are applied (tab 19.3)
4.7.2 Analyse whether the ‘closing a project’ process activities, BL4
roles and responsibilities are effective and fit for
purpose, taking into consideration: tailoring to the
project’s environment/context, the PRINCE2 practices,
and the purpose and objectives of the process (19.1,
19.2, 19.4, 19.5, 19.6, 19.7)

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 Scenario Booklet Additional Information

Roles
Chair of Trustees As a not-for-profit organization, there is a board of trustees who oversee the
Scenario 4: NowByou
organization. The chair of trustees is the member of parliament for the area in which NowByou
NowByou is a not-for-profit organization that works with local communities to eliminate
Head Office is located.
discrimination of any kind and help advance the international human rights system through local
and targeted interventions.
The Chief Executive Officer (CEO) of NowByou was one of the founders of NowByou and has
NowByou forms, chairs, and equips networking and support groups, where anyone who has
been CEO for the whole of its existence. She is very experienced in the not-for-profit sector and
experienced discrimination can share their experiences and thoughts in a safe and empowering
is a Director of a number of other charities.
space. Additionally, NowByou is one of the few non-governmental organizations (NGOs) in the
country that works directly with police forces to co-develop campaigns that encourage the
The Chief Finance Officer (CFO) of NowByou was appointed 6 months ago and has been very
reporting of discriminatory incidents to authorities.
active with donors and partners to increase the financial standing of the organization. Was
Recent research has shown that discrimination against marginalized groups, particularly the
previously a senior executive with a major bank and is keen to bring good portfolio and project
homeless and refugees, is growing at a concerning rate. The increase in discrimination has led
management practices to NowByou.
NowByou to believe that a new six-month campaign is required to address this issue.
They have decided to run the campaign as a project, aiming to both raise awareness of this type
The Head of Fund-Raising reports to the CFO and previously worked within an organization with
of discrimination and reinforce their own brand recognition (as NowByou is highly dependent on
good portfolio, programme and project management practices and helped to gain approval for
the goodwill of donors and financial aid from partners).
the appointment of the external professional project manager and the establishment of a
The project management maturity of the organization is very low, with no standardized
Portfolio Office within NowByou. This role is PRINCE2 qualified.
processes or templates in place. For that reason, NowByou has contacted a professional project
manager with a track record of successful delivery in the not-for-profit sector who will be
Appendix 2

Appendix 2
The Fund-Raising Administrator reports to the Head of Fund-Raising. He joined NowByou 10
responsible for:
Resources

Resources
years ago and has previously worked in the HR and Campaign Departments. He has asked his
• developing the initial project management documentation manager if he can be trained in PRINCE2.
• advising and coaching the NowByou director of campaigns, who is sponsoring the project
• mentoring the staff member who will be appointed as project manager The Human Resources Director (HR) Director is responsible for ensuring the terms and
• advise the project team how to use a variety of media (tv, press, and social networks) for conditions and working conditions are appropriate and in line with market expectations so that
this, and other future projects. high-quality staff and volunteers can be recruited and retained. She is responsible for ensuring all
NowByou staff, volunteers and contractors have been appropriately cleared and vetted to work
There is a high-level view of the project, but this is to be confirmed, as pre-project discussions are with their vulnerable clients.
still occurring:
Stage 1 (initiation) The NowByou Director of Campaigns has recently joined NowByou having previously been a
• business case senior marketing manager with a commercial organization manufacturing baby foods where he
• project initiation documentation had a successful track record in managing a team launching new products. He has overall
Stage 2 responsibilities for all campaigns within NowByou. This is his first director level appointment.
• campaign high-level requirements gathering
• options analysis A Portfolio Office Manager, previously a senior administrative officer within NowByou, has been
Stage 3 appointed to set up the portfolio office and work with the Contracted Project Manager to
• implementation of chosen option(s) implement and establish the initial project management documentation and processes. This is a
• closure. significant promotion for her and hopes that her role will ultimately be responsible for the line
The main output from the project will be a delivered multi-channel campaign. management of project staff across NowByou.

The Contracted Project Manager has worked with many NGO’s across the world successfully
helping them manage and deliver projects. This contract is initially for 50% of her time but this is
expected to decrease to 25% after the first three months. She assisted in the selection and
appointment of the Portfolio Office Manager.

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 The Police Liaison Officer joined NowByou five years ago after retiring from a successful career
with the national police force as a Chief Inspector. He has worked closely with the HR Director on
past initiatives and has been establishing a close professional relationship with the new Director
of Campaigns.

Graduate Trainees The HR Director instigated a graduate trainee programme two years ago.
The first four trainees will reach the end of their two-year training programme in two months’
time and a decision needs to be taken as to whether they will be offered ongoing roles with
NowByou. All have received PRINCE2 training.

Chair of User Group NowByou have set up a user group of interested parties from local
communities, networking, homelessness and refugee groups. The chair of this group has recently
retired and is keen to provide any support he can to this new campaign.

The Chief Constable who has been appointed as a member of the Board of Trustees. She has
expressed support for the new campaign as one of her concerns is members of the homeless
and refugee communities becoming victims of crime.

Head of Publicity and Social Media he reports to the Director of Campaigns and is responsible
for Brand management, press release and social media. They have three full-time members of
staff in their department.

The Head of IT manages all the IT resources and infrastructure for NowByou. The IT department
Appendix 2

Appendix 2
has six specialist staff.
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Marketing Agency Director NowByou have a relationship with a commercial marketing agency,
CharityM, who works with the Head of Publicity and Social Media in developing and placing
advertising on TV and radio stations.

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 Sample Paper 1: PRINCIPLES
1. The project is in the 'starting up a project' process. The Chair of the User Group has advised
that not everyone in the groups affected by discrimination will have access to digital media.
So that all homeless people know how to report discriminatory incidents, the Contracted
Project Manager has recommended that non-digital methods of communication also be
Question Booklet
included as part of the project.
Multiple Choice
Which principle is being applied, and why?
Examination Duration: 2 hours and 30 minutes
A. 'Focus on products', because the Contracted Project Manager should identify the
products needed to deliver the campaign successfully
Instructions
B. 'Focus on products', because the Contracted Project Manager should estimate the work
to deliver the non-digital communications
1. You should attempt all 70 questions. Each question is worth one mark. C. 'Manage by exception', because the project should use a range of different
2. There is only one correct answer per question. communication channels to deliver the campaign
D. 'Manage by exception', because the Contracted Project Manager should be empowered
3. You need to answer 42 questions correctly to pass the exam. to make decisions about the detailed work
4. Mark your answers on the answer sheet provided. Use a pencil (NOT pen).
2. The project executive asked the Contracted Project Manager to implement the chosen option
5. You have 2 hours and 30 minutes to complete this exam. during stage 3 using an iterative-incremental delivery approach. This approach will allow
6. This is an 'open book' exam. You can use the PRINCE2® 7 Managing Successful Projects feedback to be gathered as the campaign is expanded and rolled out. This will be a new way
of working for NowByou. As a result, the Contracted Project Manager will undertake the role
Official Book. of agile coach during the stage to assist in the use of trials and focus groups.
7. Use the Scenario Booklet (Scenario 4: NowBYou and Additional information).
Appendix 2

Appendix 2
How well does this apply the 'tailor to suit the project' principle, and why?
8. No materials are allowed other than the exam paper, the PRINCE2® 7 Managing Successful
Resources

Resources
Projects Official Book, and the Scenario Booklet. A. It applies it well, because an additional role of agile coach should be appointed to advise
on how to use PRINCE2 alongside agile techniques
9. Do not use information from one question to answer another. B. It applies it well, because the project management method used on the project should be
aligned with NowByou’s business processes
C. It applies it poorly, because the Contracted Project Manager should coach the project
team members within a separate project
D. It applies it poorly, because the role of coach is not one of the three primary stakeholders
whose interests should be represented

3. The project management maturity of NowByou is very low, with no standardized processes
or templates. Previous projects have relied heavily on the expertise of CharityM that delivers
advertising campaigns on behalf of NowByou. But CharityM do not follow a recognized
project management method. As a result, the Contracted Project Manager has been asked to
perform the role of coach to the newly appointed project manager from the beginning of
stage 2 and throughout the project.

Is this an appropriate application of the 'tailor to suit the project' principle, and why?

A. Yes, because the Contracted Project Manager should be given a role to pass on their skills
to the project team, for the benefit of this, and future, projects
B. Yes, because CharityM uses different processes and terminology when delivering the
advertising campaigns on behalf of NowByou
C. No, because the Contracted Project Manager is unlikely to be available full-time
throughout the delivery of the advertising campaign
D. No, because the project manager should manage the relationship with CharityM to
deliver the advertising campaign

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 4. The Chief Finance Officer is hosting a pre-project workshop with a range of people from the 7. NowByou runs consecutive fund-raising campaigns lasting approximately eight weeks each.
project ecosystem, including the Chair of the User Group, Director of Campaigns and the The success of these campaigns determines the funds available to the organization for the
Police Liaison Officer, as well as the Marketing Agency Director. The purpose of this workshop coming months. During the 'initiating a project' process, the project manager is preparing the
is to understand how the project is likely to contribute towards achieving the objectives of all project plan for the Campaign against Discrimination Project. The project manager has
those involved in analysing options and delivering the chosen option for the campaign. consulted the Chief Finance Officer, who has recommended that the stage ends should
coincide with the end of these NowByou fund-raising campaigns. This is to allow the funding
Why is this a good application of the 'ensure continued business justification' principle? of the project to be reviewed based on donations made to NowByou during the previous
campaign period.
A. Because the parties involved in delivering the campaign should balance the project’s
contribution to objectives, against the costs and risks at the start of the project Is this an appropriate application of the 'manage by stages' principle, and why?
B. Because the Chief Finance Officer should engage the primary stakeholders of business,
users and suppliers in the workshop to gain their commitment to their roles A. Yes, because the Chief Finance Officer should delegate authority to the project manager
C. Because the Chief Finance Officer should lead across organizational boundaries to for managing each stage, based on the defined stage ends
engage with people who are affected by the project, but are not within the defined B. Yes, because the project manager should plan the stage ends to take into account the
project team influence that the fund-raising campaigns will have on the project finances
D. Because the parties involved in delivering the campaign should ensure that their business C. No, because the Chief Finance Officer should review the viability of the project more
justification remains valid as the project delivers the chosen option frequently to retain control over the project
D. No, because the project manager should divide the project into shorter stages because
5. The project is in the 'starting up a project' process. The Contracted Project Manager has the project management maturity of NowByou is low
recognized that the Campaign against Discrimination Project has a short timescale and is
being delivered in three stages. Based on their work on their last project for another NGO,
they have recommended that work to analyse options should start during the initiation stage, PEOPLE
rather than stage 2. They believe this will save time for the project. 8. The project is in the 'starting up a project' process and the new project manager has now
been appointed. They have asked a trainee to gather the high-level requirements because
Is this an appropriate application of the 'learn from experience' principle, and why? the trainee has just become a PRINCE2 Practitioner. The project manager wants them to gain
Appendix 2

Appendix 2
some practical experience and they are the only member of the project team available for
Resources

Resources
A. No, because the project should have two stages including an initiation stage this task. However, no progress has been made on this task due to the trainee's inexperience.
B. No, because the project should be properly initiated before work starts on options The project manager has asked the Contracted Project Manager to perform this task instead,
analysis with the trainee shadowing them to gain experience.
C. Yes, because experiences from previous projects should be reviewed when starting up a
project Is this solution an appropriate way of 'leading successful teams' according to the 'people'
D. Yes, because projects are unique and the project team should continue to learn during element, and why?
each of the three stages
A. Yes, because requirements gathering should be completed by the Contracted Project
6. The project is approaching the end of the 'initiating a project' process and the Chief Finance Manager who has no conflict of interest in the outcome
Officer has secured funding for the project from a few major donors. The Chief Finance B. Yes, because the trainee’s competency gap should be addressed by shifting responsibility
Officer will continue to have one-to-one contact with these major donors throughout the to the Contracted Project Manager, while upskilling the trainee
project to inform them of progress and how the chosen campaign option will support C. No, because the new project manager should have chosen a team member with
NowByou’s objectives. appropriate competency and capability from the start
D. No, because the trainee is a PRINCE2 Practitioner and therefore should be capable of
Which principle is being applied by the Chief Finance Officer when meeting regularly with the completing this task without assistance
donors, and why?

A. 'Define roles, responsibilities and relationships', because the Chief Finance Officer should
build relationships with these major donors throughout the project
B. 'Define roles, responsibilities and relationships', because the major donors are business
stakeholders whose interests should be represented on the project team
C. 'Ensure continued business justification', because the Chief Finance Officer should justify
the project to the major donors to secure the funding
D. 'Ensure continued business justification', because the chosen campaign option should
support the business objectives of NowByou

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 9. Some of the project team members are based at the head office, but most of them work from 11. The project is in stage 3. The issue management approach requires a 'new issue form' to be
home at least a few days a week, in line with NowByou's working practices. The project completed in order to raise an issue to the project manager. On many occasions, team
manager has organized a dedicated project meeting room and has asked team members to members have not used the 'new issue form' and have emailed the project manager instead
attend the office every day to promote social cohesion and information sharing. This has as it is easier. Feedback from the project team has revealed that they find the form difficult to
been met with resistance. One project team member has even complained to the CEO of complete, with too much detail being required. The project manager has simplified the form
NowByou. and has also agreed that project support will complete the form based on an email, if
required.
Is this an appropriate way of 'leading successful teams' according to the 'people' element,
and why? Is this an appropriate application of 'leading successful change' according to the 'people'
element, and why?
A. Yes, because co-locating the team should promote the sharing of information organically
through informal networks A. Yes, because the project manager should realign ways of working to the emerging project
B. Yes, because the project manager should decide how the team should work together to culture based on feedback from the project team
promote team-working B. Yes, because the project team should not waste time completing unnecessary
C. No, because the project manager should organize specific co-location days for the remote administrative tasks when project support should help
team members to build relationships C. No, because the issue management approach should be protected from uncontrolled
D. No, because the project manager should have consulted the project executive before change once it has been baselined at the end of the 'initiating a project' process
implementing a change to NowByou's working practices D. No, because communication with the project team should be improved to ensure future
compliance with the approved issue management approach
10. The project is in the 'initiating a project' process. The project manager has held a stakeholder
analysis workshop with the project team to produce the communication management 12. One of the graduate trainees was appointed as project manager during the initiation stage. At
approach. At the workshop, all the project team members were identified as stakeholders the beginning of the project, the new project manager was reporting on progress every week
and their communication needs were discussed. No other stakeholders were identified, but to the project board. However, the project is now in stage 2, the requirements gathering has
the project manager expects them to make themselves known as the project continues. The been completed on time and to budget, and the option analysis is progressing well. As a
project manager drafted the communication management approach, ready for submission to result, the project board has agreed that highlight reports should be produced every two
Appendix 2

Appendix 2
the project board. weeks, and the cost and time tolerances for the stage have been relaxed. This should
Resources

Resources
empower the project manager to make more decisions.
Is this an appropriate application of 'leading successful change' according to the 'people'
element, and why? Which principle is being applied by this example of 'people and relationships central to the
PRINCE2 method'?
A. Yes, because the project manager should repeat stakeholder identification and analysis
throughout the project lifecycle to identify additional stakeholders A. Learn from experience
B. Yes, because the project team should use different communication frequency and B. Manage by exception
channels for new stakeholders identified as the project progresses C. Manage by stages
C. No, because the project manager should have consulted with project assurance when D. Focus on products
deciding who to invite to the stakeholder analysis workshop
D. No, because the project manager should have identified additional stakeholders,
13. Discrimination against marginalized groups, in particular the homeless and refugees, is
including support groups, who influence the campaign requirements and options
growing at a concerning rate.

Under which heading of the change management approach should this information be
recorded?

A. Characteristics of the current state

B. Characteristics of the target state
C. Enabling activities before transition
D. Enabling activities during transition

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 BUSINESS CASE ORGANIZING
Here are three statements relating to the business case for the project. Here are three roles relating to the NowByou Project.

Under which heading of the business case (A-E) should the statements be recorded? Which individual (A-F) would be most appropriate for each role according to the 'organizing'
Choose only ONE heading for each statement. Each heading can be used once, more than once, practice?
or not at all. Choose only ONE individual for each role. Each individual can be used once, more than once, or
not at all.
14. The project is at the end of stage 2 and, after a review, it Reasons
is now anticipated there will be a one month delay. The Business options 19. Project manager Chief Executive Officer
project will now take 7 months to complete Time 20. Project executive Graduate Trainees
15. There has been an increase in reported incidents relating Costs 21. Senior supplier Chief Finance Officer
to discrimination against the homeless and refugees Major risks Marketing Agency Director
16. Funding will be a mix of both public sector and private Head of Publicity and Social
sector donations Media
Head of IT
17. The project executive has decided to treat stage 2 as a separate feasibility project with its
own business case. The output from this project will be high-level requirements and a 22. NowByou has just made the decision to run the 6-month campaign as a project. As a result,
recommended option. The project manager has documented the following benefit in the the Director of Campaigns has appointed the Chief Finance Officer (CFO) as the project
business case for the Feasibility Study Project. executive so that the 'starting up a project' process can commence.

"A 10% increase in the donations received from existing individual donors and donor Is this appointment an appropriate application of the ‘organizing’ practice, and why?
organizations."
A. Yes, because the CFO should be in a position to ensure that the project contributes to the
Is documenting this as a benefit of the Feasibility Study Project an appropriate application of financial standing of the organization
Appendix 2

Appendix 2
the ‘business case’ practice, and why? B. Yes, because the project executive should be the single point of accountability for the
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Campaign against Discrimination Project
A. Yes, because a benefit is the measurable improvement resulting from an outcome C. No, because the Director of Campaigns is sponsoring the project and is advised and
perceived as an advantage by the investing organization mentored by the Contracted Project Manager to oversee the project
B. Yes, because the benefits should be identified in the business case to support the D. No, because the Head of Publicity and Social Media should be responsible for the
business justification at the beginning of the project outcome ‘increased awareness of discrimination’ from the delivered multi-channel
C. No, because business justification for the Feasibility Study Project should consider the campaign
value of a project, not just the benefits
D. No, because the output of the Feasibility Study Project will be a recommended option 23. NowByou has just made the decision to run the 6-month campaign as a project. As a result,
that will not result in the required outcomes to realize the stated benefit the Chief Executive Officer (CEO) has appointed the Director of Campaigns as the project
executive so that the 'starting up a project' process can commence. One of the graduate
18. During the 'starting up a project' process, the project executive decided that it would waste trainees is likely to be appointed as the project manager.
time and effort to produce a business case during stage 1. This is because the project team
will not have enough information to determine whether the multi-channel campaign is Is the appointment of the Director of Campaigns appropriate according to the ‘organizing’
desirable, viable and achievable until the options analysis has been completed during stage 2. practice, and why?

Is this an appropriate application of the ‘business case’ practice, and why? A. Yes, because the project executive role should be separate to the project manager role
being fulfilled by the graduate trainee
A. Yes, because the project team should know the costs and timescales for the campaign B. Yes, because the Director of Campaigns should be well suitable to represent the interests
once the option(s) to be implemented have been chosen of the CEO on the project
B. Yes, because the project team should know the links between the chosen option, C. No, because the CEO is more experienced in the not-for-profit-sector and should be more
outcomes and benefits resulting from that option once the option is chosen suitable to fulfill the role of project executive
C. No, because the project executive should establish the business justification for the D. No, because the project executive should ensure that improved capacity planning leads
Campaign against Discrimination Project in the initiation stage to increased staff morale
D. No, because NowByou should review the increased awareness of discrimination
described in the business case after the project has closed

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 PLANS 29. The project is in stage 1 and the Contracted Project Manager is preparing the project plan.
The Contracted Project Manager has proposed that two stage plans should be produced for
Here are three actions related to developing the stage 2 plan.
the rest of the project one at the end of stage 1 and the other at the end of stage 2.
Which role (A-F) should be responsible for each action?
Is this proposal an appropriate application of the ‘plans’ practice, and why?
Choose only ONE role for each action. Each role can be used once, more than once, or not at all.

A. Yes, because the project manager should ensure that there is no overlap in the scope of
24. Check the stage 2 plan to ensure that enough time Business layer
any of the work packages
has been allowed to obtain input and feedback from Project executive
B. Yes, because the project manager should prepare a stage plan for the next stage, at the
the User Group on the high-level requirements Senior user
end of the preceding stage
gathering and options analysis Senior supplier
C. No, because the project manager should include a schedule of activities to close the
25. Provide any NowByou standards that exist, based Project manager
project in the stage 3 plan
on what was used on previous projects, that could Team manager
D. No, because the project manager should have produced the initiation stage plan during
be used when preparing the stage 2 plan
the 'starting up a project' process
26. Prepare the schedule for the requirements
gathering work package for input to the stage 2 plan
QUALITY
Here are three items of information relating to the 'quality' practice.
27. The project is in stage 1 and the Head of Publicity and Social Media has asked that the project
Under which heading of the quality management approach (A-E) should they be recorded?
complies with NowByou's procedures for data privacy and confidentiality. This requirement
has been documented in the project initiation documentation. The multi-channel campaign is
Choose only ONE option. Each option can be used once, more than once, or not at all.
being implemented by an external marketing agency during stage 3. The team managers
implementing the campaign will need to understand this requirement.
30. The marketing campaign will need to conform to Scope
According to the 'plans' practice, where should the team managers find this information? NowByou’s advertising standards Supporting tools and
31. The Head of Publicity and Social Media will approve all techniques
Appendix 2

Appendix 2
Resources

Resources
A. Commercial management approach materials to be included in the multi-channel campaign Resources
B. Project product description during stage 3, prior to running the campaign References
C. Stage plan 32. The marketing campaign will be trialled across all Responsibilities
D. Work package description channels using focus groups to ensure that the
campaign will be well received by all members of the
28. The project is at the end of stage 2. The project executive has suggested that stage 3 should community
be divided into two separate stages. The first stage (stage 3a) would implement the chosen
campaign option, and the second one (stage 3b) would close the project. The project 33. The Contracted Project Manager is drafting the quality management approach during stage 1.
executive has instructed the project manager to plan both stage 3a and stage 3b at the end The Director of Campaigns has suggested that the objective of project quality management
of stage 2 to save time at the end of the next stage. should be to ensure that the project team is familiar with, and able to use, a variety of media
(tv, press, and social networks) by the end of the project.
Is this decision by the project executive an appropriate application of the ‘plans’ practice, and
why? Is this an appropriate application of the ‘quality’ practice, and why?

A. Yes, because the ‘closing a project’ process should provide a fixed point at which A. Yes, because the use of media by the project team is a user quality expectation to be
acceptance of the delivered multi-channel campaign should be confirmed achieved by the delivered multi-channel campaign
B. Yes, because the work package to implement the chosen campaign option should be in B. Yes, because the use of media by the project team is an acceptance criterion to be
the stage 3a plan, and the work to close the project should be in the new stage 3b plan achieved by the delivered multi-channel campaign
C. No, because the activities to complete the 'closing a project' process should be planned at C. No, because the use of media by the project team is an outcome to be achieved, rather
the end of stage 2, not at the end of stage 3a than a purpose of project quality management
D. No, because the activities to complete the 'closing a project' process should be planned D. No, because the use of media by the project team is an output to be produced as part of
towards the end of the final stage the delivered multi-channel campaign

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 34. The project is in stage 1 and the project manager is preparing the quality management 39. The project is in the 'initiating a project' process. The Contracted Project Manager has
approach. The Human Resources (HR) Director has stated that all partner organizations recommended that the project board should define the risk appetite to be used when setting
(contributors and suppliers) must have an appropriate equality and diversity policy in place. the risk tolerance. This will enable the project manager to recommend which risks to respond
In addition, they must be able to provide evidence that they comply with this policy. The to actively, based on the risk tolerance.
project manager has documented this requirement in the quality management approach,
which will be baselined at the end of the initiation stage. Is this an appropriate application of the ‘risk’ practice, and why?

Is the project manager's action an appropriate application of the ‘quality’ practice, and why? A. Yes, because the project management maturity of the organization is very low, and the
risk appetite has not yet been defined
A. Yes, because the quality management approach should define the quality standards for B. Yes, because risk tolerance should be based on the combined effect of the individual risks
the project to the project's objectives
B. Yes, because the quality management approach should be baselined at the end of the C. No, because the Chief Executive Officer should define project-level risk tolerances in
initiation stage consultation with the board of trustees
C. No, because this requirement should be documented in the quality register as part of the D. No, because the Chief Executive Officer should agree the NowByou's risk appetite in
project's quality controls consultation with the board of trustees
D. No, because quality tolerances should be defined to allow for deviation from the defined
standard
ISSUES
The project team has received some great news. They have received a large anonymous
RISK donation. As a result, they have decided to extend the scope of the project. It has been agreed
The following risk has been recorded in the risk register: that they should now hold some workshops and actively visit large corporate organizations to do
"As the project management maturity of NowByou is low, there is a risk that if the Contracted presentations and distribute merchandise to enable publicity. The project team believes that this
Project Manager is not available to work, the project will be delayed." will increase awareness of discrimination significantly.
In response to this risk, an experienced project support person needs to be found to work
alongside the Contracted Project Manager. Here are three actions. Which role (A - E) should be responsible for each action?
Appendix 2

Appendix 2
Choose only ONE role for each action. Each role can be used once, more than once, or not at all.
Resources

Resources
Here are three items of information.
Under which heading of the risk register (A-E) should the information be recorded? 40. Decide if adding the workshops, presentations and Senior user
Choose only ONE heading for each item of information. Each heading can be used once, more merchandise will increase awareness of Senior supplier
than once, or not at all. discrimination Project assurance
41. Create product descriptions and additional work Project manager
35. The Contracted Project Manager has been asked to Proximity packages for the workshops, presentations and Team manager
find an experienced project support person to Impact merchandise
provide administrative support Probability 42. Update the project log to confirm the decision to
36. The Contracted Project Manager has advised that Risk action owner add the workshops, presentations and merchandise
they will be available at least until the end of stage 2 Risk owner to the project scope
37. If an experienced project support person is not
found, the project could be delayed beyond project
time, and, possibly, cost tolerances, putting the 43. The newly appointed project manager recorded the following entry in the issue register and
business justification of the project at risk then immediately created an exception report to assess its impact:
“The project management maturity of the organization is very low, with no standardized
processes or templates in place.”
38. The following entry has been recorded in the risk register:
Risk description: "The project management maturity of the organization is very low."
Is this an appropriate application of the ‘issues’ practice, and why?
Is this an appropriate risk register entry, and why?
A. Yes, because an exception report should be created for every issue recorded on the issue
register
A. Yes, because the low maturity is likely to have a negative impact on objectives
B. Yes, because an exception report should offer options and recommendations for how to
B. Yes, because the low maturity could influence the achievement of objectives
proceed
C. No, because the low maturity is an issue and should be entered in the issue register
C. No, because the issue should be recorded in an issue report to describe its impact on the
D. No, because the description does not include the source of the risk
project baseline
D. No, because the issue owner should create the exception report, not the project manager

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 44. The following entry has been made in the issue register for the Campaign against 48. The project is in stage 1 and the Contracted Project Manager is drafting the controls to be
Discrimination Project by the Portfolio Office Manager: included in the project initiation documentation. The Contracted Project Manager has
identified that the project management maturity of NowByou is low. As a result, they
“The project management maturity of the organization is very low, with no standardized suggested that the stage 2 plan should include details of what is to be achieved week by
processes or templates in place. Without a corrective action, the Campaign against week. This will enable more frequent reporting against the stage plan by the team managers
Discrimination Project will fail to achieve its objectives.” gathering the high-level requirements and completing the options analysis.

