[Mar 19, 2023] Get New PRINCE2-Practitioner Practice Test Questions Answers

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How to book the PRINCE2-Practitioner Certified Exam

To take the PRINCE2 Practitioner examination you must provide proof of having passed one of the following:

• IPMA Level D® (Certified Project Management Associate)
• Project Professional Qualification (PPQ)
• Project Management Qualification (PMQ)
• IPMA Level A® (Certified Projects Director)
• PRINCE2 Foundation (or higher) - this only applies to certificates obtained after 1 January 2009
• Project Management Professional (PMP)
• IPMA Level B® (Certified Senior Project Manager)

 

NEW QUESTION 50
Scenario
A central government department, the Ministry of Food Hygiene (MFH), faces increasing pressure to cut costs, better manage suppliers' performance and reduce the confusion caused by inadequate internal controls, outdated standards and outdated technology. External consultants were employed to conduct a feasibility study to identify options to address the problems, and the likely costs and benefits. The following options were considered:
Do nothing.
Re-engineer selected business functions.
Outsource selected business functions.
The feasibility study concluded that there was a case for outsourcing the MFH Information Technology
Division and the Facilities Division (maintenance of buildings and grounds). The recommendations were:
One service provider should be contracted to provide the services currently provided by the
Information Technology Division and the Facilities Division.
A 10-year service contract should be agreed with the selected service provider.
The feasibility study developed high-level designs of the current organization, processes, systems and
operating models, plus an outline Business Case for the required project. The external consultants
also made the following recommendations for the management of the project:
Use PRINCE2.
Set up the project with 4 management stages:
Stage 1. Standard PRINCE2 initiation activities.
Stage 2. Create detailed designs (future organization, processes, systems and operating
models) and the service level agreement between MFH and the future service
provider.
Stage 3. Request and evaluate proposals, select service provider and agree contract.
Stage 4. Transfer equipment and staff, transfer responsibility for service provision and run
trial period.
Initial estimates indicated that the project would cost (GBP)2.5m and take two years to complete.
MFH senior management agreed that there was a case for outsourcing, and accepted the
recommendations as a basis for the project. There is an expected saving of (GBP)20m over 10 years.
The Outsourcing project has completed the Starting up a Project process and is now in the initiation stage. Because of the strategic importance of the project, the MFH Chief Executive Officer has taken the role of Executive. A PRINCE2-experienced Project Manager has been appointed from within MFH. Staff within the business functions being outsourced will work with the external consultants who conducted the feasibility study to define the detailed designs.
Which 2 statements should be recorded under the Expected dis-benefits heading?

• A. Staff morale will be negatively affected.
• B. The project will take two years to deliver.
• C. Staff may lose the opportunity to work in Information Technology.
• D. MFH will lose direct control over the outsourced business functions.
• E. An investment of (GBP)2.5m is required.

Answer: B,D

Explanation:
Reference: http://www.whatisprince2.net/prince2-theme-business-case.php

 

NEW QUESTION 51
Which 2 statements should be recorded under the Expected dis-benefits heading?

• A. Staff morale will be negatively affected.
• B. An investment of E2.5m is required.
• C. The project will take two years to deliver.
• D. Staff may lose the opportunity to work in Information Technology.
• E. MFH will lose direct control over the outsourced business functions.

Answer: C,E

Explanation:
Explanation/Reference: http://www.whatisprince2.net/prince2-theme-business-case.php Business Case Theme Question Set 3

 

NEW QUESTION 52
The project is at the start of stage 3, and there will be six teams working on product delivery. In order to
exercise control, the project manager has asked each team to submit a detailed team plan for approval. The
external team manager for the 'e-learning course' has agreed to submit a summary to the project manager, but
will submit the detailed team plan to the senior supplier to review and approve.
Is the team manager's response appropriate, and why?

• A. Yes, because team plans are mandatory on a project of this size and complexity.
• B. Yes, because a supplier may want to keep the details of the specialist work confidential.
• C. No, because the team plan must be submitted to project assurance to check it is viable.
• D. No, because the project manager needs detailed plans to manage the work of several teams.

Answer: D

 

NEW QUESTION 53
The service level agreement looks like any other MFH document.

• A. Raise an issue (off-specification).
• B. No action required.
• C. Accept this error as a concession.
• D. Obtain agreement from the Director of Facilities Division to redesign the service level agreement within the remaining +2 days tolerance.

Answer: B

 

NEW QUESTION 54
Extract from the Project Product Description (with errors)

Column 1 is a list of objectives. For each objective in Column 1, select from Column 2 the quality activity that addresses it. Each selection from Column 2 can be used once, more than once or not at all. Drop down the right answer.

Answer:

Explanation:

Explanation

 

NEW QUESTION 55
Scenario
Additional Information
Product Description

Quality notes from the Daily Log
The Director of Information Technology Division (DIT) has been asked to ensure that any changes to the outsourced staff employment contracts adhere to employment law. The DIT will review future job descriptions of the transferred staff before the final contract is signed with the selected service provider.
The service level agreement between MFH and the selected service provider will specify the type and quality of service required. The selected service provider must follow the industry standards for providing outsourced services.
MFH has a quality management system which contains a document control procedure for all its documentation, however this does not