As a result, the Contracted Project Manager, who has a track record of successful delivery in Is this an appropriate application of the ‘progress’ practice, and why?
the not-for-profit sector, was appointed. The Contracted Project Manager then marked the
entry as ‘closed’. A. Yes, because the project management maturity of the organization is very low, and
reporting should be more frequent when teams are inexperienced
Is this an appropriate application of the ‘issues’ practice, and why? B. Yes, because the project manager should negotiate the effort, cost and time to deliver
each of the work packages with the team managers
A. Yes, because the Contracted Project Manager should be responsible for managing the C. No, because the team managers should be allowed to control the work of the work
issue procedure packages within the tolerances agreed with the project manager
B. Yes, because the impact of the issue was assessed, an appropriate response was chosen D. No, because the project manager should have agreed tolerances for each of the seven
and implemented effectively types of tolerance with the team managers to enable control
C. No, because an issue report should be created for issues on the issue register, if required
D. No, because the Portfolio Office Manager, as issue owner, should close the entry on the 49. The project is in stage 1 and tolerances need to be defined. The Contracted Project Manager
issue register is holding a workshop with the Director of Campaigns and other project board members.
They need to decide whether delivering a high-quality campaign that will generate more
donations and awareness is more important than on time delivery.
PROGRESS
Is making this decision an appropriate application of the ‘progress’ practice, and why?
Here are three items of information about the 'progress' of the project.
Appendix 2

Appendix 2
Which management product (A-E) should they be recorded in?
A. Yes, because the project board should 'manage by exception' by monitoring progress
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Resources
against the project plan
Here are three items of information.
B. Yes, because the project board should prioritize the constraints in order to allocate
Under which heading of the risk register (A-E) should the information be recorded?
tolerances for the project and each stage
Choose only ONE product for each piece of information. Each product can be used once, more
C. No, because the project manager should work with the team managers to prioritize the
than once, or not at all.
constraints and set work package tolerances
D. No, because the project manager should include the required level of detail in the project
45. During stage 2, the time tolerance is +1 week. The Exception report plan to enable control by the project board
project manager forecasts that a delay to the media Daily log
training will result in a 2-week delay to the stage
46. The project had repeated issues with more staff
Highlight report
Checkpoint report
PROCESSES
50. The project is in stage 3. The project manager has recorded a request for change to
leaving NowByou during the project than originally End project report
implement the campaign using an additional social media channel. This request for change
expected. This resulted in extra training of new staff
will cause a stage-level exception. As a result, the project manager has issued an exception
members in media usage and caused delays
report to the project board. The project executive, in the 'directing a project' process, needs
throughout the project
to ensure that the impact has been adequately assessed before responding to the exception
47. The research team manager delivering the options
report.
analysis work package has collected data to inform
the project manager about how the options analysis
Which role should the project executive consult?
is progressing

A. Senior user
B. Project assurance
C. Team manager
D. Project support

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 51. The project manager is preparing the plan for the high-level requirements gathering and 54. The project is in the 'initiating a project' process. The Contracted Project Manager has
options analysis. The project board has approved this plan as part of the 'directing a project' requested a meeting with the project board. At the meeting, they will explain how the
process. campaign will raise awareness of discrimination against marginalized groups, reinforce
NowByou's brand recognition and explain what happened during project initiation.
Which role should be informed about this decision?
During which activity of the 'initiating a project' process should this meeting occur?
A. Senior supplier
B. Project executive A. Agree tailoring requirements
C. Project manager B. Agree the management approaches
D. Project assurance C. Establish project controls
D. Request project authorization

52. The project is in the 'starting up a project' process. The newly appointed project manager is
55. As part of the ‘directing a project’ process, the project executive met with the newly
struggling to define the major products of the Campaign against Discrimination Project and
appointed internal project manager and agreed the role of the Contracted Project Manager in
who will use them. As a result, the Chief Finance Officer has advised the project manager to
supporting the internal project manager. At this meeting, they were informed verbally that
organize a lunch meeting with themselves, the Chair of Trustees, the Portfolio Office
the project board had authorized initiation after a quick discussion at the end of a board of
Manager, Head of Publicity and Social Media and Marketing Agency Director.
trustees meeting on a different topic. As a result, the internal project manager proceeded to
implement the initiation stage plan.
Is the lunch meeting an appropriate application of the ‘prepare the outline business case’
activity, and why?
Is this verbal authorization by the project executive an appropriate application of the
‘authorize initiation' activity, and why?
A. Yes, because the project board should provide a connection to the Chair of Trustees, as
the business layer
A. Yes, because the project executive should approve the roles of the internal project
B. Yes, because the project manager should consult with the project executive, senior user
manager and Contracted Project Manager when authorizing initiation
and senior supplier when creating the project product description
B. Yes, because the project executive should provide the resources and support required by
Appendix 2

Appendix 2
C. No, because the project manager should consult with the project executive, senior user
the internal project manager for the initiation stage
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Resources
and senior supplier when creating the project product description
C. No, because the project executive should document the instruction to proceed to the
D. No, because the project manager should not develop the project product description in
initiation stage for the internal project manager
the ‘prepare outline business case' activity
D. No, because the project board should hold a separate, formal meeting to authorize the
initiation stage
53. The project is in the 'initiating a project' process. The Contracted Project Manager has worked
with the project team, including the Marketing Agency Director, to estimate the time and cost
to define and implement the marketing campaign. The Contracted Project Manager has 56. The project is in the 'starting up a project' process. The Head of Publicity and Social Media will
updated the business justification with these updated timescales and costs and the be responsible for brand management, press releases and social media for the Campaign
aggregated risks from the project log. against Discrimination Project. Therefore, it has been decided that they should be appointed
as senior supplier.
Which role should approve this updated information?
Which role should be accountable for this decision?
A. Business layer
B. Project executive A. Business layer
C. Project manager B. Project executive
D. Project assurance C. Project manager
D. Project support

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 57. The project is in the 'starting up a project' process and a decision has been taken to offer a 60. The project is in the 'controlling a stage' process in stage 2. The project manager needs to
role in the Campaign against Discrimination Project to one of the graduate trainees. The inform the project board about the progress made with the requirements gathering work
Contracted Project Manager will now act as a mentor to the graduate trainee in their new role package in the last two weeks. As a result, the project manager collected information on the
in delivering this three-stage project. status of the requirements gathering and options analysis work packages. In addition, the
project manager identified from the project log the corrective actions that had been taken in
Which role should be accountable for this appointment? the last two weeks.

A. Business layer Which practice is being applied in the 'controlling a stage' process by the project manager
B. Project executive carrying out these actions?
C. Project assurance
D. Project support A. Plans
B. Progress
58. NowByou is aware that the project is very sensitive and risky. The project executive wants to C. Issue
keep the project confidential to avoid any bad publicity. During the 'initiating a project' D. Quality
process, the Contracted Project Manager discusses the project with internal staff who have
experience of keeping projects confidential and are aware of other risks related to working 61. During stage 2, there is a work package to evaluate the options for providing training to
with marginalized groups. Their experiences relating to how to keep the project confidential media professionals on discrimination awareness. The project manager has received a
are included in the full business case. checkpoint report from the team manager, as part of the ‘controlling a stage’ process, which
states that the training options product has been quality reviewed and approved. However,
Is this approach an appropriate application of the ‘prepare the full business case’ activity, and project assurance has noted that the Head of Publicity and Social Media, who is listed as the
why? acceptance authority in the product description, has not yet approved the product. The
project manager has told the team manager that the product has not been approved and
A. Yes, because the combined risk profile should be considered alongside the time and costs asked the team manager to resolve this situation.
in the full business case
B. Yes, because lessons should be sought from similar previous projects when preparing the Is this request by the project manager an appropriate application of the ‘receive completed
Appendix 2

Appendix 2
full business case work package’ activity, and why?
Resources

Resources
C. No, because responses to risks related to bad publicity should be considered when
developing the risk management approach A. Yes, because the project manager should ensure that the training options product has
D. No, because lessons relating to confidentiality should be considered when producing the been approved by the right people
digital and data management approach B. Yes, because the project manager should approve the products in each work package,
including the training options product
59. The project is in the 'controlling a stage' process in stage 3. The team manager for the TV C. No, because the project manager should raise a change request for the additional work
campaign has notified the project manager that the campaign is behind the schedule agreed required, and record it in the issue register
in the work package description. As a result, having considered appropriate actions, the D. No, because the project manager should consider the quality reviews sufficient to
project manager has agreed to increase the cost and time tolerances to enable the work to confirm that the product has been approved
be completed within stage tolerances.

62. The project is in the 'managing product delivery' process towards the end of stage 2. The
During which activity of the 'controlling a stage' process should the project manager agree
options analysis team manager has checked that the options analysis has been approved by
the increased time and cost tolerances with the tv campaign team manager?
the Director of Campaigns, as specified in the product description. They have called the
project manager to tell them that the options analysis work is finished and that there were
A. Authorize a work package
two main options from which the project board will need to choose at the end of the stage. A
B. Evaluate work package status
copy of the final report has also been sent to the project manager.
C. Capture issues and risks
D. Take corrective action
Which role should the team manager also notify?

A. Project executive
B. Project support
C. Senior user
D. Senior supplier

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 63. The project is in the 'managing product delivery' process in stage 3 and there has been a 66. The project is in the 'managing a stage boundary' process during stage 3 and there has been
delay in delivering the TV campaign. The team manager needs some extra funding to employ a significant delay in the implementation of the social media campaign. As a result, the time
an additional camera operator to complete the work on time. The team manager calls the and cost tolerances for the stage are forecast to be exceeded. The project manager has
project manager to discuss this. reported the situation to the project board and they have requested that the project manager
replan the stage, allowing extra time and cost. In addition, the project board wants to know
Which role should be consulted about how best to deal with this situation? how the TV and press campaigns are progressing and what is left to do on the social media
campaign.
A. Business layer
B. Project executive In the 'managing a stage boundary' process, which role should be responsible for providing
C. Project assurance this information about the campaigns to the project board?
D. Project manager
A. Project manager
B. Project support
64. The project is in stage 2. As part of this stage, it is important to lobby the government to
C. Project assurance
strengthen the political desire to introduce legislative and policy changes. These changes
D. Team manager
should help NowByou to achieve its project objectives. A team manager has accepted the
work package and has been advised that they should report progress every two weeks.
However, on reflection, the team manager is now concerned that it may take years to change 67. The project is in the 'managing a stage boundary' process at the end of stage 2. It is
legislation and policy, so the team manager may not be able to deliver the work package in important that the project board understands the various options that were considered
the timescales expected. The team manager has reported this to the project manager. during the stage, and why it is valuable to continue as planned in the next stage. As a result,
the project manager issued the end stage report and next stage plan to the project board. He
Which statement explains why this is an appropriate action for the ‘execute a work package’ also organized a short online meeting with the project board to discuss the key points.
activity?
Is this an appropriate application of the ‘request next stage' activity, and why?
A. Because the team manager should review the risks to the team plan when delivering the
Appendix 2

Appendix 2
work package A. Yes, because the project manager should ensure that the project board is aware that the
Resources

Resources
B. Because the team manager should clarify with the project manager the required outputs project is progressing according to plan and continues to be justified
from the work package B. Yes, because the project manager should have informal discussions with the project
C. Because the team manager should report on work package progress to the project board when applying the 'manage by exception' principle
manager C. No, because the project manager should provide the project board with the project
D. Because the team manager should escalate issues to the project board via the project initiation documentation to support their decision-making
manager D. No, because the project board should use the ‘directing a project’ process to review the
end stage report and authorize the next stage

65. The project is in the 'managing a stage boundary' process at the end of stage 2. The project
68. When closing the project, the project manager decided that the marketing agency team had
manager needs to identify and resource the activities to assess whether the 'delivered multi-
done an excellent job in implementing the marketing campaign. As a result, the project
channel campaign' has been delivered on time and cost and when the increased awareness
manager explained to the project board the contribution made by the team manager and
of this type of discrimination can be assessed as a result of this campaign.
recommended that NowByou should recognize their contribution and try to work with agency
on future campaigns.
In which activity of the 'managing a stage boundary' process should the project manager
perform these actions?
During which activity of the 'closing a project' process should the project manager make this
recommendation to the project board?
A. Update the project plan
B. Prepare the next stage plan
A. Prepare planned closure
C. Evaluate the stage
B. Confirm project acceptance
D. Request next stage
C. Evaluate the project
D. Request project closure

164 PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. 165
 69. During stages 2 and 3, the marketing agency appointed a team to work with the Head of
Publicity and Social Media on the TV and radio advertising. When closing the project, the
project manager checked that these products had been completed.

Which practice is being applied by the 'closing a project' process?

A. Business case
B. Organizing
C. Plans
D. Quality

70. The project is in stage 3 and the multi-channel campaign has been delivered on time and to
budget, and the project is ready to close. When closing the project, the project manager
identified from several entries in the lessons register, that they could not have completed the
project without the ongoing advice of the Contracted Project Manager. As a result, the project
manager recorded a recommendation that the support of a project manager with experience
in the not-for-profit sector should be used on future projects to increase the likelihood of
success.

In which activity of the 'closing a project' process should this recommendation be recorded,
and why?

A. 'Prepare planned closure', because the project manager should confirm the project can
be closed and close the project log
B. 'Prepare planned closure', because the project manager should secure and archive
Appendix 2

Appendix 2
project information
Resources

Resources
C. 'Evaluate the project', because the project manager should create the lessons report by
reviewing the project log
D. 'Evaluate the project', because the project manager should compare actual progress
metrics against the original estimates

166 PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. 167
 Sample Paper 1: Answers and Rationales Q A Syllabus Ref Rationale
2 A P2-7_PRCT_1.1.g A. Correct. As part of the 'tailor to suit the project' roles can
Q A Syllabus Ref Rationale be tailored. "For example, a supplier may wish to use their in-
1 A P2-7_PRCT_1.1.f A. Correct. As part of the 'focus on products' principle, house product development framework based on an
"Projects that focus on what the project needs to produce are iterative-incremental delivery method using agile
more likely to be efficient and avoid waste than projects that management approaches. To avoid potential confusion, the
focus primarily on the work activity" under the principle of project manager might propose to: add a coach to guide the
'focus on products',"PRINCE2 requires projects to be output - teams in working effectively in the combination of PRINCE2
oriented rather than work-oriented. PRINCE2 calls these and the supplier’s in-house agile method." Here it is
outputs ‘products’." Understanding the need for non-digital NowByou that is seeking to use these agile techniques as part
communications is part of understanding the scope of the of implementing the campaign. Ref 2.7
project. Ref 2.6 B. Incorrect. It is true that, according to the 'tailor to suit the
B. Incorrect. Under the principle of 'focus on products', project' principle, "the project management method used is
"PRINCE2 requires projects to be output-oriented rather than appropriate to the project (for example, aligning the method
work-oriented. PRINCE2 calls these outputs ‘products’." While with the business processes that may govern and support the
it is true that the work to deliver the non-digital project." However, the tailoring is being applied to align with
communications should be estimated, this does not explain the delivery approach, not the business processes. Ref 2.7
why the scope of the project needs to be identified. Ref 2.6 C. Incorrect. According to the scenario, part of the role for the
C. Incorrect. As part of the 'manage by exception' principle, Contracted Project Manager "advising and coaching the
"The seven aspects of a plan’s performance requiring NowByou Director of Campaigns" and to "mentor the staff
tolerances to be defined are: Scope - Permissible variation of member who will be appointed as the project manager." This
the plan’s products." Defining a range of different should not be a separate project. Ref scenario
communication channels would be scope tolerance if the D. Incorrect. According to the 'define roles, responsibilities
range was clearly defined. However, this does not explain and relationships' principle, "All projects have the following
why the scope of the project needs to be identified. Ref 2.5 primary stakeholders: the business, users and suppliers (see
D. Incorrect. As part of the 'manage by exception' principle, section 1.5.1). All three stakeholder interests need to be
"The implementation of ‘manage by exception’ provides for represented effectively in the project management team."
Appendix 2

Appendix 2
efficient use of senior management time as it reduces senior However, that does not mean that other roles should not be
Resources

Resources
managers’ time burden without removing their control. This appointed, if required. Ref 2.3
ensures that decisions are made at the right level in the 3 A P2-7_PRCT_1.1.g A. Correct. As part of the 'tailor to suit the project' principle,
organization." Therefore, it is true that the Contracted Project "The purpose of tailoring is to ensure that: the project
Manager should be empowered to make decisions. However, management method used is appropriate to the project ... ;
this does not explain why the scope of the project needs to project controls are appropriate to the project’s scale,
be identified. Ref 2.5 complexity, importance, team capability and risk." This can
include changing the terminology or appointing additional
roles, for example. Ref 2.7
B. Incorrect. It is true that CharityM uses different processes
and terminology and when applying the 'tailor to suit the
project' principle there are many influences which give cause
to tailor the method, such as "where the project has a
commercial customer-supplier relationship." However, this
does not explain why the additional role of coach should be
appointed. Ref 2.7
C. Incorrect. According to the additional information, the
contract with the Contracted Project Manager "is initially for
50% of her time but this is expected to decrease to 25% after
the first three months." The role of project manager cannot
be shared as "a single focus means the role should not be
shared." However, this does not mean that they cannot act as
a coach to the newly appointed project manager. Ref 6.2.4.5
D. Incorrect. It is true that, according to the 'organizing'
practice, the project manager should be responsible for
"managing relationships within the project ecosystem,
including project assurance roles and the project board." And
that this should include managing the relationship with
CharityM. However, this does not explain why the additional
role of coach should be appointed. Ref 6.2.4.5

168 PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. 169
 Q A Syllabus Ref Rationale Q A Syllabus Ref Rationale
4 A P2-7_PRCT_1.1.a A. Correct. According to the 'ensure continued business 6 A P2-7_PRCT_1.1.c A. Correct. According to the 'define roles, responsibilities and
justification' principle, PRINCE2 requires there to be a relationships' principle, "a PRINCE2 project management
"justifiable reason for starting a project." In addition, when team initiates and builds relationships with and between
applying the principle of ‘ensure continued business internal and external stakeholders." This should include
justification’ it is important that "All parties involved in the building effective relationships with the major donors. Ref 2.3
project will need a balance between expected benefits, costs, B. Incorrect. According to the ‘define roles, responsibilities
and risks for them to have business justification for their and relationships’ principle, "All projects have the following
involvement." This should include those from the project primary stakeholders: the business, users and suppliers. All
ecosystem involved in analysing options and delivering three stakeholder interests need to be represented
requirements before the project starts. Ref 2.1 effectively in the project management team and this is
B. Incorrect. This is the 'defined roles, responsibilities and reflected in the design of a PRINCE2 project board." However,
relationships' principle, not the ‘ensure continued business the major donors are stakeholders, and do not the business.
justification’ principle. "All projects have the following primary Ref 2.3
stakeholders: the business, users and suppliers. All three C. Incorrect. According to the 'ensure continued business
stakeholder interests need to be represented effectively in justification' principle, it is true that PRINCE2 requires "There
the project management team; this is reflected in the design must be a justifiable reason for starting a project and the
of a PRINCE2 project board." Ref 2.3 justification must remain valid and be revalidated throughout
C. Incorrect. As part of the 'people' element, the project the life of the project." However, this is not the reason why
leaders should be 'leading across organizational boundaries’: the Chief Finance Officer should meet with the donors
"In addition to those formally assigned to a project, there are throughout the project. Ref 2.1
people within the business who are affected by the project D. Incorrect. According to the 'ensure continued business
but do not work within the defined project team." This does justification' principle, it is true that "the business justification
not relate to the 'ensure continued business justification' drives decision-making to ensure the project remains aligned
principle. Ref 3.3.1 with the benefits sought and contributes to business
D. Incorrect. According to the 'ensure continued business objectives. Organizations that lack rigour in business
justification' principle, when applying the principle of ‘ensure justification may find that projects proceed even when there
Appendix 2

Appendix 2
continued business justification’ it is important that "All are few real benefits or when a project has only tentative
Resources

Resources
parties involved in the project will need a balance between associations with the business strategy." However, this is not
expected benefits, costs, and risks for them to have business the reason why the Chief Finance Officer should meet with
justification for their involvement." "However, the pre-project the donors throughout the project. Ref 2.1
workshop relates to the initial justification of the project 7 B P2-7_PRCT_1.1.e A. Incorrect. It is true that the 'manage by stages' principle
during the 'starting up a project' process, not the ongoing "facilitates the principle ‘manage by exception’ by delegating
justification. Ref 2.1 authority to the project manager at each stage." However,
5 C P2-7_PRCT_1.1.b A. Incorrect. According to the 'manage by stages' principle, this does not explain why the stage ends should coincide with
"every PRINCE2 project should have at least two stages" the the end of the fund-raising campaigns. Ref 2.4
first stage is always initiation. However, this does not mean B. Correct. The 'manage by stages' principle "allows
that there cannot be more stages. It also does not explain clarification of what the impact will be of an identified
why the project should learn from previous experiences. Ref external influence, such as the organizational budget setting
2.4 process." The end of a fund-raising campaign determines
B. Incorrect. It is true that "The focus on managing by stages NowByou's budget for the coming months. Ref 2.4
ensures that the project is properly initiated before work C. Incorrect. It is true that the 'manage by stages' principle
starts on delivery of the project’s outputs." However, this "provides review and decision points, giving the project board
does not explain why the project should learn from previous the opportunity to assess the project’s viability at defined
experiences. Ref 2.4 intervals rather than let it continue in an uncontrolled
C. Correct. According to the 'learn from experience' principle, manner." However, eight-week stages are quite short and
"when starting a project - previous or similar projects should more frequent, shorter stages would mean that the 'manage
be reviewed to see if lessons could be applied. If the project by exception' principle does not operate effectively. Ref 2.4
is a ‘first’ for the people within the business or if there is any D. Incorrect. It is true that the 'manage by stages' principle
content which is new or novel, then it is even more important should consider "the size and complexity of the project
to learn from others. This could include projects delivered by (shorter stages offer more control, whereas longer stages
people or organizations external to the business to identify reduce the effort for senior management)." However, this
relevant lessons.” Ref 2.2 project is small and reasonably simple so there is no need for
D. Incorrect. According to the 'learn from experience' shorter stages (shorter than eight weeks). The project board
principle, "as the project progresses - The project team may request more frequent highlight reports or more project
should share the insights gained during the project." assurance in order to take into account the low maturity, but
However, this does not explain why the project should learn shorter stages are unlikely to help. Ref 2.4
from previous experiences gained by the Contracted Project
Manager. Ref 2.2

170 PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. 171
 Q A Syllabus Ref Rationale Q A Syllabus Ref Rationale
8 B P2-7_PRCT_2.1 A. Incorrect. According to the 'organizing' practice, "project 9 C P2-7_PRCT_2.1 A. Incorrect. Although it is true that in a co-located team
assurance roles cannot be assigned to the project manager, "information tends to be shared organically through both
project team members, nor the project support", all of whom formal and informal networks", this is not currently a co-
should have a role in delivering the outcome. This question is located team. "When teams are virtual, located at a distance
addressing the competency and capability gap, not the need from each other, or hybrid, building social cohesion needs to
for requirements gathering to be completed by someone be more deliberately considered through methods such as:
with no conflict of interest. According to the ‘people’ element, syncing co-location days for key people/ teams with a focus
“It is important to understand the competencies and on building key relationships." Ref 3.4, 3.3.3
capabilities of the people recruited or assigned to a project B. Incorrect. This action is likely to have a negative effect on
and ensure any gaps are identified and mitigations morale and motivation. "Co-creating ways of working with
established to cover them, such as upskilling or shifting project team members (and stakeholders) significantly
responsibilities for certain tasks to more appropriate people.” improves people’s willingness to be managed in line with
Ref 6.2.4.7, 3.3.2 them." Also, this is not a co-located team. "When teams are
B. Correct. “It is important to understand the competencies virtual, located at a distance from each other, or hybrid,
and capabilities of the people recruited or assigned to a building social cohesion needs to be more deliberately
project and ensure any gaps are identified and mitigations considered through methods such as: syncing co-location
established to cover them, such as upskilling or shifting days for key people/ teams with a focus on building key
responsibilities for certain tasks to more appropriate people." relationships." Ref 3.3, 3.3.3
Ref 3.3.2 C. Correct. Although it is true that in a co-located team
C. Incorrect. Although the statement may be true, if more "information tends to be shared organically through both
skilled resources were available (which they are not!), it formal and informal networks", this is not currently a co -
doesn't address the competency and capability gap that has located team. "When teams are virtual, located at a distance
now appeared. "It is important to understand the from each other, or hybrid, building social cohesion ne eds to
competencies and capabilities of the people recruited or be more deliberately considered through methods such as:
assigned to a project and ensure any gaps are identified and syncing co-location days for key people/ teams with a focus
mitigations established to cover them, such as upskilling or on building key relationships." Ref 3.4, 3.3.3
Appendix 2

Appendix 2
shifting responsibilities for certain tasks to more appropriate D. Incorrect. It may be true that any change to organization-
Resources

Resources
people." Ref 3.3.2 wide practices should be approved by the project executive
D. Incorrect. Being PRINCE2® qualified does not guarantee and/or CEO. In a co-located team "information tends to be
competency and capability in requirements gathering, which shared organically through both formal and informal
is often gained through experience. "It is important to networks", this is not currently a co-located team. However,
understand the competencies and capabilities of the people "When teams are virtual, located at a distance from each
recruited or assigned to a project and ensure any gaps are other, or hybrid, building social cohesion needs to be more
identified and mitigations established to cover them, such as deliberately considered through methods such as: syncing
upskilling or shifting responsibilities for certain tasks to more co-location days for key people/ teams with a focus on
appropriate people." Ref 3.3.2 building key relationships." Ref 3.4, 3.3.3

172 PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. 173
 Q A Syllabus Ref Rationale Q A Syllabus Ref Rationale
10 D P2-7_PRCT_2.2 A. Incorrect. Although it is true that stakeholders should be 12 B P2-7_PRCT_2.3 A. Incorrect. The 'people' element should apply the 'learn
identified or "...may change over time as the project from experience' principle by understanding that "there is
evolves…", the project manager should have made more significant value in learning from visible knowledge, such as
effort to identify "...key people either impacted or critical to business books and captured learning, there is valuable
the success of the project (who may not hold a formal role)." knowledge hidden within a project ecosystem. This requires a
Ref 3.2.2 collaborative environment that encourages knowledge
B. Incorrect. Although it is true that some stakeholders sharing throughout the lifetime of a project." The project
should be communicated with in a different way, this was not manager may have learnt many personal lessons, but these
the focus of the question. The project manager should have have not been shared with or gained from others. Ref 3.5.1
made more effort to identify "... key people either impacted B. Correct. The 'people' element should apply the 'manage by
or critical to the success of the project (who may not hold a exception' principle by allowing that "decisions should be
formal role)." Ref 3.2.2 made at the most local level to where the knowledge needed
C. Incorrect. Although it is true that the project manager can to make and own those decisions resides. Decisions should
consult with project assurance when completing the be progressed through the levels mainly when a decision has
stakeholder analysis, this is not the focus of the question. The the potential to impact other areas of the project. Therefore,
project manager should have made more effort to identify "... it requires different perspectives to be considered... the
key people impacted by the project, who may not hold a extent of delegation is often dependent on the level of
formal role within the project team, but are nonetheless confidence and trust that exists in the key relationships and
critical to the success of the project." Ref 3.2.2 will adapt over the life of a project in response to the skills
D. Correct. The project manager should have made more and capabilities of individuals." Ref 3.5.1
effort to identify "... key people either impacted or critical to C. Incorrect. The 'people' element should apply the 'manage
the success of the project (who may not hold a formal role)." by stages' principle by dividing the project into stages. "The
Ref 3.2.2 stages of a project often mark a change in the influencers
11 A P2-7_PRCT_2.2 A. Correct. Feedback should be acted upon to ensure that "... and any key relationships. They are good points to review
defined ways of working remain aligned with how people are how the project is planned to deliver, ensuring it remains
actually working. Persistent non-compliance with project aligned with how people interact with each other and the
Appendix 2

Appendix 2
processes is often a leading indicator that the agreed ways of wider organizational ecosystem." However, no stages have
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working have become unaligned with the emerging project been discussed. Ref 3.5.1
culture." Ref 3.2.3 D. Incorrect. The 'people' element applies the 'focus on
B. Incorrect. Although it is true according to the 'organizing' products' principle by "co-creating products, with agreed
practice that "project support is responsible for providing product descriptions, with the business, user, and supplier
services such as, administrative support," this does not communities unites their different perspectives. This
explain why, according to the 'people' element, feedback improves the development and adoption of the products into
should be acted upon to ensure that "... defined ways of the business, reducing handover risks and ensuring that
working remain aligned with how people are actually operational and maintenance issues are fully considered."
working. Persistent non-compliance with project processes is However, there is no mention of products here. Ref 3.5.1
often a leading indicator that the agreed ways of working
have become unaligned with the emerging project culture."
Ref 6.2.4.8, 3.2.3
C. Incorrect. Although it is true that according to the 'issues'
practice, the baseline is "the current approved versions of the
management products and project products that are subject
to change control." It is only the detailed content of the 'new
issue form' (and who completes it) that is changing.
Therefore, the issue management approach is unlikely to
need to be changed. Even if it does need to be changed, this
does not explain why according to the 'people' element,
feedback should be acted upon. Ref 10.1
D. Incorrect. The fact that team members have said that the
form is hard to complete suggests that they were aware of
the process. The focus of this question is on why the change
was made. Feedback should be acted upon to ensure that "...
defined ways of working remain aligned with how people are
actually working. Persistent non-compliance with project
processes is often a leading indicator that the agreed ways of
working have become unaligned with the emerging project
culture." Ref 3.2.3

174 PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. 175
 Q A Syllabus Ref Rationale Q A Syllabus Ref Rationale
13 A P2-7_PRCT_2.4 A. Correct. The change management approach should 17 D P2-7_PRCT_3.1.2 A. Incorrect. A benefit is “The measurable improvement
include: "Characteristics for each state, highlighting those resulting from an outcome perceived as an advantage by the
that are changing: for example, routines, practices, process, investing organization and which contributes towards one or
culture, responsibilities, structure, capabilities." This is a more business objectives.” However, the stated benefit will
description of the current state capability and culture as it is not be realized as a result of an outcome derived from the
part of the reason why the Campaign against Discrimination output of the Feasibility Study Project. Ref. 5.1
Project is needed. Ref 3.2.1 B. Incorrect. “It is a PRINCE2 principle that a project must
B. Incorrect. The change management approach should ensure continued business justification. This requires that the
include: "Characteristics for each state, highlighting those business justification is established at the beginning of the
that are changing: for example, routines, practices, process, project …” However, the stated benefit will not be realized as
culture, responsibilities, structure, capabilities." This is a a result of an outcome derived from the output (a
description of the current state capability and culture as it is recommended option) of the Feasibility Study Project. Ref. 5.1
part of the reason why the Campaign against Discrimination C. Incorrect. It is true that business justification should
Project is needed. Any target state should describe what the consider both benefits and costs to understand the value.
capability and culture is expected to be like after the "Business justification is not just about costs but also about
campaign has been implemented. Ref 3.2.1 understanding the value of a project. It is the perceived
C. Incorrect. The change management approach should benefits or importance of the outcomes, in proportion to the
include: "Enabling activities: before transition; during resources deployed to achieve them. Moreover, business
transition; after transition: for example, consultation, trials, justification is about selecting an approach that offers the
training and help line." This does not describe the activities to best overall value." However, the stated benefit will not be
enable a change in the capabilities or culture before realized as a result of an outcome derived from the output of
transition takes place. Ref 3.2.1 the Feasibility Study Project. Ref. 5.1
D. Incorrect. The change management approach should D. Correct. It is true that “PRINCE2 projects deliver outputs in
include: "Enabling activities: before transition; during the form of products which are used to facilitate changes in
transition; after transition: for example, consultation, trials, an organization or for organizations. These changes create
training and help line." This does not describe the activities to capabilities that lead to outcomes. The outcomes allow the
Appendix 2

Appendix 2
enable a change in the capabilities or culture during organization(s) to realize the benefits that are explained in
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transition. Ref 3.2.1 the business case for the project.” However, the stated
14 C P2-7_PRCT_3.1.1.a C. Correct. The business case should include "Time : the benefit will not be realized as a result of an outcome derived
period over which the project will run and the period over from the output (a recommended option) of the Feasibility
which the benefits will be realized." The project will now take Study Project. Ref. 5.1
7 months to complete which indicates the period over which
the project will run. Ref 5.5
A, B, D, E, F Incorrect. Ref 5.5
15 Α P2-7_PRCT_3.1.1.a A. Correct. The business case should include "Reasons :
defines the reasons for undertaking the project and explains
how the project will enable the achievement of business
objectives." The increase in the number of incidents being
reported is the reason why the project is needed. Ref 5.5

B, C, D, E, F Incorrect. Ref 5.5

16 D P2-7_PRCT_3.1.1.a D. Correct. The business case should include "Costs: A
summary of the project costs, the ongoing operations and
maintenance costs and their funding arrangements."
Therefore, the fact that funding will come from different
sources should be recorded under costs. Ref 5.5
A, B, C, E, F Incorrect. Ref 5.5

176 PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. 177
 Q A Syllabus Ref Rationale Q A Syllabus Ref Rationale
18 C P2-7_PRCT_3.1.2 A. Incorrect. Although the ‘manage by stages’ principle does 21 D P2-7_PRCT_3.2.1.c D. Correct. According to the additional information, the
support “Ensuring decisions made at stage boundaries are "Marketing Agency Director NowByou have a relationship
checked for business justification”, a business case remains with a commercial marketing agency, CharityM, who works
necessary, i.e. In PRINCE2, "all projects must have a business with the Head of Publicity and Social Media in developing and
justification, usually documented in a business case.” Ref 5.1 placing advertising on TV and radio stations." According to
tab 5.2 the 'organizing' practice, "the senior supplier represents the
B. Incorrect. Although the ‘focus on products’ principle does supplier community that is involved in all aspects of
support “Ensuring that products produced can lead to delivering the project products." Ref 6.2.4.3
required outcomes and benefits”, a business case remains A, B, C, E, F Incorrect. Ref 6.2.4.3
necessary, i.e. In PRINCE2, "all projects must have a business 22 A P2-7_PRCT_3.2.2 A. Correct. According to the additional information the CFO
justification, usually documented in a business case.” Ref. 5.1 "has been very active with donors and partners to increase
tab 5.2 the financial standing of the organization. Was previously a
C. Correct. In PRINCE2, "all projects must have a business senior executive with a major bank and is keen to bring good
justification, usually documented in a business case.” In portfolio and project management practices to NowByou."
addition, as part of the ‘develop’ step of the busin ess case And “the project executive secures funding for the project
management procedure “The outline business case is refined and is responsible for the business case and the continued
into a full business case during the process of initiating a business justification of the project.” Ref 6.2.4.1
project. The project board approves this when authorizing B. Incorrect. It is true that "the project executive is appointed
the project.” Ref 5.1, 5.3.1.1 by the business as the single point of accountability for the
D. Incorrect. It is true that benefits should be confirmed post- project and is ultimately accountable for the success of the
project: "confirm means to assess whether the intended project." And “there cannot be more than one project
benefits have been (or will be) realized. Confirming benefits executive role." However, this does not explain why the CFO
will mostly take place after the project has been closed, is a suitable candidate to be project executive. Ref 6.2.4.1
although benefits may be realized during the project when C. Incorrect. It is true that, according to the scenario, the
products are delivered and released iteratively." However, Contracted Project Manager is responsible for "advising and
this does not explain why a business case is necessary, i.e. in coaching the NowByou Director of Campaigns, who is
Appendix 2

Appendix 2
PRINCE2, "all projects must have a business justification, sponsoring the project." However, PRINCE2 does not define
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usually documented in a business case.” Ref 5.3.1 the role of "sponsor", it defines the role of project executive.
19 B P2-7_PRCT_3.2.1.c B. Correct. According to the additional information relating to The project executive could report to the sponsor. The CFO
the Graduate Trainees, "The first four trainees will reach the may be a more suitable candidate, than the Director of
end of their two year training programme in two months’ Campaigns, to be "responsible for effectively governing the
time and a decision needs to be taken as to whether they will project in a way that is aligned to the business strategy,
be offered ongoing roles with NowByou. All have received including ensuring longer-term thinking on topics such as
PRINCE2 training." According to the 'organizing' practice ’, environmental, social, and economic impacts." And this does
project managers "are responsible for day-to-day not explain why the CFO should not be appointed as project
management of a project.” This includes the need to “Ensure executive. Ref 6.2.4.1
that project risks are being identified, assessed, and D. Incorrect. It is true that, according to the scenario, "the
controlled throughout the project. Ensure that team Head of Publicity and Social Media reports to the Director of
managers implement the management approaches agreed in Campaigns and is responsible for Brand management, press
their team plans.” Ref 6.2.4.5 releases and social media." Therefore, they are likely to be
A, C, D, E, F Incorrect. Ref 6.2.4.5 responsible for achieving the benefits from the campaign.
20 C P2-7_PRCT_3.2.1.c C. Correct. According to the additional information, "the Chief However, this is the responsibility of the senior user, not the
Finance Officer (CFO) of NowByou was appointed 6 months project executive. The senior user should be responsible for
ago and has been very active with donors and partners to "demonstrating to the business that the forecasted benefits
increase the financial standing of the organization. Was in the business case are on track to being realized." Ref
previously a senior executive with a major bank and is keen 6.2.4.2
to bring good portfolio and project management practices to
NowByou." According to the 'organizing' practice, "the project
executive is appointed by the business as the single point of
accountability for the project and is ultimately accountable
for the success of the project." Ref 6.2.4.1
A, B, D, E, F Incorrect. Ref 6.2.4.1

178 PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. 179
 Q A Syllabus Ref Rationale Q A Syllabus Ref Rationale
23 B P2-7_PRCT_3.2.2 A. Incorrect. The project executive role “… cannot be 27 D P2-7_PRCT_3.3.1.a A. Incorrect. The purpose of the commercial management
combined with the project manager role.” However, this does approach is "to describe the procedures, techniques and
not explain why the Director of Campaigns is suited to the standards to be applied and the responsibilities for effective
role of project executive. Ref. 6.2.4.1 commercial management. This covers the approach to
B. Correct. The CEO is a member of the NowByou senior secure, service and maintain all commercial agreements
management team that is likely to be the commissioning required for the project to be a success. This may include
party responsible for “… commissioning the project …[and] … activities such as market engagement, procurement and
identifying the executive …” as the Director of Campaigns is contract management." However, this does not explain why
the project sponsor and is well situated to represent the the team managers should refer to the work package for
NowByou senior management team. "The project executive is instructions on how to complete the work package. Ref 6.5
appointed by the business as the single point of B. Incorrect. It is true that the project product description
accountability for the project and is ultimately accountable should include "User’s quality expectations: Description of
for the success of the project. This accountability cannot be the quality expected of the project products and the
delegated." Ref 6.2.4.1, Ref tab 6.2 standards and processes that will need to be applied to
C. Incorrect. It is true that, according to the additional achieve them." However, this information is held at project
information, the CEO "is very experienced in the not-for-profit level and it is the work package that contains everything a
sector." However, the CEO is a member of the NowByou team manager needs to know to complete the work. Ref 7.5
senior management team and, hence, is more likely for the C. Incorrect. A stage plan should follow the format of 'plan'
commissioning party to be responsible for “commissioning and should include "Work to be performed: The work in the
the project …[and] … identifying the executive.” In addition, scope of the plan shown by way of a work breakdown
this does not explain why the Director of Campaigns should structure and the associated work package description(s)."
not be a suitable candidate to be project executive. Ref tab The detailed techniques and constraints will be in the work
6.2 package. Ref 7.5
D. Incorrect. The Director of Campaigns may indeed be able D. Correct. A work package description contains everything a
to do this. However, it is the senior user that is responsible team manager needs to know to complete the work,
for “… continued realization of benefits after the project has including "Techniques and procedures: Requirements for
Appendix 2

Appendix 2
closed,” NOT the project executive. Ref 6.2.4.2 how the work is to be done; Constraints: restrictions or limits
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24 C P2-7_PRCT_3.3.1.b C. Correct. The senior user should "ensure that project plans on the work, such as authorized work hours, safety, and
and stage plans remain consistent with the user perspective." security measures; References: Applicable references from
This should include checking that there is enough time higher level plans." Ref 7.5
allowed in the plan for User Group input. Ref tab 7.1
A, B, D, E, F Incorrect. Ref tab 7.1
25 A P2-7_PRCT_3.3.1.b A. Correct. The business layer should "provide the planning
standards required by the business." This should include
providing any existing planning standards based on previous
projects as the project management maturity of the
organization is very low. Ref tab 7.1
B, C, D, E, F Incorrect. Ref tab 7.1
26 F P2-7_PRCT_3.3.1.b F. Correct. The team manager should "prepare schedules for
each work package." Ref tab 7.1
A, B, C, D, E Incorrect. Ref tab 7.1

180 PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. 181
 Q A Syllabus Ref Rationale Q A Syllabus Ref Rationale
28 C P2-7_PRCT_3.3.2 A. Incorrect. The ‘closing a project’ process should never be 30 D P2-7_PRCT_3.4.1a D. Correct. The quality management approach should include
planned as a separate stage, the activity occurs as part of the "References for any associated documents or products, for
final stage of the project. As part of the 'prepare next stage example the business’ or supplier’s quality management
plan' activity "The stage plan for the next stage is produced systems." Advertising standards are an example of a
near the end of the current stage. Closure activities should be business’ quality management system. Ref 8.5
planned as part of the stage plan for the final stage." Ref A, B, C, E Incorrect. Ref 8.5
18.4.1 fig 12.1 31 E P2-7_PRCT_3.4.1a E. Correct. The quality management approach should include
B. Incorrect. The ‘closing a project’ process should never be "Responsibilities: defines responsibilities for quality planning
planned as a separate stage, the activity occurs as part of the and control activities. (This should include responsibilities
final stage of the project. As part of the 'prepare next stage between the user, business, and support organizations for
plan' activity "The stage plan for the next stage is produced project assurance.)." The Head of Publicity and Social Media is
near the end of the current stage. Closure activities should be the acceptance authority for the campaign materials. Ref 8.5
planned as part of the stage plan for the final stage." Ref A, B, C, D Incorrect. Ref 8.5
18.4.1 fig 12.1 32 B P2-7_PRCT_3.4.1a B. Correct. The quality management approach should include
C. Correct. "The stage plan for initiating a project is created "supporting tools and techniques: for the quality planning
during the process of starting up a project. Subsequent stage and control activities, including any systems to be used and
plans are prepared near the end of the current stage. This how, and any specific techniques such as testing, inspection,
approach allows a stage plan to: be produced close to the prototyping." Trialling the campaign materials with a variety
time when the planned activities will occur." Therefore, the of users is an example of a quality control technique. Ref 8.5
activities of the 'closing a project' process should be planned A, C, D, E Incorrect. Ref 8.5
at the end of stage 2, not as a separate stage. In addition, the 33 C P2-7_PRCT_3.4.2 A. Incorrect. User’s quality expectations are a statement
‘closing a project’ process is not a separate stage, it is part of “about the quality expected from the project product,
the final stage. Ref 7.2.2.2 fig 12.1 captured in the project product description”, whereas this is
D. Incorrect. "The stage plan for initiating a project is created an outcome, i.e. “The result of change, normally affecting
during the process of starting up a project. Subsequent stage real-world behaviour.” Ref 8.1.1, 5.1
plans are prepared near the end of the current stage. This B. Incorrect. Acceptance criteria are “measurable definitions
Appendix 2

Appendix 2
approach allows a stage plan to: be produced close to the of the attributes required for the set of products to be
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time when the planned activities will occur." Therefore, the acceptable to key stakeholders”, whereas this is an outcome,
activities of the 'closing a project' process should be planned i.e. “the result of change, normally affecting real-world
at the end of stage 2 (which is the penultimate stage, not the behaviour.” Ref 8.1.1, 5.1
final stage). Ref 7.2.2.2 C. Correct. The use of media by the project team is an
29 B P2-7_PRCT_3.3.2 A. Incorrect. It is true that “the project manager should outcome. An outcome is the “result of change, normally
ensure there is no overlap in the scope of any two work affecting real-world behaviour.” From this outcome - the use
packages …” However, this does not explain why two further of media, it should be possible to derive benefits in the
stage plans are required. Ref 7.3.1.2 longer term. Ref 5.1
B. Correct. “A stage plan is prepared for each stage.” There D. Incorrect. An output is “the tangible or intangible
are three stages in this project. The first stage is the initiation deliverable of an activity”, whereas this is an outcome, i.e.
stage and the stage plan for this stage should have been “the result of change, normally affecting real-world
produced during the 'starting up a project' process. "Initiating behaviour.” Ref 5.1
a project takes time and consumes resources. The work
should be planned and approved to ensure that initiation is
not aimless and unstructured." Therefore, there are 2
remaining stages (stages 2 and 3) for which stage plans
should be prepared at the end of the preceding stage. Ref
7.2.2.2, 13.4.7
C. Incorrect. It is true that “Closure activities should be
planned as part of the stage plan for the final stage.”
However, 'closing a project’ is a PRINCE2 process and NOT a
stage; the final stage is stage 3 which includes the ‘closing a
project’ process. Ref 19.1, 19.3
D. Incorrect. It is true that 'plan the initiation stage' is an
activity within the ‘starting up a project’ process. Therefore,
this explains why only two further stage plans are required
for the remainder of the project. Ref 13.4.7

182 PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. 183
 Q A Syllabus Ref Rationale Q A Syllabus Ref Rationale
34 A P2-7_PRCT_3.4.2 A. Correct. “The quality management approach describes the 39 D P2-7_PRCT_3.5.2 A. Incorrect. It is true that, according to the scenario, “the
quality standards and procedures that will be followed.” project management maturity of the organization is very
Therefore, it is appropriate to document the need for low”. However, "the risk tolerance will be set by the project
suppliers to have such a policy in the quality management board based on the business’ overall risk appetite.” Ref 9.2.1
approach. Ref 8.3.1.1.3 B. Incorrect. It is true that “the combined effect of the
B. Incorrect. It is true that the quality management approach individual risks needs to be understood.” However, "the risk
should be baselined at the end of the initiation stage. The tolerance will be set by the project board based on the
project baseline is defined as “The current approved versions business’ overall risk appetite.” Risk tolerance is not based on
of the management products and project products that are risk exposure but on the business’ risk appetite. Ref 9.2.1,
subject to change control.” However, this does not explain 9.3.1.2
why this requirement should be documented in the quality C. Incorrect. "The risk tolerance will be set by the project
management approach. Ref 10.1 board based on the business’ overall risk appetite.”
C. Incorrect. The quality register is used to "summarize all Therefore, the project board should base the project's risk
quality management activities that are planned or have tolerance on the business' risk appetite. Ref 9.2.1
occurred.” This is a quality standard and is correctly D. Correct. "The risk tolerance will be set by the project board
described in the quality management approach. Ref 8.5 based on the business’ overall risk appetite.” And "the risk
D. Incorrect. It is true that “prioritized acceptance and quality appetite determined by the business and applied by the
specifications can then be used to set quality tolerances." project board." Therefore, it is the Chief Executive Officer,
However, this does not explain why the quality standard along with the board of trustees that should set the risk
should be defined in the quality management approach in appetite, not the project board. Ref 9. 2.1, 9.3.1.2.2
the first instance. Ref 8.2.1.2 40 A P2-7_PRCT_3.6.1.b A. Correct. The senior user should "make decisions on
35 D P2-7_PRCT_3.5.1.a D. Correct. This information should therefore be recorded escalated issues, with particular focus on safeguarding the
under the risk action owner heading. The Contracted Project expected benefits." Here the focus is on extending the scope
Manager is the risk action owner, "Risk action owner the to increase awareness of discrimination (a benefit). Ref 10.6
person who is the nominated owner of agreed actions to
respond to a risk." They have been asked (by the risk owner) B,C, D, E Incorrect. Ref 10.6
Appendix 2

Appendix 2
to implement the risk response. Ref 9.5, 9.2 41 D P2-7_PRCT_3.6.1.b D. Correct. The project manager should "implement
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A, B, C,E Incorrect Ref 9.5 corrective actions" by creating the product descriptions and
36 A P2-7_PRCT_3.5.1.a A. Correct. "Proximity: How near in time a risk might occur." work packages for the agreed additional scope. According to
The risk is likely to occur during implementation in stage 3. the 'quality' practice, the project manager should "prepare
Ref 9.5 product descriptions for key products." According to the
B, C, D, E Incorrect. Ref 9.5 ‘plans’ practice, the project manager should “prepare the
37 B P2-7_PRCT_3.5.1.a B. Correct. "Impact: An estimate of the risk effect." Here the project plan, stage plans, and work package descriptions and
impact is to exceed project time and possibly cost tolerances. update as necessary.” Ref 10.6, tab 8.6
Ref 9.5 A, B, C, E Incorrect. Ref 10.6
A, C, D, E Incorrect. Ref 9.5 42 D P2-7_PRCT_3.6.1.b D. Correct. The project manager should "maintain the issue
38 C P2-7_PRCT_3.5.2 A. Incorrect. While a ‘threat’ "would have a negative impact on register, assisted by project support where possible." As
objectives.” The entry is inappropriate because it is “an event there is no mention of there being project support in the
relevant to the project that requires project management question, this must fall to the project manager. In addition,
consideration”, i.e. an issue, NOT a risk. Such description may there may be other elements of the project log that need
point at the risk cause, but it is not the full description of the updating e.g. the product register to add the additional
risk. Ref 9.1, 10.1, 9.2 products. Ref 10.6
B. Incorrect. Although a ‘risk’ “should it occur, "will have an A, B, C, E Incorrect. Ref 10.6
effect on the achievement of objectives.” this has already
occurred (scenario). Such description may point at the risk
cause, but it is not the full description of the risk. Ref 9.1, 9.2
C. Correct. A risk is "an uncertain event or set of events that,
should they occur, will have an effect on the achievement of
objectives." However, the maturity is very low and this is
therefore “an event relevant to the project that requires
project management consideration.”, i.e. an issue, NOT a risk.
Such description may point at the risk cause, but it is not the
full description of the risk. Ref 9.2, 9.1, 10.1
D. Incorrect. The risk cause is the source of a risk: “the event
or situation that causes it”. Low management maturity could
be the source of multiple risks to the project. This is an issue,
NOT a risk. Ref. 9.2.1, 10.1

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43 C P2-7_PRCT_3.6.2 A. Incorrect. There is no description of an exception here, so 44 B P2-7_PRCT_3.6.2 A. Incorrect. "It is true that the project manager should
no exception report is required. An exception report is used "manage the issue and change control procedures, assisted
"to inform the project board when a stage plan or project by project support where possible." However, this does not
plan is forecast to exceed tolerance levels set, and to offer explain why the issue should be marked as ‘closed’ once it
options and recommendations for the way to proceed." Ref has been resolved. Ref 10.6
11.5, 10.3.1.2 B. Correct. An issue is “An event relevant to the project that
B. Incorrect. There is no description of an exception here, so requires project management consideration.” In addition, the
no exception report is required. An exception report is used steps in the PRINCE2 issue management technique are
"to inform the project board when a stage plan or project 'capturing issues', 'assessing issues', 'recommending
plan is forecast to exceed tolerance levels set, and to offer resolution', 'deciding on changes' and 'implementing
options and recommendations for the way to proceed." Ref changes'. This issue has received management consideration
11.5, 10.3.1.2 and a change has been implemented by the appointment of
C. Correct. There is no description of an exception here, so no the Contracted Project Manager, so it should have been
exception report is required. Project manager should assess ‘closed’. Ref 10.1
the impact of the issue first and check if the issue has impact C. Incorrect. It is true that issues that are recorded on the
on project or stage tolerances. “… the assessment should issue register should have an issue report created, if
consider the impact of an issue or change on: the approved required. An issue report is used "to describe and the issue’s
targets and tolerances, the project business case, other impacts on the project baseline and to identify ways to
products or work packages.” An issue report is used "to resolve the issue or address an off-specification and
describe the issue's impacts on the project baseline and to recommend a decision." However, this does not explain why
identify ways to resolve the issue or address an off- the issue should be closed on this issue register. Ref 10.5
specification and recommend a decision." An exception D. Incorrect. The Portfolio Office Manager is the issue owner,
report is used "to inform the project board when a stage plan who should be responsible for ensuring this issue is managed
or project plan is forecast to exceed tolerance levels set, and and resolved appropriately. However, it is project manager,
to offer options and recommendations for the way to not the issue owner who should “manage the issue and
proceed." Ref 10.3.1.2, 10.5, 11.5 change control procedures, assisted by project support
Appendix 2

Appendix 2
D. Incorrect. An issue owner is allocated to each issue on the where possible.” Ref 10.6
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issue register: “Issue owner for the issue.“ It may be true, 45 A P2-7_PRCT_3.7.1.a A. Correct. This is an issue that exceeds stage tolerance by 1
therefore, that the issue owner would be best placed to week. Therefore, an exception report will need to be sent to
create either the issue report or an exception report. the project board "to inform the project board when a stage
However, this does not explain why an issue report should be plan or project plan is forecast to exceed tolerance levels set,
created, rather than an exception report. Ref 10.5, 10.6, and to offer options and recommendations for the way to
10.3.1.2 proceed." Ref 11.5
B, C, D, E Incorrect. Ref 11.5
46 E P2-7_PRCT_3.7.1.a E. Correct. This is reflecting back on the project and
summarizing the issue of high staff turnover. This should be
reported as part of the end project report and will lead into
the lessons report also. The purpose of the end project
report is “to review how the project performed against the
version of the project initiation documentation used to
authorize it.” Ref 11.5
A, B, C, D Incorrect. Ref 11.5
47 D P2-7_PRCT_3.7.1.a D. Correct. The purpose of a checkpoint report is “to report to
the project manager the status of the work package at a
frequency defined in the work package.” A checkpoint report
is issued by a team manager to the project manager. Ref 11.5
A, B, C, E Incorrect. Ref 11.5

186 PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. 187
 Q A Syllabus Ref Rationale Q A Syllabus Ref Rationale
48 A P2-7_PRCT_3.7.2 A. Correct. “… for an inexperienced team the project manager 50 B P2-7_PRCT_4.2.1.b A. Incorrect. As part of the ‘give ongoing direction’ activity, "If
or project board may wish to increase the frequency of an exception has occurred during the stage, the project
reporting until sufficient confidence has been gained in the board may request that the project manager produces an
capability of the team.” Therefore, “… the stage plan will have exception plan for project board approval." Project assurance
to include what needs to be achieved week by week.” Ref should be "consulted" as part of 'give ongoing direction'
11.2.4, 11.2.3 activity. Ref 14.6 tab 14.2, 14.4.3
B. Incorrect. It is true that the work package description B. Correct. The senior user should be "responsible for user
should include “Targets and tolerances: The permissible related (R2)" direction in the 'give ongoing direction' activity.
deviations for scope, cost and time for the work package.” It They are not "consulted". Ref 14.6, tab 14.2
should also include “agreement: A record of the initial C. Incorrect. The team manager should be "informed" in the
authorization and final completion of the work package 'give ongoing direction' activity. They are not "consulted". Ref
between the project manager and the team manager.” 14.6 tab 14.2
However, this does not explain why reporting should be more D. Incorrect. Project support should be "informed" in the 'give
frequent when a team is inexperienced. Ref 7.5 ongoing direction' activity. They are not "consulted". Ref 14.6
C. Incorrect. A team manager has “… control for a work tab 14.2
package, but only within the work package tolerances agreed 51 C P2-7_PRCT_4.2.1.b A. Incorrect. The senior user should be “consulted” as part of
with the project manager.” However, this does not explain the ‘authorize a stage or exception plan’ activity. Ref 14.6, tab
why reporting should be more frequent when a team is 14.2
inexperienced. Ref 11.2.1 B. Incorrect. The project executive should be
D. Incorrect. It is true that in PRINCE2, “the project is "accountable/responsible" for the 'authorize a stage or
managed by exception between four management levels exception plan' activity. Ref 14.6 tab 14.2
against tolerances for seven performance targets.” This C. Correct. The project manager should be "informed" by the
means that the project manager should negotiate tolerances project board as part of the 'authorize a stage or exception
for the work package with the team manager, although plan' activity. Ref 14.6, tab 14.2
benefits and quality tolerances are not agreed within a work D. Incorrect. Project assurance should be ”consulted” by the
package description. Ref 11.2.1 tab 11.1 project board as part of the 'authorize a stage or exception
Appendix 2

Appendix 2
49 B P2-7_PRCT_3.7.2 A. Incorrect. It is true that in PRINCE2, “the project is plan' activity. Ref 14.6 tab 14.2
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managed by exception between four management levels 52 B P2-7_PRCT_4.1.2 A. Incorrect. An objective of the 'directing a project' process,
against tolerances for seven performance targets.” However, not the 'starting up a project' process is to ensure that "the
this does not explain why a workshop should be used to help business layer has a connection to the project." Ref 14.2
prioritize project constraints. Ref 11.2.1 B. Correct. As part of the 'prepare the outline business case'
B. Correct. “The project board has overall control at a project activity, the project manager “consults with the senior user,
level… and will allocate tolerances for each stage to the senior supplier, and project executive to define what the
project manager.” To do so, they need “A crucial element of project is to deliver, and create the project product
effective planning is understanding which constraints take description.” Ref 13.4.3
precedence, to select which approaches to use, and the C. Incorrect. It is true that the project manager “consults with
appropriate tolerances for control.” Ref 11.2.1, 7.2. 4 the senior user, senior supplier, and project executive” to
C. Incorrect. “The project board has overall control at a define the project product description. However, this explains
project level… and will allocate tolerances for each stage to why the lunch meeting is an appropriate application of the
the project manager.” To do so, they need “A crucial element activity. Ref 13.4.3
of effective planning is understanding which constraints take D. Incorrect. The project manager “consults with the senior
precedence …” The project manager should work within the user, senior supplier, and project executive to define what
stage tolerances set by the project board when authorizing the project is to deliver, and create the project product
work packages. Ref 11.2.1, 7.2.3.3 description” in the ‘prepare the outline business case’ activity.
D. Incorrect. It is true that it is "only possible to control Ref 13.4.3
progress at the level of detail in the plans …”, and that the
project board has overall control at a project level “… and will
allocate tolerances for each stage to the project manager.”
However, this does not explain why a workshop should be
used to help prioritize project constraints. Ref 11.2.3, 11.2

188 PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. 189
 Q A Syllabus Ref Rationale Q A Syllabus Ref Rationale
53 B P2-7_PRCT_4.3.1.b A. Incorrect. The project executive should be "accountable" 55 C P2-7_PRCT_4.2.2 A. Incorrect. It is true that, as part of the ‘authorize initiation’
for the 'prepare the full business case' activity. The business activity, the project board should “review and approve the
layer has no involvement in this activity. Ref 15.6 tab 15.2 project brief” which includes confirming the project
B. Correct. The project executive should be "accountable" for management team appointments and roles. However, the
the 'prepare the full business case' activity. This means that approval was not documented. Ref 14.4.1
the project executive should approve the full business case B. Incorrect. It is true that, as part of the ‘authorize initiation’
which has been updated with revised time and cost after activity, the project board should “review and approve the
producing the project plan. Ref 15.6 tab 15.2 stage plan for the initiation stage” which includes obtaining
C. Incorrect. The project manager should be "responsible" for resources needed for the initiation stage. However, the
the 'prepare the full business case' activity. This means that approval was not documented. Ref 14.4.4
the project manager should prepare the full business case for C. Correct. The decision to proceed to the initiation stage may
approval by the project executive. Ref 15.6 tab 15.2 be done “without a formal meeting, as long as all members
D. Incorrect. Project assurance should be "consulted" in the are in agreement, and the project manager is given
'prepare the full business case' activity. This means that the documented instruction from the project executive to
project manager should prepare the full business case in proceed with initiation.” Ref 14.4.1
consultation with project assurance, for approval by the D. Incorrect. The decision to proceed to the initiation stage
project executive. Ref 15.6 tab 15.2 “may be done either with or without a formal project board
54 D P2-7_PRCT_4.3.1.a A. Incorrect. The 'agree the tailoring requirements' activity is meeting or without a
where "The project manager may need to tailor PRINCE2 to formal meeting.” However, the approval was not
recognize the internal and external factors that affect the way documented. Ref 14.4.1
in which the project is delivered… How 56 A P2-7_PRCT_4.1.1 A. Correct. The business layer should be "accountable" for
PRINCE2 or the business’ standard project management the 'appoint the project management team' activity. In this
framework will be applied and/or tailored must be activity, "the project management team needs to reflect the
documented and agreed.” Ref 15.4.1 interests of all parties who will be involved, including
B. Incorrect. The 'agree the management approaches' activity business, user, and supplier interests .... It is important that
is where "The management approaches are derived from in addition to the authority, responsibility, and knowledge
Appendix 2

Appendix 2
business strategies, standards or practices that the project mentioned above, those involved can work together to form
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needs to comply with, and the users’ quality and a high performing team." Ref 13.6 tab 13.2, 13.4.4
sustainability expectations captured in the project product B. Incorrect. The project executive should be "responsible"
description. When the approaches have been defined, it is for the 'appoint the project management team' activity. Ref
possible to set up the project controls and create the project 13.6 tab 13.2
plan." Ref 15.4.2 C. Incorrect. The project manager is not involved in the
C. Incorrect. The 'establish project controls' activity is where 'appoint the project management team' activity. Ref 13.6 tab
"The level of control required by the project board after 13.2
initiation needs to be agreed, and the mechanism for such D. Incorrect. Project support is not involved in the 'appoint
controls needs to be established, as does the level of control the project management team' activity. Ref 13.6 tab 13.2
required by the project manager of the work to be 57 A P2-7_PRCT_4.1.1 A. Correct. The business should be "accountable" for the
undertaken by team managers." Ref 15.4.3 'appoint the project executive and project manager' activity.
D. Correct. As part of the 'request project authorization' In this activity, "the appointment of a project manager allows
activity, "To finish the process of initiating a project, hence for the project to be managed on a day-to-day basis on
the initiation stage, the project manager contacts the project behalf of the project executive." Ref 13.6 tab 13.2, 13.4.1
board to request project authorization." Ref 15.4.7 B. Incorrect. The project executive should be "responsible"
for the 'appoint the project executive and project manager'
activity. Ref 13.6 tab 13.2
C. Incorrect. Project assurance is not involved in the 'appoint
the project executive and project manager' activity. Ref 13.6
tab 13.2
D. Incorrect. Project support is not involved in the 'appoint
the project executive and project manager' activity. Ref 13.6
tab 13.2

190 PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. 191
 Q A Syllabus Ref Rationale Q A Syllabus Ref Rationale
58 D P2-7_PRCT_4.3.2 A. Incorrect. It is true that, as part of the ‘prepare the full 59 A P2-7_PRCT_4.4.1.a A. Correct. "The triggers for the project manager to authorize
business case’ activity, “The outline business case produced a work package include the following actions: Corrective
during starting up a project needs to be updated to reflect action It is taken in response to an issue or risk. This activity
the estimated time and costs, as determined by the project is used to authorize new work packages or to authorize
plan, and the aggregated risks from the updated project log.” amendments to existing ones." Ref 16.4.1
However, here the Contracted Project Manager is seeking B. Incorrect. The 'evaluate work package status' is the activity
lessons that relate to confidentiality, that should be where the project manager should "Have informal
considered when preparing the digital and data management conversations with the team manager to maintain the
approach, not the business case. Ref 15.4.5 relationship and understand any issues or risks they may
B. Incorrect. It is true that, as part of the ‘prepare the full have with their work package; Collect and review progress
business case’ activity, “The outline business case produced information from the checkpoint report for the work package
during starting up a project needs to be updated to reflect being executed." Ref 16.4.2
the estimated time and costs, as determined by the project C. Incorrect. The 'capture the issues and risks' is the activity is
plan, and the aggregated risks from the updated project log.” where "before making a decision on a course of action, each
This should include seeking “lessons related to business case issue or risk should be registered and then assessed for its
development from similar previous projects, business, and impact." Here, it is not about capturing the issue, it is about
external organizations.” However, the lessons here relate to agreeing increased cost and time tolerances with the team
confidentiality, not how to develop the business case. Ref manager. Ref 16.4.5
15.4.5 D. Incorrect. The 'take corrective action' is the activity in
C. Incorrect. As part of the ‘agree the management which the project manager should "Collect any relevant
approaches’ activity, “The management approaches are information about the deviation; Identify potential solutions
derived from business strategies, standards, or practices that for the deviation, and select the most appropriate option;
the project needs to comply with, and the users’ quality and Trigger corrective action via authorizing a work package (see
sustainability expectations captured in the project product section 16.4.1)". Here this activity has already taken place and
description. When the approaches have been defined, it is the 'authorize a work package' activity has been triggered. Ref
possible to establish the project controls and create the 16.4.6
Appendix 2

Appendix 2
project plan.” The risk management approach describes the 60 B P2-7_PRCT_4.4.1.c A. Incorrect. The 'controlling a stage' process applies the
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goals of applying risk management and the procedure that 'plans' practice by "Work package descriptions for the stage
will be adopted. It does not include specific risks. Ref 15.4.2 are developed or updated. The product register is updated
D. Correct. As part of the ‘agree the management with the status of products for the stage. The stage plan and
approaches’ activity, the project manager should “Seek project plan are updated." Ref tab 16.3
lessons related to the management approaches from similar B. Correct. The 'controlling a stage process applies the
previous projects, business, and external organizations.” 'progress' practice by "Highlight reports are produced and
Here the lesson specifically relates to data confidentiality issued at the frequency required for the project controls. "
during the project. The digital and data management The 'report highlights' is the activity in which the project
approach should consider “how will data be kept se cure” and manager should "Assemble the information from the
“what level of privacy is required” as part of this activity. Ref checkpoint reports, project log and any significant revisions
15.4.2, 11.5 to the stage plan for the current reporting period (the
information is gained from the review of the stage s tatus;
Assemble a list of corrective actions (as noted or recorded in
the project log) undertaken during the reporting period;
Produce the highlight report for the current reporting
period." Ref tab 16.3, 16.4.8
C. Incorrect. The 'controlling a stage' process applies the
'issues' practice by "The issue management approach is
applied, and its requirements are included in work package
descriptions for the stage; The issue register is updated with
details of new issues and any actions required or completed."
Ref tab 16.3
D. Incorrect. The 'controlling a stage' process applies the
'quality' practice by "The quality management approach is
applied, and its requirements are included in work package
descriptions for the stage. Product descriptions for the stage
are developed or updated." Ref tab 16.3

192 PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. 193
 Q A Syllabus Ref Rationale Q A Syllabus Ref Rationale
61 A P2-7_PRCT_4.4.2 A. Correct. In the ‘receive completed work package’ activity 64 A P2-7_PRCT_4.5.2 A. Correct. It is true that, as part of the ‘execute a work
the project manager should "ensure that each product in the package’ activity, the team manager should "Notify the
work package has gained its requisite approval (as defined in project manager of any new issues, risks, or lessons, and take
the quality and sustainability responsibilities in their product any action required by the project manager". This is a newly
description)." Ref 16.4.3 identified risk by the team manager. Ref 17.4.2
B. Incorrect. In the ‘receive completed work package’ activity B. Incorrect. As part of the ‘accept a work package’ activity,
the project manager should "ensure that each product in the “There should be an agreement between the project manager
work package has gained its requisite approval (as defined in and the team manager as to what is to be delivered before a
the quality and sustainability responsibilities in their product work package is allocated to a team.” Ref 17.4.1
description)." The project manager is unlikely to be the C. Incorrect. It is true that as part of the ‘execute a work
acceptance authority for this product. Ref 16.4.3 package’ activity, the team manager should “Notify the
C. Incorrect. In the ‘receive completed work package’ activity project manager of the completed quality activities, and
the project manager should "ensure that each product in the update the quality register.” However, this does not explain
work package has gained its requisite approval (as defined in why the team manager should notify the project manager of
the quality and sustainability responsibilities in their product a new risk. Ref 17.4.2
description)." This should not be additional work as the D. Incorrect. It is true that the team manager should escalate
requirement to obtain approval from the acceptance issues and risks to the project manager: “Notify the project
authority should have been part of the work package manager of any new issues, risks, or lessons, and take any
description. Ref 16.4.3 action required by the project manager.” But the project
D. Incorrect. In the ‘receive completed work package’ activity manager should only escalate to the project board it if
the project manager should "ensure that each product in the exceeds tolerance and this is a risk to delivery rather than an
work package has gained its requisite approval (as defined in issue. Ref 17.4.2
the quality and sustainability responsibilities in their product 65 B P2-7_PRCT_4.6.1.a A. Incorrect. The 'update the project plan' is the activity in
description)." Therefore, without approval from the which "the project plan is updated to include progress from
acceptance authority the quality reviews are not sufficient. the stage that is finishing, forecast the duration and costs
Ref 16.4.3 from the exception plan, or stage plan for the stage about to
Appendix 2

Appendix 2
62 B P2-7_PRCT_4.5.1.b A. Incorrect. The business is not "informed" about the begin. Details of any revised costs or end dates are used
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completion of a work package. Ref tab 17.2 when updating the business case." Ref 18.4.3
B. Correct. Project support in the activity 'notify work package B. Correct. The 'prepare the next stage plan' is the activity in
completion' will be "informed" about the completion of the which "the stage plan for the next stage is produced near the
work package. Ref tab 17.2, 17.4.4 end of the current stage. Closure activities should be planned
C. Incorrect. Senior user is not "informed" about the as part of the stage plan for the final stage." Ref 18.4.1
completion of the work package. Ref tab 17.2 C. Incorrect. The 'evaluate a stage' is the activity in which the
D. Incorrect. The senior supplier is not "informed" about the project manager reviews "Based on the performance of the
completion of a work package. Ref tab 17.2 stage using the updated business case, updated project plan,
63 C P2-7_PRCT_4.5.1.b A. Incorrect. The business layer is not involved in the 'execute project logs, and any updated management approaches,
a work package' activity. Ref tab 17.2 prepare an end stage report for the current stage.” Ref 18.4.5
B. Incorrect. The project executive is not involved in the D. Incorrect. The 'request next stage' is the activity in which
'execute a work package' activity. Ref tab 17.2 "the project manager contacts the project board to request to
C. Correct. In the 'execute a work package' activity, project finish the current stage and to proceed to the next stage." Ref
assurance should be "consulted". In this activity, the team 18.4.6
manager should "notify the project manager of any new 66 A P2-7_PRCT_4.6.1.b A. Correct. In the activity 'evaluate the stage' the project
issues, risks or lessons and take any action required by the manager should be “responsible.” In this activity, the project
project manager." Ref tab 17.2, 17.4.2 manager should “Based on the performance of the stage
D. Incorrect. The project manager is "accountable" in the using the updated business case, updated project plan,
'execute a work package' activity. This means that they would project logs, and any updated management approaches,
approve the extra funding if it is possible to do so within prepare an end stage report for the current stage.” Ref tab
stage tolerances. Ref tab 17.2 18.2, 18.4.5
B. Incorrect. Project support should be “consulted” in the
‘evaluate the stage’ activity. Ref tab 18.2
C. Incorrect. Project assurance should be “consulted” in the
‘evaluate the stage’ activity. Ref tab 18.2
D. Incorrect. The team manager should be “consulted” in the
‘evaluate the stage’ activity. Ref tab 18.2

194 PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. 195
 Q A Syllabus Ref Rationale Q A Syllabus Ref Rationale
61 A P2-7_PRCT_4.4.2 A. Correct. In the ‘receive completed work package’ activity 64 A P2-7_PRCT_4.5.2 A. Correct. It is true that, as part of the ‘execute a work
the project manager should "ensure that each product in the package’ activity, the team manager should "Notify the
work package has gained its requisite approval (as defined in project manager of any new issues, risks, or lessons, and take
the quality and sustainability responsibilities in their product any action required by the project manager". This is a newly
description)." Ref 16.4.3 identified risk by the team manager. Ref 17.4.2
B. Incorrect. In the ‘receive completed work package’ activity B. Incorrect. As part of the ‘accept a work package’ activity,
the project manager should "ensure that each product in the “There should be an agreement between the project manager
work package has gained its requisite approval (as defined in and the team manager as to what is to be delivered before a
the quality and sustainability responsibilities in their product work package is allocated to a team.” Ref 17.4.1
description)." The project manager is unlikely to be the C. Incorrect. It is true that as part of the ‘execute a work
acceptance authority for this product. Ref 16.4.3 package’ activity, the team manager should “Notify the
C. Incorrect. In the ‘receive completed work package’ activity project manager of the completed quality activities, and
the project manager should "ensure that each product in the update the quality register.” However, this does not explain
work package has gained its requisite approval (as defined in why the team manager should notify the project manager of
the quality and sustainability responsibilities in their product a new risk. Ref 17.4.2
description)." This should not be additional work as the D. Incorrect. It is true that the team manager should escalate
requirement to obtain approval from the acceptance issues and risks to the project manager: “Notify the project
authority should have been part of the work package manager of any new issues, risks, or lessons, and take any
description. Ref 16.4.3 action required by the project manager.” But the project
D. Incorrect. In the ‘receive completed work package’ activity manager should only escalate to the project board it if
the project manager should "ensure that each product in the exceeds tolerance and this is a risk to delivery rather than an
work package has gained its requisite approval (as defined in issue. Ref 17.4.2
the quality and sustainability responsibilities in their product 65 B P2-7_PRCT_4.6.1.a A. Incorrect. The 'update the project plan' is the activity in
description)." Therefore, without approval from the which "the project plan is updated to include progress from
acceptance authority the quality reviews are not sufficient. the stage that is finishing, forecast the duration and costs
Ref 16.4.3 from the exception plan, or stage plan for the stage about to
Appendix 2

Appendix 2
62 B P2-7_PRCT_4.5.1.b A. Incorrect. The business is not "informed" about the begin. Details of any revised costs or end dates are used
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completion of a work package. Ref tab 17.2 when updating the business case." Ref 18.4.3
B. Correct. Project support in the activity 'notify work package B. Correct. The 'prepare the next stage plan' is the activity in
completion' will be "informed" about the completion of the which "the stage plan for the next stage is produced near the
work package. Ref tab 17.2, 17.4.4 end of the current stage. Closure activities should be planned
C. Incorrect. Senior user is not "informed" about the as part of the stage plan for the final stage." Ref 18.4.1
completion of the work package. Ref tab 17.2 C. Incorrect. The 'evaluate a stage' is the activity in which the
D. Incorrect. The senior supplier is not "informed" about the project manager reviews "Based on the performance of the
completion of a work package. Ref tab 17.2 stage using the updated business case, updated project plan,
63 C P2-7_PRCT_4.5.1.b A. Incorrect. The business layer is not involved in the 'execute project logs, and any updated management approaches,
a work package' activity. Ref tab 17.2 prepare an end stage report for the current stage.” Ref 18.4.5
B. Incorrect. The project executive is not involved in the D. Incorrect. The 'request next stage' is the activity in which
'execute a work package' activity. Ref tab 17.2 "the project manager contacts the project board to request to
C. Correct. In the 'execute a work package' activity, project finish the current stage and to proceed to the next stage." Ref
assurance should be "consulted". In this activity, the team 18.4.6
manager should "notify the project manager of any new 66 A P2-7_PRCT_4.6.1.b A. Correct. In the activity 'evaluate the stage' the project
issues, risks or lessons and take any action required by the manager should be “responsible.” In this activity, the project
project manager." Ref tab 17.2, 17.4.2 manager should “Based on the performance of the stage
D. Incorrect. The project manager is "accountable" in the using the updated business case, updated project plan,
'execute a work package' activity. This means that they would project logs, and any updated management approaches,
approve the extra funding if it is possible to do so within prepare an end stage report for the current stage.” Ref tab
stage tolerances. Ref tab 17.2 18.2, 18.4.5
B. Incorrect. Project support should be “consulted” in the
‘evaluate the stage’ activity. Ref tab 18.2
C. Incorrect. Project assurance should be “consulted” in the
‘evaluate the stage’ activity. Ref tab 18.2
D. Incorrect. The team manager should be “consulted” in the
‘evaluate the stage’ activity. Ref tab 18.2

196 PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. 197
 Q A Syllabus Ref Rationale Q A Syllabus Ref Rationale
67 A P2-7_PRCT_4.6.2 A. Correct. As part of the 'request next stage' activity, the 69 C P2-7_PRCT_4.7.1.c A. Incorrect. The business case practice is applied by the
project manager should "Brief the project board about the 'closing a project' process by "The performance of the project
performance of the current stage, an overview of the next at the end of the project is assessed and the business case is
stage, and the people and resources required, and confirm updated to reflect the actual costs and benefits as well as a
readiness to proceed. The project manager should also forecast of benefits yet to be realized." Ref tab 19.3
confirm where there have been concessions for any off - B. Incorrect. The organizing practice is applied by the 'closing
specifications during the stage." Ref 18.4.6 a project' process by "Project team performance and health
B. Incorrect. As part of the 'give ongoing direction' activity in and wellbeing are reviewed for input to lessons learned and
the 'directing a project' process, "project board members the end project report. The communication management
must offer informal guidance or respond to requests for approach, change management approach and commercial
advice at any time during a project." In addition, "effective management approach are reviewed for any requirements
project controls are a prerequisite for managing by relating to project closure, for example who to notify." Ref tab
exception" and the ‘request next stage’ activity is an example 19. 3
of a control. It is not related to allowing informal discussions C. Correct. The plans practice is applied by the 'closing a
with the project board. Ref 14.4.3, 15.4.3 project' process by "The product register is checked to
C. Incorrect. It is true that an objective of the ‘managing a confirm the required products for the final stage have been
stage boundary’ is to "review and if necessary, update the delivered and to provide input to lessons learned and the
project initiation documentation." However, in the ‘request end project report. The product register is closed." The
next stage’ activity, the project manager should "Brief the purpose of the product register "is to list of all products
project board about the performance of the current stage, an required of a plan and the status of those products." Ref tab
overview of the next stage. Ref 18.2, 18.4.6 19.3, 8.5
D. Incorrect. It is true that in the ‘directing a project’ process, D. Incorrect. The quality practice is applied by the 'closing a
"the project board authorizes a stage by reviewing the project' process by "The quality register is checked to confirm
performance of the current stage and approving the stage the required quality activities for the final stage have been
plan for the next stage." However, this is triggered by the performed and to provide input to the end report. The
‘request next stage’ activity and this has been appropriately quality management approach is reviewed for any
Appendix 2

Appendix 2
carried out. Ref 14.4.4, 18.4.6 requirements relating to project closure. The quality register
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68 D P2-7_PRCT_4.7.1.a A. Incorrect. The 'prepare planned closure' activity is where "a is closed." Ref tab 19.3
closure recommendation can be raised to the project board 70 C P2-7_PRCT_4.7.2 A. Incorrect. "A closure recommendation can be raised to the
after the project manager has confirmed that the project can project board after the project manager has confirmed that
be closed." In addition, the project manager should " Ensure the project can be closed." The ‘prepare planned closure’
that all project information is secured and archived..." Ref activity should "close the project’s project log". However, the
19.4.1 ‘evaluate the project’ activity should be used because this
B. Incorrect. The 'confirm project acceptance' activity is where activity should "review the project log to identify lessons that
"The project’s products must be passed to an operational and could be applied to future projects and include them in the
maintenance environment prior to the project closure." Ref lessons report." Ref 19.4.1, 19.4.4
19.4.3 B. Incorrect. The ‘prepare planned closure’ activity should
C. Incorrect. The 'evaluate the project' activity is where "ensure all project information is secured and archived ..."
"Successful organizations learn from experience with However, the ‘evaluate the project’ activity should be used
projects. When evaluating the project, the objective is to because this activity should "review the project log to identify
assess how successful the project has been... It may also be lessons that could be applied to future projects and include
possible to improve the estimation for future projects by them in the lessons report." Ref 19.4.1, 19.4.4
analysing the estimates and actual progress metrics for this C. Correct. The ‘evaluate the project’ activity should "review
project." Here the lesson relating to the excellent work the project log to identify lessons that could be applied to
performed by the marketing agency is identified, but not yet future projects and include them in the lessons report in
notified to the project board. Ref 19.4.4 consultation with the project management team." Ref 19.4.4
D. Correct. During the 'request project closure' activity, “To D. Incorrect. The ‘evaluate the project’ activity will identify if it
finish the current stage and close the project, the project is "possible to improve the estimation for future projects by
manager contacts the project board to request project analysing the estimates and actual progress metrics for this
closure. The project manager will emphasize the importance project." However, this does not explain why the project
of celebrating the project success and suggest some form of manager has reviewed the issues register and identified a
appreciation by the project board to all involved.” In addition, lesson. Ref 19.4.4
the project manager should “Brief the project board with a
summary of the performance of the project.” It is in this
activity, that the project manager should make the
recommendation to the project board about using the team
manager on future projects. Ref 19.4.5

198 PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. 199
 Sample Paper 2: PRINCIPLES
1. The campaign project will be delivered across the country and options to deliver the
campaign are being considered in stage 2. Discrimination against marginalized groups varies
by region, and is higher in dense urban areas. For this reason, the expected increase in the
number of incidents reported to authorities has been set with a range of between 5 and 15
Question Booklet
per month, depending on the region.
Multiple Choice
Which principle is being applied, and why?
Examination Duration: 2 hours and 30 minutes
A. 'Manage by exception', because some areas might under-deliver and some might over-
deliver on the benefit
Instructions
B. 'Manage by exception', because scope tolerance should be set to allow flexibility in
relation to what is delivered
1. You should attempt all 70 questions. Each question is worth one mark. C. 'Ensure continued business justification', because the option chosen in stage 2 should
2. There is only one correct answer per question. represent value for money
D. 'Ensure continued business justification', because the business justification may change
3. You need to answer 42 questions correctly to pass the exam. during the project, but should always remain valid
4. Mark your answers on the answer sheet provided. Use a pencil (NOT pen).

5. You have 2 hours and 30 minutes to complete this exam. 2. The requirements have been finalized during stage 2. During the options analysis, the Police
Liaison Officer raised a request for change to include an online training application on how
6. This is an 'open book' exam. You can use the PRINCE2® 7 Managing Successful Projects
police officers should respond to incidents. They believe this will lead to better handling and
Official Book. increased reporting of incidents. The project manager consulted the Head of Publicity and
Social Media who agrees with this assessment. The project manager also obtained cost
7. Use the Scenario Booklet (Scenario 4: NowBYou and Additional information).
estimates to deliver this application from several IT suppliers. As a result, the project
Appendix 2

Appendix 2
executive considered the risks and decided to approve the use of the change budget to fund
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8. No materials are allowed other than the exam paper, the PRINCE2® 7 Managing Successful
this change.
Projects Official Book, and the Scenario Booklet

9. Do not use information from one question to answer another. How well does this apply the 'ensure continued business justification' principle, and why?

A. It applies it well, because the benefits from the application need to be balanced against
the cost and risk for the additional investment to be justified
B. It applies it well, because in projects driven by new legal obligations, the chosen option
needs to represent best value for money
C. It applies it poorly, because by using the change budget, the project budget should be
enough to fund the additional cost of the application
D. It applies it poorly, because the benefits that were used to justify funding the application
will be measured after the project has been completed

200 PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. 201
 3. The Head of Publicity and Social Media has been appointed as a senior user on the project. 6. Stage 1 has been approved. The Head of Fundraising has suggested that representatives
They have appointed an external media consultant to provide user project assurance on from networking support groups participate in quality reviews of all media messages. These
their behalf. The media consultant will also advise on the timing and content of the various quality reviews have been specified in the product descriptions to ensure that the messages
advertisements. The project manager has prepared a role description for the media are checked adequately.
consultant.
Which principle is being applied, and why?
Is this an appropriate application of the 'define roles, responsibilities and relationships'
principle, and why? A. 'Focus on products', because the project team should understand how the quality will be
checked to ensure it meets the campaign objectives
A. No, because the media consultant should not represent the interests of the Head of B. 'Focus on products', because the project team should agree what is to be delivered in
Publicity and Social Media product descriptions to prevent unnecessary work
B. No, because the media consultant should represent the interests of the board of trustees C. 'Manage by exception', because delegating authority to the quality reviewers should help
C. Yes, because the responsibilities of the media consultant should be clearly defined establish accountability
D. Yes, because the user interest should be represented as a primary stakeholder on the D. 'Manage by exception', because the quality reviewers should be able to make decisions
project board about the products at the right level

4. The project is in the 'starting up a project' process. The Director of Campaigns is keen to
7. The Campaign Against Discrimination Project is a short, simple project using an external
understand more about the project. As a result, they have arranged a series of workshops
marketing agency. The project board and newly appointed project manager are both
with appropriate networking and support groups to review the experiences of previous
inexperienced at running projects. As a result, the project board asked for weekly virtual
campaigns.
briefings from the project manager for the stage 2, which is seen as the most critical stage.
This will replace more formal highlight reports and will be reviewed again before stage 3
Which principle is being applied, and why?
starts.
A. 'Define roles, responsibilities and relationships', because the Director of Campaigns
Which principle is being applied, and why?
should understand their responsibility for approving the scope of the project
Appendix 2

Appendix 2
B. 'Define roles, responsibilities and relationships', because the interests of key stakeholders
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A. 'Tailor to suit the project', because the project controls should be adapted to suit the
should be represented on the project board
project's size, complexity and team capability
C. 'Learn from experience', because the project team should learn from mistakes on
B. 'Tailor to suit the project', because the project should be tailored to suit the standards
previous projects to improve the management of this project
used by the marketing agency
D. 'Learn from experience', because the project manager should take into account that
C. 'Defined roles, responsibilities and relationships', because the project manager's role
workshop attendees are likely to have different learning needs and preferences
should be influenced by the scale and complexity of the project
D. 'Defined roles, responsibilities and relationships', because the project manager should
5. The project is at the end of stage 1. The project executive has asked for a formal manage the relationship with the marketing agency effectively
presentation of the project initiation documentation by the project manager. After that, they
will review the stage 2 plan before authorizing work to start on the requirements gathering
and options analysis.

Which principle is being applied, and why?

A. 'Manage by exception', because authorizing the stage 2 plan should reduce the burden
on the project executive's time without removing their control
B. 'Manage by exception', because the project manager should notify the project board
quickly if the options analysis is outside agreed tolerances
C. 'Manage by stages', because the project executive should ensure that the project has
been properly initiated before stage 2 should start
D. 'Manage by stages', because the project manager should be authorized to make
necessary adjustments if the stage remains within tolerances

202 PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. 203
 PEOPLE 10. The Charities Act provides legislation that NowByou has to comply with. At a regular meeting
with the project executive, the project manager is advised that the project executive is
8. The project is in the 'initiating a project' process and the project team has just been
unhappy with the way that the Campaign against Discrimination Project is complying with
appointed. The team members have not worked together on a project before, and most
this legislation. The project executive believes that the project should be more ethical and
people work from home at least two days a week. To help everyone to get to know each
transparent in the way it declares to donors how their donated money is being spent. The
other, the project manager has organized a weekly lunch event for people to interact and
project manager has added this to the issue register.
communicate informally. These lunch events will be held in the head office building on a day
when most people are in the office anyway.
Is this an appropriate way of 'leading successful change' according to the 'people' element,
and why?
Is this an appropriate application of 'leading successful teams' according to the 'people'
element, and why?
A. Yes, because the project manager should assess the impact of the project executive's
concerns now that it has been added to the issue register
A. Yes, because the project manager should use the lunch event to obtain information on
B. Yes, because regular meetings with the project executive should allow the project
the status of work packages and resolve any issues
manager to receive and act on feedback about legal commitments
B. Yes, because the lunch event should help to build social cohesion, making the most of the
C. No, because the project manager should focus on ensuring that legal concerns are
team members' time, so they can work effectively on the campaign
communicated by the project executive sooner
C. No, because it should be possible for project team members to attend every lunch event
D. No, because the project manager should record the project executive's concerns about
so that they feel part of the project team
compliance with the legislation in the risk register
D. No, because the project manager should arrange team building events at the start of the
project to build social cohesion
11. The project is at the end of the 'initiating a project' process and the project manager is trying
to arrange regular team meetings at the head office throughout stage 2. The purpose of the
9. One of the graduate trainees was appointed as project manager at the end of stage 1. At the
meetings is to involve staff from across the project ecosystem and build relationships
beginning of stage 3, the project manager invited the Head of Publicity and Social Media to a
between them. Some staff members have never met in person, although they will need to
meeting to agree a work package to implement the chosen campaign option. The Head of
work closely with each other across the project ecosystem when gathering requirements and
Publicity and Social Media is more senior than the project manager. As a result, the project
analysing options. The project manager is finding it difficult to agree a day and has decided
Appendix 2

Appendix 2
manager asked the project executive to attend the meeting to use their authority to
to rely on team members to plan meetings with each other as required.
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authorize the work package to the Head of Publicity and Social Media.

Is this an appropriate way of 'leading successful change' according to the 'people' element,
Is this an appropriate application of 'leading successful teams' according to the 'people'
and why?
element, and why?

A. Yes, because the project manager should trust team members to know who they need to
A. Yes, because the project executive should give ongoing direction to the project manager
communicate with, and when
and Head of Publicity and Social Media by attending the meeting
B. Yes, because the project manager should focus on more important meetings so that time
B. Yes, because the project executive should use their authority to authorize the work
can be better spent delivering the campaign instead
package to Head of Publicity and Social Media, if required
C. No, because the project manager should ensure that the team members have time to
C. No, because the project manager should cocreate the work package with the Head of
build supportive relationships across the project ecosystem
Publicity and Social Media to build a relationship, despite the differences in seniority
D. No, because the project manager should hold the regular meetings to ensure that the
D. No, because the project should 'manage by exception' to reduce the time burden on the
team members clearly understand their roles and responsibilities
project executive by removing unnecessary meetings

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 12. The project is reaching the end of stage 2. There has been significant debate during the 17. The project is in the initiation stage and the Contracted Project Manager is discussing the
options analysis. It has been difficult to get agreement on which options to recommend for benefits with the Director of Campaigns. From their experience, the Director has advised
implementation in stage 3. The Police Liaison Officer was particularly unhappy with some of that the benefits of increased awareness of discrimination against marginalized groups will
the suggested messaging to police forces. be difficult to measure. As a result, the Contracted Project Manager has suggested that the
business case should compare the expected improvements from conducting the campaign
How should the project manager BEST undertake 'communication' to deal with the concerns against how much such discrimination would have increased, without the campaign to raise
of the Police Liaison Officer? awareness.

A. Minimize communications with the Police Liaison Officer as his ongoing resistance to the Is this an appropriate application of the ‘business case’ practice, and why?
suggested options is likely to reduce team morale
B. Run a focus group with key stakeholders across the organizational ecosystem to review A. Yes, because the business case should be used to judge whether the project is desirable,
the messaging and advise the Police Liaison Officer of the changes identified viable and achievable to support decision-making
C. Focus on communications with the Police Liaison Officer to find out if there are any B. Yes, because the business case should calculate the benefit as the difference between
misconceptions or other reasons for his resistance the 'do nothing differently' and the 'do something' options
D. Ask the project executive to review the options and make the final decision about the C. No, because the business case should analyse three basic options when considering the
messaging, and advise the Police Liaison Officer of the decision desirability of any investment
D. No, because the business case should provide the data required to prepare an
13. The project management maturity of the organization is low, and the Contracted Project investment appraisal comparing the costs, risks and benefits
Manager is working on improving how NowByou manages its projects. As all work laptops
are installed with virtual meeting technology, it was agreed that this should be used for the 18. The project is a simple project that should be completed within six months. The Contracted
regular progress update meetings. This information has been communicated to the other Project Manager has worked with many NGOs successfully delivering similar projects. As a
people involved in projects across the business. result of this experience, they have suggested that the project brief and business case
should be combined into one simple business case document.
Under which heading of the communication management approach should this information
be recorded? Is this an appropriate application of the ‘business case’ practice, and why?
Appendix 2

Appendix 2
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A. Stakeholder analysis A. Yes, because the format and content of the business case should suit the size and
B. Communications schedule and procedure(s) complexity of the project
C. Supporting tools and techniques B. Yes, because the business case should demonstrate whether the project is desirable,
D. Resources viable and achievable
C. No, because the business case should be reviewed and updated as it develops and
evolves during the project
BUSINESS CASE D. No, because the business case should be developed in outline and then in detail at the
Here are three items of information that should be recorded in the business case for the beginning of the project
Campaign against Discrimination Project.

Under which heading (A-E) should they be recorded?

Choose only ONE heading. Each heading can be used once, more than once, or not at all.

14. NowByou works with several networking and support A. Reasons

groups that support anyone who has experienced B. Business options
discrimination. These groups have expressed concerns C. Expected benefits
about the increase in the number of reports of D. Sustainability targets
discrimination against marginalized groups E. Costs
15. There will be a 20% increase in the number of incidents
of discrimination being prosecuted due to the police
force's increased awareness of the nature of
discrimination against marginalized groups
16. The project needs to engage effectively with its existing
donors and financial aid partners in order to secure the
budget for this project

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 ORGANIZING 23. The Director of Campaigns has decided that the Contracted Project Manager should
continue as project manager during stage 2. In addition, the Director of Campaigns has
The high-level requirements gathering and implementation of the chosen options will be carried
asked the Contracted Project Manager to perform the team manager role for the
out by an external marketing agency, CharityM. Here are three items of information to be
requirements gathering work package in stage 2. This is because the Contracted Project
included in the commercial management approach.
Manager understands the not-for-profit sector in general, and how to make best use of a
variety of media on this project. The Director of Campaigns has agreed to employ them on a
Under which heading of the commercial management approach (A-E) should the information be
full-time basis during stage 2.
recorded?
Choose only ONE heading. Each heading can be used once, more than once or not at all.
Is this an appropriate application of the ‘organizing’ practice, and why?

19. The Head of Publicity and Social Media will work with A. Scope
A. Yes, because the project management maturity of NowByou is very low and the
the procurement team to agree the scope of work and B. Delivery model
Contracted Project Manager should advise the project team on the use of media
terms with CharityM C. Resources
B. Yes, because the project manager has the necessary knowledge of media channels and
20. The procurement team will provide two experts to work D. Responsibilities
the time to devote to the role of team manager
alongside the Head of Publicity and Social Media during E. Standards
C. No, because the project manager's sole focus should be on the day-to-day management
stage 1 to agree the scope of work and terms with
of stage 2, which is critical for the success of the project
CharityM
D. No, because the project manager role should not be shared between the Contracted
21. The high-level requirements gathering and
Project Manager and team managers
implementation of the chosen options will be carried
out by an external marketing agency, CharityM.
PLANS
Here are three actions related to developing the stage 2 plan.
22. The Chief Executive Officer has informed the Contracted Project Manager that they will be
the single point of accountability for the project when developing the initial project Which role (A-F) should be responsible for each action?
management documentation. This is because of their track record of successful delivery in Choose only ONE role for each action. Each role can be used once, more than once, or not at all.
Appendix 2

Appendix 2
the not-for profit sector.
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24. Check the stage 2 plan to ensure enough time has A. Business layer
Is this an appropriate application of the ‘organizing’ practice, and why?
been allowed to obtain input and feedback from the B. Project executive
User Group on the high-level requirements C. Senior user
A. Yes, because the project executive should be appointed by the Chief Executive Officer
gathering and options analysis D. Senior supplier
B. Yes, because the CEO should appoint a single project executive to be accountable for the
25. Advise the project manager on how to prepare the E. Project manager
project
stage plan to comply with the NowByou F. Team manager
C. No, because the Contracted Project Manager cannot perform any other role on the
requirements
project
26. Prepare the schedule for the requirements
D. No, because the Contracted Project Manager cannot also perform the role of project
gathering work package for input to the stage 2 plan
executive

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 27. The Campaign against Discrimination is a critical project for NowByou. As a result, it is QUALITY
important that the project delivers within the agreed project time tolerances. The Contracted
Here are three items of information relating to leaflets that will be issued to police officers
Project Manager has a track record of successful delivery of this type of project. Therefore, it
attending awareness workshops.
has been decided that the entire project time tolerance should be allocated to stage 3, when
the new project manager will be working mostly on their own. There was an issue with the
Which management product (A-E) should they be recorded in?
TV campaign work package during the stage and some extra time is needed to complete the
Choose only ONE option. Each option can be used once, more than once or not at all.
work package. The work will be completed within stage time tolerance.

30. The leaflets were reviewed by the Director of A. Product description

According to the 'plans' practice, which role should authorize the extra time to complete the
Campaigns on the planned date and were approved for B. Product register
TV campaign during stage 3?
use at the workshops C. Project product description
31. NowByou's contact details, and those of other D. Quality register
A. Business
supporting organization, must be included in the leaflet. E. Quality management
B. Project executive
The details must be 100% accurate for email address, approach
C. Project manager
postal address, social media platforms and phone
D. Project assurance
number
32. All published materials, including leaflets, must conform
28. The Contracted Project Manager is creating the project plan in stage 1 based on a better to copyright and data protection legislation
understanding of the requirements gathering and options analysis work in stage 2. They
have also obtained more detailed estimates of time and cost from the external marketing
agency implementing the campaign in stage 3. 33. The following entry has been recorded as one of the user quality expectations documented
in the project product description for the Campaign against Discrimination Project:
Is this an appropriate application of the ‘plans’ practice, and why? "The delivered multi-channel campaign will lead to improved brand recognition resulting in
increased donations and financial aid from partners."
A. Yes, because the project manager should identify the work packages that the external
Appendix 2

Appendix 2
marketing agency will be delivering in stage 3 to implement the campaign Is recording this statement as a user quality expectation an appropriate application of the
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B. Yes, because the project manager should create the project plan to include more detailed ‘quality’ practice, and why?
cost and time estimates to ensure continued business justification
C. No, because the project manager should create the project plan during the 'initiating a A. Yes, because specifying improved brand recognition as a quality expectation of the
project' process, rather than during stage 1 delivered multi-channel campaign should avoid conflicts over unmet expectations
D. No, because the project manager should include the updated cost and time estimates in B. Yes, because improved brand recognition states a user requirement from the campaign
the business case to support continued business justification so that the project team can plan how to meet it
C. No, because improved brand recognition is an output delivered by the campaign, not a
29. During stage 1, the Contracted Project Manager is preparing the project plan. In order to do user quality expectation
this, the Contracted Project Manager is working with the Director of Campaigns and the D. No, because increased donations and financial aid are benefits resulting from an
Head of Publicity and Social Media to understand more about the ‘options analysis’ product, outcome, not a user quality expectation
what needs to be produced, who will approve it and the associated quality specifications.
34. The Director of Campaigns is concerned whether the trials will give the required confidence
Is this an appropriate application of the ‘plans’ practice, and why? that the campaigns would meet their quality specifications. As a result, the project’s quality
control measures need to be assessed. This assessment will review whether, when the
A. Yes, because the project manager should produce the product description for the campaigns are trialled with representatives from support groups, they will meet their quality
‘options analysis’ to be able to estimate realistic time and cost in the project plan specifications. The project board has decided that it will manage this assessment.
B. Yes, because the project manager should define the ‘options analysis’ product as a major
product to be delivered by the project Is this an appropriate application of the ‘quality’ practice, and why?
C. No, because the project manager should describe the ‘options analysis’ as a major
product in the project product description A. Yes, because quality assurance should be performed by the project board or delegated
D. No, because the project manager should create the ‘options analysis’ product description to someone to perform on their behalf
when planning stage 2 in detail B. Yes, because project assurance should be a project board responsibility or delegated to
someone to perform on their behalf
C. No, because project assurance should be a responsibility of the project management
team as a whole
D. No, because quality assurance should be managed independently from the project team

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 RISK 39. The following entry has been recorded in the risk register:
“Risk description: Due to the low level of recognition of the NowByou brand, increasing the
The following risk has been recorded in the risk register:
brand recognition could help potential donors to recognize the work that NowByou does,
"As NowByou is a new NGO there is a risk that they may not be fully aware of the way social
increasing the number and amount of donations.”
media can be used effectively, resulting in poor publicity and reduced coverage nationally and
“Response: Exploit the opportunity: Employ an external brand specialist to maximize brand
worldwide."
recognition during the campaign.”
Initially, in response to this risk, a social media specialist has been hired at a significant cost to
Is this an appropriate application of the ‘risk’ practice, and why?
the project. Further responses will be identified once the social media specialist completes a
review of social media usage.
A. Yes, because this response should make the uncertain situation certain by removing the
risk
Here are three items of information to be included in the risk register.
B. Yes, because the response should reduce the risk's remaining realistic likelihood and
Under which heading of the risk register (A-E) should the information be recorded?
size of impact to zero
Choose only ONE heading for each item of information. Each heading can be used once, more
C. No, because this response should be recorded as ‘enhance’, rather than ‘exploit’
than once, or not at all.
D. No, because the increase in donations should happen after the project has closed

35. The social media specialist is preparing new A. Likelihood

standard processes relating to social media usage B. Impact
ISSUES
36. A decision has been made to introduce a new C. Proximity
In one local area, where a large number of refugees are living, there has been a significant
standard process relating to social media usage D. Risk response
increase in the number of reports to police about discrimination against refugees. However, the
37. Without the introduction of any standards relating E. Risk action owner
Police Liaison Officer believes that even more incidents are happening, but are not reported. As a
to social media usage, NowByou is likely to incur
result, the Police Liaison Officer has asked whether the project team could add a number of
significant legal costs
workshops with local residents to stage 3. The purpose of the workshops would be to increase
understanding of this type of discrimination and how to identify it.
38. The following entry has been recorded in the risk register: Here are three actions being taken in response to this request to add workshops to the project
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Appendix 2
“Risk description: Due to the low level of recognition of the NowByou brand, increasing the scope.
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brand recognition could help potential donors to recognize the work that NowByou does,
increasing the number and amount of donations.” 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.
Is this an appropriate application of the ‘risk’ practice, and why?
40. If approved, identify the agenda, timetable and A. Project manager
A. Yes, because the risk register should describe the risk cause, the opportunity that may venue for the workshops B. Project executive
arise, and the effect it will have on achievement of objectives 41. Record the request for workshops from the Police C. Senior user
B. Yes, because the risk register should describe the positive exposure of the project to Liaison Officer D. Project support
achieving its objective of increasing donations 42. Discuss with the Chair of the User Group and the E. Team manager
C. No, because by potentially increasing awareness of NowByou's work, the number and Head of Publicity and Social Media how these
amount of donations could be increased workshops might help local residents become more
D. No, because any increase in donations should happen after the multi-channel campaign aware of the type of discrimination against refugees
has been delivered and the project has been closed and how to identify it

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 43. The following entry has been recorded as a request for change in the issue register of the PROGRESS
Campaign against Discrimination Project:
Here are three items of information relating to the 'progress' practice.
“Discrimination against marginalized groups, in particular, the homeless and refugees, is
growing at a concerning rate.”
Which management product (A-E) should they be recorded in?
Choose only ONE option. Each option can be used once, more than once or not at all.
Is this an appropriate application of the ‘issues’ practice, and why?

45. At the end of stage 3, the Director of Campaigns A. Exception report

A. Yes, because this is an issue that should be considered by the project management team
stated that the implementation of the chosen B. Daily log
B. Yes, because the Campaign against Discrimination Project is NowByou's response to this
option had gone well. But the Marketing Agency C. Highlight report
concern
advised that that the TV campaign would have been D. Checkpoint report
C. No, because this is a concern for the whole of NowByou, not a request to change the
more successful if it had been run at the same time E. End project report
baseline of the Campaign against Discrimination Project
as the social media campaign.
D. No, because the impact this could have on the achievement of project objectives is
46. The time tolerance for stage 2 is +1 week. The
uncertain
options analysis has been delayed and the end of
the stage will be delayed by two weeks. The project
44. The following entry has been recorded in the issue register of the Campaign against
manager has suggested that the stage end should
Discrimination Project:
be delayed by two weeks to ensure the options are
"A political lobby group dedicated to reducing police funding has offered to provide a
fully considered before implementing the chosen
significant proportion of the money required for the Campaign against Discrimination
option in stage 3
Project. However, the Police Liaison Officer has advised that all police forces will withdraw
47. During stage 2, the team manager for the options
their support from this and all future NowByou projects, if the funding is accepted. This is
analysis confirmed that TV advertising would be
because accepting the funding would send a negative message about how NowByou
affordable after all, despite having been worried,
perceives the police forces."
earlier in the stage, that it might be too expensive
The project manager has assessed the issue in consultation with the Director of Campaigns.
Appendix 2

Appendix 2
The project manager has recommended that the project board should escalate the matter 48. A graduate trainee has just been appointed as project manager from stage 3 onwards. They
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to the Chief Executive Officer and board of trustees to consider the wider implications of this have suggested that time-driven controls are not needed, because the project is moving into
proposed funding. the final stage where the chosen option is implemented.

Is this an appropriate application of the ‘issues’ practice, and why? Is this an appropriate application of the ‘progress’ practice, and why?

A. Yes, because the project manager should consult with others when identifying the best A. Yes, because event-driven controls should be used once the implementation of the
ways to resolve an issue chosen option is underway in the final stage
B. Yes, because the project board should escalate to the NowByou Chief Executive Officer B. Yes, because the project board should make the decision about how to control the work
as this issue has wider implications for the organization of stage 3, at the end of stage 2
C. No, because the reaction of the police forces is not certain, particularly whether they will C. No, because the project manager should update the project board on the stage's
withdraw their support for this, and future, projects progress and status at agreed intervals during stage 3
D. No, because the NowByou Chief Executive Officer has insufficient experience in project D. No, because the project manager should report to the project board if the stage 3
management to make the decision about this issue tolerances are forecast to be exceeded

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 49. The project is in stage 1 and the project manager has recorded the following entry in the 52. The Contracted Project Manager has produced the project brief, including the outline
daily log: business case, project product description, project approach, and role descriptions. The
project board has received these along with a request to authorize initiation. The Contracted
“The Police Liaison Officer has been busy every time I have requested a meeting with them. I Project Manager is now waiting for the appointment of the internal project manager before
need to discuss with the Director of Campaigns why the Police Liaison Officer may be planning the initiation stage.
reluctant to engage with me about this project.”
Is this an appropriate application of the ‘starting up a project' process, and why?
Is this an appropriate application of the ‘progress’ practice, and why?
A. Yes, because the project board should authorize initiation, based on the formal
A. Yes, because this matter should be recorded in the daily log so it can be handled in a justification in the outline business case and project brief
discrete manner B. Yes, because the internal project manager should be involved in planning the initiation
B. Yes, because the project manager should actively record and implement lessons stage
throughout the project C. No, because the internal project manager should be responsible for issuing the project
C. No, because this is an important issue that should be captured in the issue register for initiation request
resolution D. No, because the project board should review the initiation stage plan to understand the
D. No, because the project manager should produce an issue report to capture and analyse time and resources required to initiate the project
the matter

53. The project is intended to increase awareness of discrimination against marginalized groups.
PROCESSES The project is now at the end of stage 3 and the project board is about to 'authorize project
50. The project is in the 'starting up a project' process. The Contracted Project Manager has closure'. In order to do this, the project assurance needs to check how this increase in
suggested the use of focus groups in stage 2 to get early feedback on potential options. The awareness of discrimination will be measured after the multi-channel campaign has been
Contracted Project Manager met with the Fund-Raising Administrator, who has used focus delivered.
groups before on a campaign, to discuss how they were used in NowByou.
Which practice is being applied by the 'directing a project' process when project assurance
Appendix 2

Appendix 2
During which activity should this discussion take place? performs this check?
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A. Assess previous lessons A. Risk
B. Prepare the outline business case B. Progress
C. Select the project approach C. Business case
D. Plan the initiation stage D. Quality

54. The chosen campaign option has been implemented. One of its objectives was to increase
51. The project is in the 'starting up a project' process. The Contracted Project Manager has
awareness among police officers of discrimination against marginalized groups. The Police
suggested that members of the networking and support groups should be invited to
Liaison Officer is going to work with local police forces to measure whether the delivered
participate in focus groups to test which media will work best in increasing awareness of
campaign has successfully increased awareness and whether there have been any
discrimination. The Head of Fund-Raising has advised that focus groups have been used
unplanned consequences, such as a reduction in arrests of individuals in these groups.
before by NowByou and that the Fund-Raising Administrator was heavily involved in their
use. As a result, the Contracted Project Manager organizes a meeting with them to discuss
During which activity of the 'directing a project' process should these measurements be
how they were used before.
approved?
Which practice is being applied by the 'starting up a project' process?
A. Authorize initiation
B. Authorize the project
A. Plans
C. Authorize a stage or exception plan
B. Progress
D. Authorize project closure
C. Risk
D. Quality

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 55. The project is in stage 2 and the team manager has forecast that the requirements gathering 57. The project is in the initiation stage. The project manager organized a workshop with the
work package will exceed its time and cost tolerances. However, stage 2 will still be within Head of Publicity and Social Media, the Police Liaison Officer, the Director of Campaigns and
cost and time tolerances. The project manager has issued an exception report to request other key stakeholders. The purpose of the workshop was to understand more about the
direction from the project executive because the requirements are critical to carrying out the 'delivered multi-media campaign' and in particular what will make the campaign acceptable
options analysis later in the stage. to the attendees and how this will be achieved.

Is this an appropriate application of the ‘give ongoing direction' activity, and why? Which practice is being applied by the 'initiating a project' process?

A. Yes, because the project executive should provide direction if an exception occurs A. Plans
during the stage B. Issues
B. Yes, because the project executive should respond to requests for advice from the C. Organizing
project manager during a stage D. Business case
C. No, because the project manager should also consult with the senior user and senior
supplier when asking for advice 58. The project is in the 'initiating a project' process. It will be important for the Campaign
D. No, because the project manager should request informal advice without the need to against Discrimination Project to align communication messages delivered by the different
use an exception report channels of TV, press, and social networks to achieve maximum impact. The effectiveness of
each message and how it differs by channel will also need to be measured.
56. The project is in the 'initiating a project' process. The Contracted Project Manager has
requested a meeting with the project board. At the meeting, they will explain how the In which activity of the ‘initiating a project’ process should the project manager ensure that
campaign will raise awareness of discrimination against marginalized groups and reinforce these requirements are addressed, and why?
NowByou's brand recognition and explain what happened during project initiation.
A. Request project authorization, because the project manager should explain to the
During which activity of the 'initiating a project' process should this meeting occur? project board why the project is important and will be effective
B. Request project authorization, because the project manager should request people and
A. Agree tailoring requirements resources to deliver the multi-channel campaign and measure its effectiveness
Appendix 2

Appendix 2
B. Agree the management approaches C. Assemble the project initiation documentation, because the requirements recorded in
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C. Establish project controls the project initiation documentation should be baselined and placed under change
D. Request project authorization control
D. Assemble the project initiation documentation, because the project manager should
carry out a cross-check of the messages, channels and benefit reviews to ensure they
work together

59. In the communication management approach the project board requested a written
summary to be available every Monday morning, of progress made with the requirements
gathering and options analysis. The project is in the 'controlling a stage' process in stage 2.

In the 'controlling a stage' process, which role should be responsible for providing this
written summary?

A. Project manager
B. Team manager
C. Project support
D. Project assurance

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 60. The project is in stage 3. The marketing agency team manager has advised that they will not 63. The project is the 'managing product delivery' process in stage 2. Work on the high-level
be able to deliver the agreed number of TV advertising campaigns within the agreed requirements gathering is underway. The team manager has advised the project manager
timescale and budget. As a result, the project board has been consulted and agreed that the that the work is progressing to plan and should be completed on time and to quality for TV,
marketing agency should deliver fewer advertisements. The team manager has been advised press and social networks.
of this decision.
Which practice is being applied by the 'managing product delivery' process?
In the 'controlling a stage' process, which role should be informed about this decision?
A. Quality
A. Business B. Plans
B. Project executive C. Issues
C. Project assurance D. Progress
D. Project support
64. The project is in stage 2 and the options analysis work package is underway. As work
progresses, a wide range of options have been identified to deliver the campaign. The newly
61. During the 'controlling a stage' process in stage 3, the project manager visited the team
appointed project manager is unable to give guidance on which options to explore, as advice
working on the TV campaign work package to informally review progress. They are currently
from the wider business is needed, including from the Director of Campaigns. The team
filming the campaign and the work is going well but it is very busy and the deadline is very
manager for the options analysis work package has therefore asked the project board for
tight. As a result, the project manager agreed with the team manager that the checkpoint
regular advice to ensure the options analysed will meet the project objectives.
report could be issued after filming finishes to formally report progress a couple of days
later than scheduled. The project manager then made a note of the discussions in the
Is this action appropriate for the ‘execute a work package’ activity, and why?
project log.
A. Yes, because the options analysis should be developed in accordance with the
Is this an appropriate application of the ‘evaluate work package status’ activity, and why?
requirements defined in the work package
B. Yes, because the project board should be responsible for ensuring that the options
A. Yes, because the project manager should evaluate progress and forecast the
analysis will achieve the project objectives
Appendix 2

Appendix 2
performance for the remainder of the stage
C. No, because the options analysis team manager should report regularly on work
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B. Yes, because the project manager should have informal conversations with the team
package progress to the project manager
manager to review progress and understand issues they are facing
D. No, because the project manager should advise the options analysis team manager on
C. No, because the team manager should issue the checkpoint report as scheduled so that
how to proceed, after consulting with the project board
the project manager can review progress
D. No, because the project manager should request that project support produce the
65. The multi-channel campaign has been delivered and the project is in the 'closing a project'
checkpoint report on time instead of the team manager
process. The project budget had been increased twice during the course of the project, after
approval by the board of trustees. The project manager is now analysing spend against the
62. The project is at the beginning of stage 2. The project manager has agreed with the team
budget to identify how much of this overspend was a result of mis-estimation, approved
manager, for the high-level requirements gathering, that the campaign must include TV and
changes and management of risk. This information will be used when estimating the budget
social media networks. However, press campaigns are not as critical and are a should-have
for future campaigns.
requirement.
In the 'closing a project' process which role should be accountable for this action?
During which activity of the 'managing product delivery' process should this be agreed?
A. Business
A. Accept a work package
B. Project executive
B. Execute a work package
C. Project manager
C. Evaluate a work package
D. Senior supplier
D. Notify work package completion

220 PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. 221
 66. The Campaign against Discrimination Project has delivered the 'multi-channel campaign'. 69. The project is in the final stage. The project manager has reported to the project board that
The project is in the 'closing a project' process in the final stage. The project team needs to the 'implementation of chosen option' is going to take longer than planned, and the stage
review whether the campaign has delivered against expected the time, cost, scope and will exceed its time tolerance. The project board has asked the project manager to replan the
quality as defined by the project initiation documentation at the end of stage 1. remainder of the stage. In addition, the project board would like a summary of what how
much of the multi-channel campaign has been implemented and what is left to be
In the 'closing a project' process which role should be accountable for this action? completed.

A. Business During which activity of the 'managing a stage boundary' process should the project
B. Project executive manager produce this summary?
C. Project manager
D. Project assurance A. Prepare exception plan
B. Evaluate the stage
67. During stage 2, a national TV channel ran a series of programmes on the increasing C. Request next stage
discrimination against the homeless and refugees. This TV series was unconnected to the D. Update the project plan
work being carried out by NowByou. As a result of this TV series, the project manager
reviewed the impact that the Campaign against Discrimination was forecast to have. It was 70. During the final stage, a consumer research company has been contracted to assess
identified that there would be a smaller increase in awareness of discrimination, but the whether the public has a higher awareness of discrimination against marginalized groups
increase in NowByou brand recognition was forecast to be greater than originally expected. and of the work carried out by NowByou as a result of the campaign. The multi-channel
campaign has now been delivered and the project is in the 'closing a project' process. The
In which activity should this be recorded during the ‘managing a stage boundary’ process, senior user has been given responsibility for ensuring that these assessments are planned
and why? appropriately by the research company.

A. Prepare exception plan, because the project board should request a replacement plan Is this an appropriate application of the 'confirm project acceptance' activity, and why?
to manage a change to project viability
B. Prepare exception plan, because the project log and project initiation documentation A. Yes, because the senior user, as the customer, should take ownership of the delivered
Appendix 2

Appendix 2
should be updated to reflect the revised benefits forecasts multi-channel campaign after the project has closed
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C. Update the business case, because the benefits management approach should reflect B. Yes, because the project manager should involve the senior user in checking the planned
the revised benefits forecasts post- project benefit reviews, if required
D. Update the business case, because the project board should understand the risks to C. No, because the project manager should be responsible for updating the benefits
achieving the forecast benefits management approach during the ‘closing a project’ process
D. No, because the project manager should have updated the benefits management
68. The project is in stage 3. The implementation of the chosen option is going to take longer approach during the ‘managing a stage boundary’ process
than planned, meaning that the stage will exceed its time tolerance. The project board has
asked the project manager to provide a summary of what work has been completed to
implement the chosen option, and what remains to be done, before approving the exception
plan already submitted.

Which practice is being applied by the 'managing a stage boundary' process when the
project manager produces this summary?

A. Organizing
B. Progress
C. Issues
D. Quality

222 PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. 223
 Sample Paper 2: Answers and Rationales Q A Syllabus Ref Rationale
2 A P2-7_PRCT_1.1.a A. Correct. As part of the 'ensure continued business
Q A Syllabus Ref Rationale justification' principle, "There must be a justifiable reason
1 A P2-7_PRCT_1.1.e A. Correct. According to the 'manage by exception' for starting a project, and that the justification remains
principle, "The seven aspects of a plan’s performance valid, and be revalidated, throughout the life of the
requiring tolerances to be defined are: Benefits - The project. "The business justification for a project may
degree to which it is permissible to under-deliver or over- change; therefore, it is important that what the project is
deliver benefits; For example, the business case for a sales delivering remains consistent with the evolving
improvement project modelled with a plus or minus two justification" Therefore, when considering a request for
percent range of increased income generation." Ref 2.5 change, the additional benefit from that change needs to
B. Incorrect. According to the 'manage by exception' principle, be weighed against the additional cost and risk. Ref 2.1
"The seven aspects of a plan’s performance requiring B. Incorrect. It is true that "compulsory projects, such as those
tolerances to be defined are: Scope - Permissible variation of driven by legislation or regulation, still require justification for
the plan’s products." However, this is not scope tolerance, this the chosen approach, ensuring it represents the best value for
is benefit tolerance. Ref 2.45 money" according to the 'ensure continued business
C. Incorrect. As part of the 'ensure continued business justification' principle. However, this project is not
justification' principle, "the business justification drives implementing new legislation. In addition, this does not
decision-making to ensure the project remains aligned with the explain why the request for change needs to be justified. Ref
benefits sought and contributes to business objectives… 2.1
Compulsory projects, such as those driven by legislation or C. Incorrect. According to the 'issues' practice, "if there is a cost
regulation, still require justification for the chosen approach to associated with the change, the source of its funding must be
ensure it represents the best value for money." The chosen identified as either the approved change budget or additional
option is the one that is being implemented by NowByou in funding from the customer." Here the change is being funded
stage 3 and this needs to provide value for money. However, from the change budget so the project budget should not need
this does not explain why benefit tolerance has been set. Ref to be increased. Ref 10.2.3
2.1 D. Incorrect. As part of the 'ensure continued business
D. Incorrect. As part of the 'ensure continued business justification' principle, "after the project is completed, the
justification' principle, "the business justification for a project
Appendix 2

Appendix 2
project should be reviewed to evaluate if the benefits have
Resources

Resources
may change; therefore, it is important that what the project is materialized sufficiently to warrant the final investment and
delivering remains consistent with the evolving justification." what lessons can be learned from the project." However, it is
However, this describes a benefit tolerance, not a change to the forecast benefits that should be used to justify funding the
the benefit forecast. Ref 2.1 application. Ref 2.1

224 PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. 225
 Q A Syllabus Ref Rationale Q A Syllabus Ref Rationale
3 C P2-7_PRCT_1.1.c A. Incorrect. According to the 'organizing' practice, "subject to 4 C P2-7_PRCT_1.1.b A. Incorrect. As part of the 'define roles, responsibilities and
who has the knowledge, skills, and capacity to support the relationships' principle, "to be successful, projects must have
project team, the assurance tasks can be undertaken by the an explicit project management team structure consisting of
board member themselves, appointed from the wider defined and agreed roles and responsibilities for the people
business or selected from an external party." in addition, involved in the project." In addition, according to the 'plans'
"where the project assurance roles are delegated, the practice, the project executive should "approve the project
appropriate project board member remains accountable." It is product description." However, this does not explain why a
acceptable, therefore, for the Head of Publicity and Social workshop should be held to gather lessons from previous
Media to delegate user project assurance to an external media projects. Ref 2.3
consultant. Ref 6.2.4.7 B. Incorrect. It is true that as part of the 'define roles,
B. Incorrect. The board of trustees are appointed to "oversee responsibilities and relationships' principle, the primary
the organization" and are the business layer. It is the role of stakeholders should be represented on the project board. "All
the project executive, not user project assurance to represent projects have the following primary stakeholders: business,
the business interest on the project. According to the users and suppliers. All three stakeholder interests need to be
'organizing' practice "Projects are create to meet a business represented effectively in the project management team; this
need, which needs to be continuously justified as value for is reflected in the design of a PRINCE2 project board."
money throughout the lifetime of the project. PRINCE2 defines However, this does not explain why a workshop should be held
an executive role to represent this viewpoint on the project." to gather lessons from previous projects. Ref 2.3
Ref tab 6.1 C. Correct. According to the 'learn from experience'
C. Correct. According to the 'organizing' practice, "subject principle, in many organizations the same mistakes are
to who has the knowledge, skills, and capacity to support being repeated. When it comes to the principle of ‘learn
the project team, the assurance tasks can be undertaken from experience’ "it is important to learn from both
by the board member themselves, appointed from the mistakes and successes to continuously improve and to
wider business or selected from an external party." in innovate." Ref 2.2
addition, "where the project assurance roles are D. Incorrect. When applying the 'learn from experience'
delegated, the appropriate project board member remains principle, "project teams need to consider how to effectively
Appendix 2

Appendix 2
accountable." It is acceptable, therefore, for the Head of share lessons with all those involved in the project, as people
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Resources
Publicity and Social Media to delegate user project may have different learning needs and preferences." However,
assurance to an external media consultant. A role this does not explain why a workshop should be held to gather
description has been prepared. According to the 'define lessons from previous projects. Ref 2.2
roles, responsibilities and relationships' principle, "it is 5 C P2-7_PRCT_1.1.d A. Incorrect. It is true that "the implementation of ‘manage by
important that the right people are involved and that they exception’ provides for efficient use of senior management
know what is expected of them." Ref 2.3 time as it reduces senior managers’ time burden without
D. Incorrect. It is true that according to the 'define roles, removing their control!." However, this is achieved by the
responsibilities and relationships' principle, "all three delegation of tolerances, not just of the work. "Delegating
stakeholder interests need to be represented effectively in the authority from one management level to the next by setting
project management team; this is reflected in the design of a tolerances against the seven aspects of performance for the
PRINCE2 project board." However, this does not explain why it respective level of the plan." Ref 2.5
is appropriate to clearly define the role of the media B. Incorrect. It is true that the main point of the principle of
consultant. Ref 2.3 ‘manage by exception’ is "to alert the next management level
in the project as early as possible that the work will move
outside of agreed tolerances." However, this does not explain
why it is important to ensure the project is properly initiated
before work starts on delivering the project's outputs. Ref 2.5
C. Correct. "The focus on managing by stages ensures that
the project is properly initiated before work starts on
delivery of the project’s outputs." This is why the project
executive has requested a formal presentation of the
project initiation documentation before authorizing work
of stage 2. Ref 2.4
D. Incorrect. According to the 'manage by stages' principle, it is
true that "as long as the stage is forecast to remain within
tolerance, the project manager is authorized to make
adjustments as required." However, this does not explain why
it is important to ensure the project is properly initiated before
work starts on delivering the project's outputs. Ref 2.4

226 PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. 227
 Q A Syllabus Ref Rationale Q A Syllabus Ref Rationale
6 A P2-7_PRCT_1.1.f A. Correct. According to the 'focus on products' principle, 7 A P2-7_PRCT_1.1.g A. Correct. “One purpose of tailoring is to ensure that
“the purpose of a project is to fulfil stakeholder project controls are appropriate to the project’s scale,
expectations in accordance with the business justification. complexity, importance, team capability and risk (e.g. the
Therefore, there must be a common understanding of the frequency and formality of reports and reviews).” Ref 2.2.7
products required and the quality expectations for them.” B. Incorrect. It is true that according to the 'tailor to suit the
In addition, “a PRINCE2 project uses product descriptions project' principle, "there are many influences which give cause
to provide such clarity by defining each product’s purpose, to tailor the method, such as whether the project has a
composition, derivation, format, quality criteria and commercial customer-supplier relationship. In such case, the
quality method.” Ref 2.6 project may need to align the project management processes,
B. Incorrect. It is true that this “focus on products: ensures that practices and documentation to two or more quality systems."
the project only performs work that directly contributes to the However, this does not explain why virtual highlight reports
delivery of a product (that is, the project does no more work will be given to the project board during stage 2. Ref 2.2.7
than it needs to deliver its agreed products).“ However, this C. Incorrect. It is true that the project manager's role needs to
does not explain why the quality reviewers should be be designed specifically to suit the project's scale and
documented in product descriptions. Ref 2.6 complexity and other roles in the project management team.
C. Incorrect. According to the 'manage by exception' principle, According to the 'define roles, responsibilities and
“accountability is established by: delegating authority from one relationships' principle, "defining roles and responsibilities in
management level to the next by setting tolerances.” the right way is particularly challenging as projects are cross-
Delegating responsibility to quality reviewers of a product is functional, may involve more than one organization, often
not the same as setting tolerances in order to delegate have a mix of full-time and part-time resources and may be
accountability to a level of management in the project spread across multiple locations. The management structures
management team. Ref 2.5 of the parties involved in the project are likely to be different
D. Incorrect. According to the 'manage by exception' principle, with different priorities, objectives and interests to protect."
“accountability is established by: delegating authority from one However, this does not explain why virtual highlight reports
management level to the next by setting tolerances.” In will be given to the project board during stage 2. Ref 2.2.3
addition, this principle ensures that "decisions are made at the D. Incorrect. It is true that the project manager should manage
Appendix 2

Appendix 2
right level in the organization." However, delegating the relationship with the external marketing agency. According
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Resources
responsibility to quality reviewers of a product is not the same to the 'define roles, responsibilities and relationships' principle,
as setting tolerances in order to delegate accountability to a "Successful projects require an understanding of the
level of management in the project management team. Ref 2.5 relationship with and between stakeholders and ongoing
activities to strengthen them, which is why people is one of the
five integrated elements of PRINCE2." However, this does not
explain why virtual highlight reports will be given to the project
board during stage 2. Ref 2.2.3

228 PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. 229
 Q A Syllabus Ref Rationale Q A Syllabus Ref Rationale
8 B P2-7_PRCT_2.1 A. Incorrect. Although it is true that the lunch event may be 9 C P2-7_PRCT_2.1 A. Incorrect. While it is true that as part of the 'give ongoing
used by the project manager to get progress updates, this direction' activity, "project board members may offer informal
relates to the 'progress' practice and is not the intended guidance or respond to requests for advice at any time during
purpose of the event. According to the 'people' element, the a project", the work package should be cocreated between the
lunch event should "... optimize the use of people’s time and... project manager and the team manager. According to the
build social cohesion. Social cohesion is developed by: People 'people' practice "to successfully lead a project team, it is
meeting in a purposeful way on a regular basis building trust important to be aware that...; it is not unusual for members of
across project silos." Ref 3.3.3 the project team to be more senior than the project manager."
B. Correct. To 'bring the team together', the lunch event Ref 14.4.3, 3.3
should "... optimize the use of people’s time and... build B. Incorrect. As part of leading successful teams, "project
social cohesion. Social cohesion is developed by: People teams require a different style of management and leadership
meeting in a purposeful way on a regular basis building than for established organization teams, as it can be more
trust across project silos." Ref 3.3.3 challenging for a project leader to exercise their authority." In
C. Incorrect. Although it is likely that not all team members are addition, "leading people beyond a project’s direct authority
likely to be able to attend every event, the lunch event should (often across organizational boundaries) requires a degree of
"... optimize the use of people’s time and... build social cultural intelligence. Cultural intelligence is the capability to
cohesion. Social cohesion is developed by: People meeting in a relate and work across cultures within the organizational
purposeful way on a regular basis building trust across project ecosystem." Therefore, inviting the project executive so they
silos." Ref 3.3.3 can exercise their authority is likely to be ineffective as the
D. Incorrect. While it is true that the team-building events Head of Publicity and Social Media reports to the Director of
could be run at the start of the project to "...help to accelerate Campaigns and not the project executive. Ref 3.3, 3.3.1
team-building by using structured exercises...", the lunch event C. Correct. As part of the 'controlling a stage' process, the
should still help to "... build social cohesion. Social cohesion is project manager should "define each work package to be
developed by: People meeting in a purposeful way on a regular authorized (or amended); build a working relationship
basis building trust across project silos". Ref 3.3.2, 3.3.3 with the team manager; cocreate and review the work
package with the team manager, confirm that they have
Appendix 2

Appendix 2
accepted it, and authorize the team manager to begin
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work." According to the 'people' practice "to successfully
lead a project team, it is important to be aware that...; it is
not unusual for members of the project team to be more
senior than the project manager." Ref tab 16.4.1, 3.3
D. Incorrect. It is true that the project should apply the
'manage by exception' principle which "provides for efficient
use of senior management time as it reduces senior managers’
time burden without removing their control. This ensures
decisions are made at the right level in the organization."
However, the project executive should not be "responsible" for
authorizing a work package. This is the role of the project
manager. According to the 'people' practice "to successfully
lead a project team, it is important to be aware that...; it is not
unusual for members of the project team to be more senior
than the project manager." Ref tab 2.4, 3.3

230 PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. 231
 Q A Syllabus Ref Rationale Q A Syllabus Ref Rationale
10 B P2-7_PRCT_2.2 A. Incorrect. This would be application of the 'issues' practice, 11 C P2-7_PRCT_2.2 A. Incorrect. Trust is clearly important to a project, but this
not the 'people' element. The meeting allowed the project decision makes it more difficult for team members to get to
manager to receive and act on feedback. According to 'leading know each other. "The way in which a project is established
successful change', "Based on the shared understanding should support relationship building across interfaces. This
developed with the key influencers, it is possible to establish can be established through regular meetings and working
ways of working to ensure all impacted areas of the groups that build a shared understanding of different
organizational ecosystem are appropriately involved in the perspectives, the project data, and knowledge agreed on by
project as it progresses.” Ref 3.2.3 stakeholders." Ref 3.2.2
B. Correct. According to 'leading successful change', “The B. Incorrect. Optimizing "the use of people’s time" is something
way in which a project is established should support that the project manager has to think about, but this decision
relationship building across interfaces. This can be makes it more difficult for team members to get to know each
established through regular meetings and working groups other. "The way in which a project is established should
that build a shared understanding of different support relationship building across interfaces. This can be
perspectives, the project data, and knowledge agreed on established through regular meetings and working groups that
by stakeholders.” Also "Based on the shared build a shared understanding of different perspectives, the
understanding developed with the key influencers, it is project data, and knowledge agreed on by stakeholders." Ref
possible to establish ways of working to ensure all 3.3.3, 3.2.2
impacted areas of the organizational ecosystem are C. Correct. When 'bringing a team together', the way in
appropriately involved in the project as it progresses.” Ref which a project is set up should support building
3.2.2, 3.2.3 relationships across key interfaces. The current set up is
C. Incorrect. The project executive may have only just become not doing this. "The way in which a project is established
aware of these concerns about compliance with the legislation. should support relationship building across interfaces.
The meeting allowed the project manager to receive and act This can be established through regular meetings and
on feedback. Ref 3.2.3 working groups that build a shared understanding of
D. Incorrect. This should be logged as a problem or concern in different perspectives, the project data, and knowledge
the issue register, but this was not the focus of the question. agreed on by stakeholders." Ref 3.2.2
Appendix 2

Appendix 2
The meeting allowed the project manager to receive and act D. Incorrect. While, according to the 'define roles,
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Resources
on feedback. “Based on the shared understanding developed responsibilities and relationships' principle, "... it is important
with the key influencers, it is possible to establish ways of that the right people are involved, and they know what is
working to ensure all impacted areas of the organizational expected of them and what they may expect from others in
ecosystem are appropriately involved in the project as it the project," this is not the focus of the question. The project
progresses.” Ref 3.2.3 manager's decision makes it more difficult for team members
to get to know each other. "The way in which a project is
established should support relationship building across
interfaces. This can be established through regular meetings
and working groups that build a shared understanding of
different perspectives, the project data, and knowledge agreed
on by stakeholders." Ref 2.3, 3.2.3

232 PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. 233
 Q A Syllabus Ref Rationale Q A Syllabus Ref Rationale
12 C P2-7_PRCT_2.3 A. Incorrect. It is true that morale can be damaged by a vocal 16 E P2-7_PRCT_3.1.1 E. Correct. The business case should include costs "a
stakeholder, but he may have a valid reason for his opposition, summary of the project costs, the ongoing operations and
and this should be investigated by focused communication. maintenance costs and their funding arrangements."
"Pockets of resistance to the project are a useful indicator of Therefore, the need to raise funds from existing donors
where communications should be focused." Ref 3.4 and financial aid partners should be recorded under the
B. Incorrect. This addresses a potential issue with the options costs heading. Ref 5.5 tab 5.2
analysis but does not deal with this unhappy stakeholder. He A, B, C, D Incorrect. Ref 5.5 tab 5.2
may have a valid reason for his opposition, and this should be 17 B P2-7_PRCT_3.1.2 A. Incorrect. Ensuring continued business justification involves
investigated. "Pockets of resistance to the project are a useful “Creating and maintaining a business case for the project to
indicator of where communications should be focused." Ref assess whether it is (and remains) desirable, viable, and
3.4 achievable”. However, this does not explain why the 'do
C. Correct. "Pockets of resistance to the project are a nothing differently' is the starting point for measuring benefits.
useful indicator of where communications should be Ref 5.7 tab 5.2
focused." The Police Liaison Officer is one such pocket of B. Correct. "Do nothing differently should always be the
resistance and the reasons behind his resistance should first option and act as the basis for quantifying the other
be identified. Ref 3.4 options. The difference between do nothing differently, do
D. Incorrect. This addresses the potential issue with the the minimum, or do more than the minimum, is the
options analysis but does not deal with the unhappy benefit that the investment will buy.” Therefore, the
stakeholder. He may have a valid reason for his opposition, business case should show the difference between what is
and this should be investigated. "Pockets of resistance to the expected to happen if the project happens and what
project are a useful indicator of where communications should would happen if the project does not go ahead. Ref 5.3.1.1
be focused." Ref 3.4 C. Incorrect. It is true that “There are three basic business
13 C P2-7_PRCT_2.4 A. Incorrect. The communication management approach options concerning any investment.”, However, “the difference
should include "Stakeholder analysis: identification and between do nothing differently, do the minimum, or do more
analysis of those impacted by the outcome of a project or by than the minimum, is the benefit that the investment will buy.”
the process of delivering the project and those who have the Therefore, this does not explain the approach chosen. Ref
Appendix 2

Appendix 2
influence to impact the success or failure of the project." 5.3.1.1
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However, there is no analysis of who exactly has interest in the D. Incorrect. It is true that “An investment appraisal compares
project and why. Ref 3.4 the costs of developing, operating, and maintaining the
B. Incorrect. The communication management approach project’s products with the value of the benefits over a period
should include "Communications schedule and procedure(s): of time.” Therefore, the approach is indeed unlikely to provide
for each stakeholder group: purpose, frequency, the data necessary to prepare an investment appraisal.
channels/format, messaging, and so on." However, there is no However, “Business justification is not only about costs but
mention of how often these meetings will be held. Ref 3.4 also about understanding the value of a project.” Therefore,
C. Correct. The communication management approach the approach chosen is a valid approach. Ref 5.1, 5.3.2.1
should include "Supporting tools and techniques: for 18 A P2-7_PRCT_3.1.2 A. Correct. “The format and detail of the business case
example, communications platforms or tools for analytics needs to be adapted so that it is appropriate to the size
or automation." The virtual meeting technology is being and complexity of the project. For example, small, low
used as a communications platform. Ref 3.4 value projects may merge the project brief and business
D. Incorrect. The communication management approach case into one simple business case document.” Ref 5.4.5
should include "Resources: for the communications activities." B. Incorrect. It is true that ensuring continued business
The supporting tools and techniques section of the justification involves “Creating and maintaining a business case
stakeholder analysis includes "... communications platforms or for the project to assess whether it is (and remains) desirable,
tools for analytics or automation." The virtual meeting viable and achievable.” However, this does not explain why it is
technology is being used as a communications platform, rather appropriate on a simple project to combine the project brief
than a resource. Ref 3.4 and the business case. Ref 5.7, tab 5.2
14 A P2-7_PRCT_3.1.1 A. Correct. The business case should include the reasons C. Incorrect. It is true that “It is reviewed and updated as it
"the reasons for undertaking the project and explains how develops and evolves throughout the life of the project.”
the project will enable the achievement of business However, this does not explain why it is appropriate on a
objectives." The reason why this project is being started is simple project to combine the project brief and the business
due to the increased amount of discrimination against case. Ref 5.3.1
marginalized groups. Ref 5.5 tab 5.2 D. Incorrect. It is true that “The business case is developed in
B, C, D, E Incorrect. Ref 5.5 tab 5.2 outline and then in detail at the beginning of the project.”
15 C P2-7_PRCT_3.1.1 C. Correct. The business case should include the expected However, this does not explain why it is appropriate on a
benefits "benefits expressed in measurable terms against simple project to combine the project brief and the business
the situation as it exists prior to the project." The 20% case. Ref 5.3.1
increase in prosecutions is a benefit. Ref 5.5 tab 5.2
A, B, D, E Incorrect. Ref 5.5 tab 5.2

234 PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. 235
 Q A Syllabus Ref Rationale Q A Syllabus Ref Rationale
19 D P2-7_PRCT_3.2.1 D. Correct. The commercial management approach should 23 B P2-7_PRCT_3.2.2 A. Incorrect. It is true that, according to the scenario, “the
include "Responsibilities: defines the responsibilities for project management maturity of NowByou is very low” and the
market engagement, procurement, and contract Contracted Project Manager is employed to "advise the project
management activities." Here, the Head of Publicity and team how to use a variety of media." However, this does not
Social Media will be responsible for working with explain why the project manager role should be combined
procurement to agree the contract with CharityM. Ref 6.5 with the team manager role. This is because “Depending on …
A, B, C, E Incorrect. Ref 6.5 the skill and capacity of the project manager … [they] … may
20 C P2-7_PRCT_3.2.1 C. Correct. The commercial management approach should also perform the team manager and project support roles.” Ref
include "Resources: for market engagement, procurement, 6.2.4.5
and contract management activities." Here, the B. Correct. According to the scenario the Contract Project
procurement team are providing two people (resources) to Manager has a "track record of successful delivery in the
agree contract terms with CharityM. Ref 6.5 not-for-profit sector" and they also have an understanding
A, B, D, E Incorrect. Ref 6.5 of the media required. According to the 'organizing'
21 B P2-7_PRCT_3.2.1 B. Correct. The commercial management approach should practice, “depending on the… skill and capacity of the
include "Delivery model: description of delivery model for project manager, the project manager may also perform
the project work (for example, elements of the work the team manager and project support roles.” The Director
breakdown structure to be delivered by external of Campaigns has also employed them full-time to give
suppliers)." Here it is a thin client structure with the work them the capacity to complete this role. Ref 6.2.4.5
being performed by an external marketing agency. C. Incorrect. It is true that the project manager is “responsible
"Delivery models can range from thin client models where for day-to-day management of a project.” However,
most of the project work is undertaken by suppliers to “Depending on… the skill and capacity of the project manager
thick client models where most of the work is undertaken … [they] … may perform the team manager and project
by the business. In thin client models, not only is the work support roles.” Ref 6.2.4.5
to develop the project’s products fulfilled by external D. Incorrect. It is true that “the responsibility of the project
suppliers, but also much of the work to manage the manager as a single focus means the role should not be
project is fulfilled by external suppliers too." Ref 6.5, shared.” However, here the suggestion is to combine the
Appendix 2

Appendix 2
6.3.2.1 project manager role with the team manager role, not share it
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Resources
A, C, D, E Incorrect. Ref 6.5, 6.3.2.1 with other team managers. Ref 6.2.4.5
22 D P2-7_PRCT_3.2.2 A. Incorrect. It is true that “the project executive is appointed 24 C P2-7_PRCT_3.3.1.b C. Correct. The senior user should "ensure that project
by the business”. However, "the role cannot be combined with plans and stage plans remain consistent with the user
the project manager role.” Ref 6.2.4.1 perspective." This should include checking that there is
B. Incorrect. Although it is true that “There cannot be more enough time allowed in the plan for User Group input. Ref
than one project executive role …”, it is also true that “… the 7.6 tab 7.1
role cannot be combined with the project manager role.” Ref A, B, D, E, F Incorrect. Ref tab 7.1
6.2.41 25 A P2-7_PRCT_3.3.1.b A. Correct. The business layer should "provide the
C. Incorrect. “Depending on the scale and complexity of the planning standards required by the business." This should
project and the skill and capacity of the project manager, the include providing any existing planning standards based
project manager may also perform the team manager and on previous projects as the project management maturity
project support roles.” Ref 6.2.4.5 of the organization is very low. Ref 7.6 tab 7.1
D. Correct. "The project executive is appointed by the B, C, D, E, F Incorrect. Ref 7.6 tab 7.1
business as the single point of accountability for the 26 F P2-7_PRCT_3.3.1.b F. Correct. The team manager should "prepare schedules
project." In addition, "there cannot be more than one for each work package." Ref 7.6 tab 7.1
project executive role, and the role cannot be combined A, B, C, D, E Incorrect. Ref 7.6 tab 7.1
with the project manager role." Ref 6.2.4.1

236 PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. 237
 Q A Syllabus Ref Rationale Q A Syllabus Ref Rationale
27 C P2-7_PRCT_3.3.1.b A. Incorrect. The business should "set project tolerances and 29 A P2-7_PRCT_3.3.2 A. Correct. When 'writing product descriptions' as part of
document them in the project mandate or confirm them to the the 'defining and analysing products' step of the PRINCE2
project board for inclusion in the project brief." Ref 7.6 tab 7.1 technique for planning, "the project manager elicits the
B. Incorrect. The project executive should "define tolerances user’s requirements for these products and documents
for each stage and approve stage plans." Ref 7.6 tab 7.1 them in one of more product descriptions. The project
C. Correct. The project manager should "Decide how stages manager also consults with subject matter experts to
and delivery steps are to be applied; Instruct corrective determine requirements related to how these products
action when work-package-level tolerances are forecast to are procured, developed, tested, used, and supported
be exceeded." The issue in the TV campaign work package after acceptance. The aim of this more detailed step is to
can be resolved by the project manager within stage confirm that the requirements for the major products
tolerances. This also means that it is resolved with project have been described in sufficient detailed to enable
tolerances as all the project time tolerance has been realistic scheduling and estimation." Ref 7.3.2.3
allocated to stage 3. Ref 7.6 tab 7.1 B. Incorrect. It is true that when 'writing the project product
D. Incorrect. Project assurance should "review the stage and description', "In the process of starting up a project, the major
review project progress against agreed tolerances." Ref 7.6 tab products or outcomes, along with key quality requirements,
7.1 are documented in the project product description." However,
28 B P2-7_PRCT_3.3.2 A. Incorrect. It is true that "the project plan should identify... the Campaign against Discrimination Project is being delivered
the proposed work packages into which the product delivery in a linear-sequential way. Therefore, the product description
activities will be organized. These work packages typically "should be sufficiently detailed to enable costs and time to be
represent the top level of the project’s work breakdown estimated at an appropriate level of confidence." Ref 7.3.1.1
structure." However, this does not explain why more detailed C. Incorrect. Although the project product description provides
estimates of time and cost should be produced to ensure “a description of the project’s major products or outcomes” it is
alignment with the business case targets. Ref 7.2.2.1 also true that writing product descriptions should “confirm
B. Correct. When the 'plans' practice applies the 'ensue that the requirements for the major products have been
continued business justification' principle, this is achieved described in sufficient detail to enable realistic scheduling and
by "aligning the plan’s performance targets to the estimation.” Ref 7.3.1.1
Appendix 2

Appendix 2
business case objectives and providing estimates upon D. Incorrect. “In the process of initiating a project, the required
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Resources
which the project board can confirm whether the project products are described in more detail. The project manager
is viable." Ref 7.7 tab 7.2 elicits the user’s requirements… and documents them in one
C. Incorrect. It is true that “the project plan is created during of more product descriptions.” However, when producing the
the process of initiating a project.” However, according to the stage 2 plan, the options analysis product description should
scenario, stage 1 does encompass the 'initiating the project' be reviewed and possibly updated to include more detail. "In a
process; the business case and project initiation linear-sequential project, the product descriptions should be
documentation are created. Ref 7.2.2.1, Ref 15.3 tab 15.1 sufficiently detailed to enable costs and time to be estimated
D. Incorrect. Although “all projects must have a business at an appropriate level of confidence." Ref 7.3.1.1, Ref 15.3 tab
justification, usually documented in a business case” this does 15.1
not explain why the project plan should be created in the 30 D P2-7_PRCT_3.4.1 D. Correct. The quality register should include "Quality
'initiating a project' process. This is because the project plan method: The quality method involved in the activity.
should provide the “… estimates upon which the project board Dates: Planned and actual dates of the activity.
can confirm whether the project is viable.” Ref 5.1, Ref 7.7 tab Responsibilities The individuals or functions involved and
7.1 their respective roles and responsibilities. Result: Whether
the product passed or failed. Indication of the response in
the event the product fails." Here, review is the quality
method, the Director of Campaigns is the approver and
result is approved. Ref 8.5
A, B, C, E Incorrect. Ref 8.5
31 A P2-7_PRCT_3.4.1 A. Correct. The product description for the leaflets should
include "Quality specifications the functional and non-
functional requirements for the product along with their
associated measures." Here, the quality specification is
the need for 100% accuracy of the information. Ref 8.5
B, C, D, E Incorrect. Ref 8.5

238 PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. 239
 Q A Syllabus Ref Rationale Q A Syllabus Ref Rationale
32 E P2-7_PRCT_3.4.1 E. Correct. The quality management approach should 34 D P2-7_PRCT_3.4.2 A. Incorrect. “Quality assurance may be performed at the
include "Standards any standards which apply to quality programme or business level, for example, by an element of
management, including the composition and format of the the business’ quality management system. It focuses on
quality register and other quality records." Here the need ensuring that the project’s quality control measures are
to comply with copyright and data protection legislation is appropriate to assess the project’s products against their
a standard for all published materials, not just the leaflet. quality specifications.” Ref 8.2.3
Ref 8.5 B. Incorrect. Although “project assurance is the responsibility
A, B, C, D Incorrect. Ref 8.5 of the project board”, it is quality assurance that makes sure “…
33 D P2-7_PRCT_3.4.2 A. Incorrect. It is true that "The product-based quality that the project’s quality control measures are appropriate to
management approach ensures clear traceability of quality assess the project’s products against their quality
specifications and quality controls to the required products, specifications.” In addition,” It is important not to confuse
thereby avoiding conflicts over unmet user quality quality assurance with project assurance. Quality assurance is
expectations." However, this does not explain why the business or programme function managed outside the project
statement describes a benefit, not a user quality expectation. management team.” Ref 8.2.3
Ref 8.1.2, 8.2.1.1 C. Incorrect. “Project assurance is the responsibility of the
B. Incorrect. It is true that the purpose of the ‘quality’ practice project board and is used to confirm if the project is being
is to "document the user’s requirements of the project conducted correctly. Project assurance is independent of the
products and to establish the means by which they will be project manager but not the project." Therefore, the project
met”, "improved brand recognition" is an outcome, for manager, team managers and project support are unable to
example, “The result of change” and increased donations and perform this role. Ref 8.2.3
financial aid are benefits. Ref 8.1, 5.1, 8.2.1.1 D. Correct. Quality assurance is defined as "a planned and
C. Incorrect. It is true that according to the scenario NowByou systematic activity that provides confidence that products
is seeking to "reinforce their own brand recognition" through will meet their defined quality specifications when tested
the campaign. However, this is an outcome of the campaign under quality control. Quality assurance is typically a
and increased donations and financial aid are benefits, not function managed independently from the project team."
user quality expectation. "A user quality expectation is defined In addition, “quality assurance may be performed at the
Appendix 2

Appendix 2
as "a statement about the quality expected from the project programme or business level, for example, by an element
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product, captured in the project product description." of the business’ quality management system.” And
However, according to the 'business case' practice, "projects “Quality assurance is business or programme function
deliver outputs in the form of products the use of which managed outside the project management team.”
facilitate changes in an organization." These changes create Therefore, the assessment of the quality control measures
capabilities that lead to outcomes." Therefore, this statement should be managed independently from the project
does not describe the project product but the result of its use management team. Ref 8.2.3
and the associated benefits. Ref 8.1.1, 5.1, 8.2.1.1 35 E P2-7_PRCT_3.5.1.a E. Correct. This statement is describing an action to be
D. Correct. According to the scenario NowByou is seeking taken by a specific person. This is the risk action owner.
to "reinforce their own brand recognition" through the Ref 9.5
campaign. However, this is an outcome of the campaign A, B, C, D Incorrect. Ref 9.5
and increased donations and financial aid are benefits, not 36 D P2-7_PRCT_3.5.1.a D. Correct. This is describing a response to be taken to
user quality exception. A user quality expectation is address the issue. This is a risk response. Ref 9.5
defined as "a statement about the quality expected from A, B, C, E Incorrect. Ref 9.5
the project product, captured in the project product 37 B P2-7_PRCT_3.5.1.a B. Correct. This statement is describing the impact that is
description." However, according to the 'business case' likely to occur if we do not address the risk. Ref 9.5
practice, a benefit is "The measurable improvement A, C, D, E Incorrect Ref 9.5
resulting from an outcome that is perceived as an
advantage by the investing organization and contributes
towards one or more business objectives." This statement
does not describe the project product but the result of its
use and its associated benefits. Ref 8.2.1.1, 8.1.1, 5.1.

240 PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. 241
 Q A Syllabus Ref Rationale Q A Syllabus Ref Rationale
38 A P2-7_PRCT_3.5.2 A. Correct. The risk register should include: "Risk 41 D P2-7_PRCT_3.6.1 D. Correct. Project support should "Administer the change
description summary of the cause, event and effect." The control and issue procedures by: maintaining the issue
cause is the current low level of brand recognition; the register." Here the request for the workshop is a new issue
event is that donors may recognize the work that that has been recorded in the issue register. Ref 10.6 tab
NowByou does; the effect is increasing donations. Ref 10.2
9.2.1, 9.5 A, B, C, D Incorrect. Ref 10.6 tab 10.2
B. Incorrect. It is true that "Risk exposure: The degree to which 42 A P2-7_PRCT_3.6.1 A. Correct. The project manager should "Manage the issue
a particular objective is ‘at risk’. Risk exposure is a neutral and change control procedures, assisted by project
concept as exposure can be positive or negative." However, support where possible." Here, the project manager is
risk exposure for an individual risk should not be recorded in assessing the positive impact that implementing this
the risk register. Ref 9.2, 9.5 change could have. Ref 10.6 tab 10.2
C. Incorrect. "Risks can have a negative or positive impact on B, C, D, E Incorrect. Ref 10.6 tab 10.2
objectives if they occur. PRINCE2 uses the terms 'threat' for 43 C P2-7_PRCT_3.6.2 A. Incorrect. This is a relevant event that requires a response
uncertain events that would have a negative impact on from the commissioning party within NowByou, not the
objectives, and 'opportunity' for uncertain events that would project; the project is the commissioning party’s response. A
have a positive impact on objectives." Therefore, both threats project issue is “An event relevant to the project that requires
and opportunities should be recorded in the risk register. Ref project management consideration.” This is an event relevant
9.1, 9.2.1, 9.5 to NowByou, not the project. Also, this is not a request to
D. Incorrect. It is true that, according to the scenario, change the project baseline. Ref 10.1
increasing donations will not occur during the project to B. Incorrect. Although the project is a response to this issue
deliver the multi-channel campaign. However, it is caused by from the commissioning party within NowByou, a project issue
the project; "will effect the achievement of objectives” and is is “An event relevant to the project that requires project
therefore a relevant risk. Ref 9.1, 9.2.1, 9.5 management consideration.” This is an event relevant to
39 C P2-7_PRCT_3.5.2 A. Incorrect. The response does not make the "uncertain NowByou, not the project. Also, this is not a request to change
situation certain by removing the risk.” It may not be possible the project baseline. Ref 10.1
to identify suitable brand specialists and these specialists may C. Correct. A project issue is “An event relevant to the
Appendix 2

Appendix 2
not increase brand awareness and associated donations. Ref project that requires project management consideration.”
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9.2.3.1 tab 9.1 And a request for change is "A proposal for a change to a
B. Incorrect. “If a threat is reduced rather than removed, the baseline." However, this is an event relevant to NowByou,
largest realistic likelihood or size of impact of the risk that not the project and is not a proposed change to the
remains is called the ‘residual’ risk.” In this case, the risk is an Campaign against Discrimination Project. Ref 10.1, 10.2.3
opportunity, and this is an ‘enhance’ response as a residual D. Incorrect. This is a relevant event that requires a response
risk remains. Ref 9.2.3.1 from the commissioning party within NowByou, not the
C. Correct. This is an ‘enhance’ response because this project. A project issue is “An event relevant to the project that
option "chooses to take definite action now, to change the requires project management consideration.” Ref 10.1
probability and impact of the risk.” Here the use of an
external brand specialist increases the likelihood of the
risk occurring. It is not and ‘exploit’ response which would
make the "uncertain situation certain by removing the
risk.” In this case, to exploit the opportunity would mean
that the increase in donations is a certainty, which it is
not. Ref 9.2.3.1 tab 9.1
D. Incorrect. It is true that, according to the scenario,
increasing donations will not occur during the project to
deliver the multi-channel campaign. However, it is caused by
the project; "will affect the achievement of objectives” and is
therefore a relevant risk. However, this does not explain why it
should be recorded as an ‘enhance’ response, rather than
exploit. Ref 9.1
40 E P2-7_PRCT_3.6.1 E. Correct. The team manager should "implement
corrective actions". Here the corrective action is to set up
the workshops. Ref 10.6 tab 10.2
A, B, C, D Incorrect. Ref 10.6 tab 10.2

242 PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. 243
 Q A Syllabus Ref Rationale Q A Syllabus Ref Rationale
44 B P2-7_PRCT_3.6.2 A. Incorrect. It is true that, "assessment of issues and the 48 C P2-7_PRCT_3.7.2 A. Incorrect. Event-driven controls are “A control that occurs
development of ways to resolve them is best approached in a when a specific event occurs.” However, this does not explain
cooperative manner, by soliciting inputs and ideas from a why time-driven controls are needed for stage 3. Ref 11.2.2
variety of project team members and stakeholders. This is B. Incorrect. It is true that the project board should authorize
particularly true when the issue has impacts and response stage 3 at the end of stage 2. As part of the 'directing a project'
options outside the scope of the project itself." Therefore, it is process, "it is important that a stage starts only when the
appropriate for the project manager to consult with the project board says it should. The project board authorizes a
Director of Campaigns. However, this does not explain why the stage by reviewing the performance of the current stage and
issue should be referred to the business for a decision. Ref approving the stage plan for the next stage." Ref 14.4.4
10.3.1.2 C. Correct. "Time-driven control: A management control
B. Correct. “The project board has overall control at a that occurs at predefined periodic intervals. For example,
project level.” However, as part of 'recommending this could be producing highlight reports for the project
resolution,' “based on the assessment, a recommendation board.” In addition, "monitoring and reporting require a
is made to the appropriate person or group who has the time-based approach whereas control (decision-making) is
required authority. Whether the recommendation is to an event-based activity." Therefore, both time- and event-
approve or reject a request for change, the consequences based controls are required during a stage. And as the
of both choices should be made clear." Here there are project manager is less experienced, more frequent
implications not just for this project, but for NowByou as a reporting may even be appropriate. "The frequency of
whole. Therefore, the decision needs to be taken by the reporting should reflect the level of control required, and
NowByou senior team. Ref10.3.1.3, 11.2.1 this is likely to vary during the project. For example, if the
C. Incorrect. While a risk is “An uncertain event or set of events team is highly experienced, then less frequent reporting
that, should they occur, will effect the achievement of may be appropriate. Whereas for an inexperienced team
objectives.” This is an issue, for example, the offer of money the project manager or project board may wish to increase
and its consequences is “An event relevant to the project that the frequency of reporting." Ref 11.2.2, 11.2.4
requires project management consideration.“ Ref 9.1, 10.1 D. Incorrect. Event-driven controls: “A control that occurs when
D. Incorrect. It is true that, according to the scenario, the a specific event occurs. For example this could be the end of a
Appendix 2

Appendix 2
project management maturity of the organization is very low. stage, the completion of the project initiation documentation,
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However, this does not explain why the matter should or or the creation of an exception report.“ However, this does not
should not be escalated as suggested. “Based on the explain why the project manager should report progress via
assessment, a recommendation is made to the appropriate highlight reports to the project board throughout the stage.
person or group who has the required authority.” In this case, Ref 11.2.2
senior management, via the project board. Ref 10.3.1.3 49 A P2-7_PRCT_3.7.2 A. Correct. "The daily log can also be used to record
45 E P2-7_PRCT_3.7.1 E. Correct. The end project report should include "Product informal issues... The difference between a formal issue
review: a review of products, off-specifications, project and an informal issue is that a formal issue will be
product handover, and lessons." Here, this is both a review captured in the issue register as an open forum... An
of the implementation of the chosen option and a lesson informal issue is one which... requires handling in a
at the end of stage 3, the final stage. Ref 11.5 suitable manner where open access would be
A. B, C, D Incorrect. Ref 11.5 inappropriate." Ref 11.3.4
46 A P2-7_PRCT_3.7.1 A. Correct. An exception report should include B. Incorrect. It is true that “… the project team actively seeks,
"Consequences of the exception what the implications are records, and incorporates relevant lessons throughout the life
if the deviation is not addressed for the project and the of the project.” However, “an informal issue is one which ...
business." In addition, it should include "Recommendation requires handling in a suitable manner where open access
of the available options, which is recommended, and would be inappropriate." Ref 11.2.3
why?" Ref 11.5 C. Incorrect. This is an informal issue, not a formal issue, due
B, C, D, E Incorrect. Ref 11.5 to its sensitive nature “… requires handling in a suitable
47 D P2-7_PRCT_3.7.1 D. Correct. A check point report should include "Issues and manner where open access would be inappropriate” and “the
risks an update on issues and risks associated with the daily log can… be used to record informal issues and any other
work package." Here, this is an update about a risk notes or observations.” Ref 11.2.3
relating to the affordability of one of the options. Ref 11.5 D. Incorrect. It is true that an issue report should be produced
A. B, C, E Incorrect. Ref 11.5 for some issues "to enable a request for change, off-
specification, business opportunity or a problem/concern to be
formally reviewed and responded to. To enable a request for
change, off-specification, business opportunity or a problem or
concern to be formally reviewed and responded to." However,
this is an informal issue that should be recorded in the daily
log. Ref 11.2, 11.2.4

244 PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. 245
 Q A Syllabus Ref Rationale Q A Syllabus Ref Rationale
50 A P2-7_PRCT_4.1.1 A. Correct. As part of the 'assess previous lessons' activity 53 C P2-7_PRCT_4.2.1.c A. Incorrect. The ‘risk’ practice is applied by the 'directing a
the project manager should consult "with individuals or project' process by "approv[ing] the risk management
teams with experience of similar projects." Therefore, the approach." Ref 14.7 tab 14.3
project manager should consult with the Fund-Raising B. Incorrect. The ‘progress’ practice is applied by the 'directing
Administrator during this activity. Ref 13.4.2 a project' process by "Assur[ing] fair progress reporting by
B. Incorrect. As part of the 'prepare the outline business case' validating highlight reports and end stage reports; Approv[ing]
activity "Given the information available, the outline business exception report." Ref 14.7 tab 14.3
case is likely to be only a high-level view at this time. It C. Correct. The ‘business case’ practice is applied by the
provides an agreed foundation for a more detailed business 'directing a project' process by "approv[ing] the benefits
case developed in the process of initiating a project." Ref 13.4.3 management approach. In the 'authorize project closure'
C. Incorrect. As part of the 'select the project approach' activity activity, the project board should "Ensure that post-
"Before any planning of the project can be done, questions project benefits reviews defined by the updated benefits
must be raised regarding how the work of the project is going management approach cover the performance of the
to be approached: Will the solution be developed in-house or project product in operational use in order to identify
contracted to third parties?" Ref 13.4.5 whether there have been any side-effects (beneficial or
D. Incorrect. As part of the 'plan the initiation stage' activity adverse)." Ref 14.7 tab 14.3, 14.4.5
"Initiating a project takes time and consumes resources. The D. Incorrect. The ‘quality’ practice is applied by the 'directing a
work should be planned and approved to ensure that initiation project' process by "Approv[ing] the project product
is not aimless and unstructured." Ref 13.4.7 description; Approv[ing] the quality management approach."
51 B P2-7_PRCT_4.1.1 A. Incorrect. The 'plans' practice is applied by the 'starting up a Ref 14.7 tab 14.3
project' process by "Defin[ing] the project approach; 54 D P2-7_PRCT_4.2.1.a A. Incorrect. As part of the 'authorize initiation' activity "the
Develop[ing] the project product description." Ref tab 13.3 project board... ensures that such investment is worthwhile."
B. Correct. The 'progress' practice is applied by the Ref 14.4.1
'starting up a project' process by "Set[ting]-up the daily B. Incorrect. "The objective of authorizing the project is to
log; Gather[ing] lessons from previous projects to improve decide whether to proceed with the rest of the project. The
this project." Ref tab 13.3 project board has to confirm that: an adequate and suitable
Appendix 2

Appendix 2
C. Incorrect. The 'risk' practice is applied by the 'starting up a business case exists and that it shows a viable project." Ref
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project' process by "Identify[ing] an initial set of key risks." Ref 14.4.2
tab 13.3 C. Incorrect. As part of the 'authorize a stage or exception plan'
D. Incorrect. The 'quality' practice is applied by the 'starting up activity "The project board authorizes a stage by reviewing the
a project' process by "Understand[ing] the quality expectations performance of the current stage and approving the stage plan
and requirements." Ref tab 13.3 for the next stage. Approval of stage plans occurs at the end of
52 D P2-7_PRCT_4.1.2 A. Incorrect. The request project initiation activity needs to every stage except the last one." Ref 14.4.4
include the "project approach, the project management team D. Correct. As part of the 'authorize project closure'
appointments, and initiation stage activities and controls" not activity, the project board should "Ensure that post-
just the formal justification information. Ref 13.4.8 project benefits reviews defined by the updated benefits
B. Incorrect. The request project initiation activity needs to management approach cover the performance of the
"formally request authority from the project board to initiate project product in operational use in order to identify
the project to secure the people and resources required." The whether there have been any side-effects (beneficial or
‘starting up a project’ process requires an initiation stage plan adverse)." This should include whether awareness of
so this is not a correct approach. Ref 13.4.8 discrimination has increased and whether there has been
C. Incorrect. The initial project manager does not have to be in an unexpected reduction in arrests. In addition, the
place to request project initiation, however the ‘starting up a project is at the end of stage 3, after the implementation
project’ process is not completed until the initiation stage plan of the chosen option, and the project is therefore being
is completed. Ref 13.4.8 closed. Ref 14.4.5
D. Correct. Although "the project manager will usually
explain the options selected verbally to the project board,
why the project makes sense and is valuable to start the
initiation stage" the ‘starting up a project’ process has not
been completed correctly. Ref 13.4.8

246 PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. 247
 Q A Syllabus Ref Rationale Q A Syllabus Ref Rationale
55 D P2-7_PRCT_4.2.2 A. Incorrect. “If an exception has occurred during the stage, the 57 A P2-7_PRCT_4.3.1.c A. Correct. The ‘plans’ practice is applied by the 'initiating
project board may request that the project manager produces a project' process by "Develop[ing] the product breakdown
an exception plan for project board approval. Only exceptions structure, work break down structure and product flow
to stage plans or project plans need to be escalated for diagram." Ref 15.7 tab 15.3
approval... Work package level exceptions are managed by the B. Incorrect. The ‘issues’ practice is applied by the 'initiating a
project manager using the process of controlling a stage.” project' process by "Develop[ing] issue management approach;
Therefore, the project manager should not have used an Set[ting] up the issue register". Ref 15.7 tab 15.3
exception report to request ongoing direction. Ref 14.4.3 C. Incorrect. The ‘organizing’ practice is applied by the
B. Incorrect. It is true that the ‘give ongoing direction’ activity 'initiating a project' process by "Updat[ing] project
including "responding to requests (for example, when options management team structure." Ref 15.7 tab 15.3
need clarifying or where areas of conflict need resolving)." D. Incorrect. The ‘business case’ practice is applied by the
However, this does not explain why the project manager 'initiating a project' process by "The outline business case in
should not have used an exception report to request ongoing the project brief is developed further into a full business case
direction. Ref 14.4.3 ready for approval by the project board based on a better
C. Incorrect. As part of the 'give ongoing direction' activity, understanding of the project and the proposed option." Ref
"ongoing direction may be given collectively or by individual 15.7 tab 15.3
project board members." Therefore, the project manager does 58 D P2-7_PRCT_4.3.2 A. Incorrect. In the ‘request project authorization’ activity, “the
not necessarily have to consult all project board members for project manager contacts the project board to request project
advice. Ref 14.4.3 authorization.” However, this does not address the need to
D. Correct. According to the 'give ongoing direction' ensure that benefits reviews, and controls reflect the need to
activity, 'if an exception has occurred during the stage, the align with the communication messages. Ref 15.4.7
project board may request that the project manager B. Incorrect. The ‘request project authorization’ activity should
produces an exception plan for project board approval. “formally request authority from the project board to deliver
Only exceptions to stage plans or project plans need to be the project to secure the people and resources required.”
escalated for approval." In addition, according to the However, this does not address the need to ensure that
'progress' practice, "if the issue can be resolved by the benefits reviews and controls reflect the need to align the
Appendix 2

Appendix 2
project manager within the stage tolerances, the communication messages. Ref 15.4.7
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Resources
resolution will not require an exception report." C. Incorrect. In the ‘assemble the project initiation
Therefore, the project manager should not produce an documentation’ activity “the version of the project initiation
exception report to request ongoing direction if the stage documentation created during the process of initiating a
remains within tolerance. Ref 14.4.3, 11.3.1 project and used to gain authorization for the project to
56 D P2-7_PRCT_4.3.1.a A. Incorrect. The 'agree the tailoring requirements' activity is proceed, must be baselined and should be placed under
where the "project manager may need to tailor the business’s change control.” However, this does not address the need to
standard project management approach in order to recognize ensure that benefits reviews and controls reflect the need to
internal and external factors that affect the way in which the align the communication messages. Ref 15.4.6
project is delivered. Any deviations must be documented and D. Correct. The ‘assemble the project initiation
agreed." Ref 15.4.1 documentation’ activity will “perform a cross-check of the
B. Incorrect. The 'agree the management approaches' activity information in the various elements to ensure that they
is where "The management approaches are derived from are compatible.” This should address the need to ensure
business strategies, standards or practices that the project that benefits reviews and controls reflect the need to align
needs to comply with, and the users’ quality and sustainability with the communication messages. Ref 15.4.6
expectations captured in the project product description. 59 A P2-7_PRCT_4.4.1 A. Correct. The project manager should be "responsible for
When the approaches have been defined, it is possible to set the 'report highlights' activity. In this activity "The project
up the project controls and create the project plan." Ref 15.4.2 manager must provide the project board with summary
C. Incorrect. The 'establish project controls' activity is where information about the status of the stage and project and
"The level of control required by the project board after distribute other information to stakeholders at a
initiation needs to be agreed and the mechanism for such frequency documented in the communication
controls needs to be established, as does the level of control management approach." Ref 16.6 tab 16.2, 16.4.8
required by the project manager of the work to be undertaken B. Incorrect. The team manager should be "consulted" in the
by team managers." Ref 15.4.3 'report highlights' activity. Ref 16.6 tab 16.2
D. Correct. As part of the ‘request project authorization’ C. Incorrect. Project support should be "consulted" in the
activity. “To finish the initiating a project stage, the 'report highlights' activity. Ref 16.6 tab 16.2
project manager contacts the project board to request D. Incorrect. Project assurance should be "consulted" in the
authorization.” The project manager may request a 'report highlights' activity. Ref 16.6 tab 16.2
meeting for this authorization as “This may be done either
with or without a formal meeting.” Ref 15.4.7, 14.4.1

248 PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. 249
 Q A Syllabus Ref Rationale Q A Syllabus Ref Rationale
60 D P2-7_PRCT_4.4.1 A. Incorrect. The business should not be involved in the 'take 62 A P2-7_PRCT_4.5.1 A. Correct. The 'accept a work package' activity is where
corrective action' activity. Ref 16.6 tab 16.2 "There should be agreement between the project manager
B. Incorrect. The project executive should be "accountable" for and the team manager as to what is to be delivered before
the 'take corrective action' activity. Ref 16.6 tab 16.2 a work package is allocated to a team. This should cover
C. Incorrect. Project assurance should not be involved in the the reporting requirements, what constraints apply, any
'take corrective action' activity. Ref 16.6 tab 16.2 procedures to be applied and whether the requirements of
D. Correct. Project support should be "informed" in the the work package are reasonable and can be achieved."
'take corrective action' activity. In the 'take corrective The team manager should "Agree to deliver the work
action' activity "the objective is to select and implement package." Here, agreement is being reached on the scope
actions that will resolve deviations from the plan. tolerance for the work package. Ref 17.4.1
Corrective action is triggered during evaluate stage status B. Incorrect. The 'execute a work package' activity is where "the
(section 16.4.4) and typically involves dealing with advice work has to be executed and monitored to the requirements
and guidance received from the project board, and with defined in the authorized work package." The team manager
issues raised by team managers." Here, a concession has should "Manage the development of the required products in
been granted to the marketing agency team manager. Ref accordance with the requirements defined in the work
16.6 tab 16.2, 16.4.6 package." Ref 17.4.2
61 B P2-7_PRCT_4.4.2 A. Incorrect. It is true that as part of the 'evaluate work C. Incorrect. The 'evaluate a work package' activity is where
package status' activity, the project manager should "update "the results of a completed work package should be reported
the stage plan for the current stage with actuals to date, back to the project manager so that progress is clearly visible
forecasts, and adjustments." However, this does not explain to the project management team." Ref 17.4.3
why the project manager should update the work package to D. Incorrect. The 'notify work package completion' activity is
allow the team manager to issue the checkpoint report a little where "just as the work package was accepted from the
later. Ref 16.4.2 project manager, notification of its completion must be
B. Correct. As part of the ‘evaluate work package status’ returned to the project manager." Ref 17.4.4
activity, the project manager should “have informal 63 D P2-7_PRCT_4.5.1 A. Incorrect. The ‘quality’ practice is applied by the 'managing
conversations with the team manager to maintain the product delivery' process by "Develop[ing] the specialized
Appendix 2

Appendix 2
relationship and understand any issues or risks they may products; Updat[ing] the quality register." Ref 17.7 tab 17.3
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have with their work package”, and "if necessary, update B. Incorrect. The ‘plans’ practice is applied by the 'managing
the project log." As a result, the project manager should product delivery' process by "Develop[ing] the team plan;
make a note in the project log to allow the later issue of Updat[ing] the product register." Ref 17.7 tab 17.3
the checkpoint report. Ref 16.4.2 C. Incorrect. The ‘issues’ practice is applied by the 'managing
C. Incorrect. It is true that as part of the ‘evaluate work package product delivery' process by "Apply[ing] the approach how to
status’ activity, the project manager should “collect and review handle issues within the work package; Updat[ing] issue
progress information from the checkpoint report for the work register." Ref 17.7 tab 17.3
package being executed”. However, if the project manager has D. Correct. The ‘progress’ practice is applied by the
informally reviewed progress and understood the issues, a 'managing product delivery' process by "Develop[ing]
slight delay of a report, noted in the project log, is an checkpoint report." Here, the team manager is reporting
appropriate application of the ‘evaluate work package status’ progress via a checkpoint report to the project manager as
activity. Ref 16.4.2 part of the 'execute a work package' activity: "Report the
D. Incorrect. It may be true that assistance could be provided status of the work package to the project manager." Ref
by project support in producing the checkpoint report. 17.7 tab 17.3, 17.4.3
However, it is the team manager that is "responsible for
producing checkpoint reports" as part of the 'execute a work
package' activity. And this does not explain why the project
manager should allow the later issue of the checkpoint report.
Ref 17.6

250 PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. 251
 Q A Syllabus Ref Rationale Q A Syllabus Ref Rationale
64 D P2-7_PRCT_4.5.2 A. Incorrect. The ‘execute a work package’ activity should 66 B P2-7_PRCT_4.7.1.b A. Incorrect. The business is not involved in the 'evaluate the
“manage the development of the required products in project' activity. Ref 19.6 tab 19.2
accordance with the requirements defined in the work B. Correct. The project executive should be "accountable
package.” However, this action is not correctly applying the for the 'evaluate the project' activity. In this activity, "it
‘execute a work package’ activity. The team manager should may also be possible to improve the estimation for future
use the ‘execute a work package’ activity, to “take any action projects by analysing the estimates and actual progress
required by the project manager”, not directly from the project metrics for this project." Ref 19.6 tab 19.2, 19.4.4
board. Ref 17.4.2 C. Incorrect. The project manager should be "responsible" in
B. Incorrect. Although the project board should be responsible the 'evaluate the project' activity. Ref 19.6 tab 19.2
for ensuring that the products will achieve the project D Incorrect. Project assurance should be "consulted" in the
objectives, the project board is not involved in the ‘managing 'evaluate the project' activity. Ref 19.6 tab 19.2
product delivery’ process. "The process of directing a project 67 C P2-7_PRCT_4.6.2 A. Incorrect. “Exception plans are requested by the project
provides a mechanism for the project board to meet its board in response to an exception report.” However, this
responsibility for ensuring there is continued business situation is a change to the benefits which would require an
justification without being overburdened by hands on project update to the benefits management plan using the ‘update the
management activity." Ref 17, 14.3 business case’ activity. Ref 18.4.4, 18.4.2
C. Incorrect. The team manager should “report the status of B. Incorrect. In the ‘prepare exception plan’ activity, the actions
the work package to the project manager.“ However, this does are “to update the project log to record the project board’s
not explain why this action is not correctly applying the request for an exception plan and review and (if required)
‘execute a work package’ activity. The team manager should update the project initiation documentation.” However, this
use the ‘execute a work package’ activity to “take any action situation is a change to the benefits which would require an
required by the project manager”, not directly from the project update to the benefits management plan using the ‘update
board. Ref 17.4.3, 17.4.2 business case’ activity. Ref 18.4.4, 18.4.2
D. Correct. This action is not correctly applying the C. Correct. “Projects do not take place in a static
‘execute a work package’ activity. The ‘execute a work environment. The environment external to the project
package’ activity should “notify the project manager of changes, as does the development of the project product.
Appendix 2

Appendix 2
any new issues, risks, or lessons and take any action The business case needs to reflect these changes and must
Resources

Resources
required by the project manager.” The project manager be reviewed and amended to keep it relevant to the
should use the ‘controlling a stage’ process to escalate project.” The ‘update the business case’ activity will
issues and risks to the project board and take corrective “update the benefits management approach with the
action. The team manager should use the ‘execute a work results from any benefits management actions
package’ activity in the ‘managing product delivery’ undertaken during the stage” and “revise the business
process, to “take any action required by the project case and, if necessary, the benefits management
manager.” Ref 16, 17.4.2 approach, ready for project board approval.” Ref 18.4.4
65 B P2-7_PRCT_4.7.1 A. Incorrect. The business should not be involved in the D. Incorrect. In the ‘update the business case’ activity the
'evaluate the project' activity. Ref 19.6 tab 19.2 project manager should “assess the project’s risks using the
B. Correct. The project executive should be "accountable" project log to ascertain the aggregated risk exposure for the
in the 'evaluate the project' activity. In this activity, project and identify the current key risks that affect the
"Successful organizations learn from experience with business case.” However, this situation is a change to the
projects. When evaluating the project, the objective is to benefits forecasts which would require an update to the
assess how successful or unsuccessful the project has benefits management plan using the ‘update the business
been. It may also be possible to improve the estimation for case’ activity. Ref 18.4.4
future projects by analysing the estimates and actual
progress metrics for this project. Recommended actions
for the project manager: Review the project’s original
intent as agreed in the initiation stage and defined by the
project initiation documentation and baselined at that
time. Review the approved changes as defined by the
current version of the components of the project initiation
documentation." Ref 19.6 tab 19.2, 19.4.4
C. Incorrect. The project manager should be "responsible" for
the 'evaluate the project' activity. Ref 19.6 tab 19.2
D. Incorrect. The senior supplier should be "consulted" for the
'evaluate the project' activity. Ref 19.6 tab 19.2

252 PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. 253
 Q A Syllabus Ref Rationale Q A Syllabus Ref Rationale
68 B P2-7_PRCT_4.6.1.c A. Incorrect. The ‘organizing’ practice is applied by the 69 B P2-7_PRCT_4.6.1 A. Incorrect. In the 'prepare exception plan' activity "if a stage
‘managing a stage boundary’ process by "Project team or the project is forecast to deviate beyond its agreed
performance, health and wellbeing are reviewed for input to tolerances, it no longer has the approval of the project board.
lessons learned and the end stage report." However, this Exception plans are requested by the project board in
should not focus on the work left to be completed. Ref 18.7 tab response to an exception report. Although an exception plan
18.3 will be produced prior to the planned stage boundary, its
B. Correct. The ‘progress’ practice is applied by the approval by the project board marks a stage boundary for the
'managing a stage boundary' process by "The end stage revised stage." Ref 18.4.4
report is created and issued." The project board has B. Correct. As part of the 'evaluate the stage' activity "the
requested an end stage report to support the exception results of a stage should be reported back to the project
plan. In the 'evaluate a stage' activity, "The results of a board so that progress is clearly visible to the project
stage should be reported back to the project board so that management team." And the project manager should
progress is clearly visible to the project management "prepare an end stage report for the current stage. In case
team. The project manager gives a view on the continuing of an exception plan only when this is required by the
ability of the project to meet the project plan and business project board." According to the 'progress' practice an end
case and assesses the overall risk situation. This activity stage report should be used "to give a summary of
should happen as close as possible to the actual end of a progress to date, the overall project situation, and
stage. Recommended actions for the project manager: sufficient information to ask for a project board decision
Prepare an end stage report for the current stage." Ref on what to do next with the project." Ref 18.4.5, 11.6
18.7 tab 18.3, 18.4.5 C. Incorrect. In the 'request next stage' activity the project
C. Incorrect. The ‘issues’ practice is applied by the 'managing a manager should "Brief the project board about the
stage boundary' process by "The issue register is reviewed to performance of the current stage, an overview of the next
close out current stage issues or follow-on actions, to add or stage, the people and resources required, and conform
update issues for the next stage, and to provide input to the readiness to proceed." However, the end stage report should
end stage report. The issue management approach is reviewed have been produced in the 'evaluate the stage' activity. Ref
and updated if required." Ref 18.7 tab 18.3 18.4.6
Appendix 2

Appendix 2
D. Incorrect. The ‘quality’ practice is applied by the 'managing a D. Incorrect. In the 'update the project plan' activity "the
Resources

Resources
stage boundary' process by "The quality register is checked to project plan is updated to include actual progress from the
confirm the required quality activities for the stage have been stage that is finishing, and to include forecast duration and
performed and to provide input to the end stage report." Ref costs from the exception plan or stage plan for the stage about
18.3 to begin." The end stage report should not be produced in this
activity. Ref 18.4.2

254 PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. PRINCE2® 7 Practitioner | Copyright© PeopleCert International Ltd. 255
 Q A Syllabus Ref Rationale
70 B P2-7_PRCT_4.7.2 A. Incorrect. It is true that the ‘confirm project acceptance’
activity is where “the project’s product(s) must be passed to an
operational and maintenance environment prior to the project
closure. This may happen as a single release at the end of the
project, or the project approach may include phased delivery
where products are delivered in several releases.” However,
this does not explain why the senior user should be involved in
checking the benefits management approach. Ref 19.4.3
B. Correct. “It is not a project activity to undertake
benefits reviews post-project, only to plan for such
benefits reviews to occur.” It is true that "the project
manager is responsible for the creation of all new
management products” in the ‘closing a project’ process,
“but may delegate work to others provided overall
responsibility is retained”. In addition, “the checking that
post-project benefits reviews are planned to take place
may be undertaken by the senior user in the ‘confirm
project acceptance’ activity”. Ref 19.4.3, 19.5.2
C. Incorrect. It is true that “The project manager is responsible
for the creation of all new management products” in the
‘closing a project’ process, “but may delegate work to others
provided overall responsibility is retained”. However, “checking
that post-project benefits reviews are planned to take place
may be undertaken by the senior user in the ‘confirm project
acceptance’ activity.” Ref 19.5.2
D. Incorrect. it is true that the ‘managing a stage boundary’
Appendix 2

Appendix 2
process will “revise the business case and, if necessary, the
Resources

Resources
benefits management approach, ready for project board
approval.” However, the project manager should also update
the benefits management approach during the ‘closing a
project’ process, if necessary. Ref 18.4.4

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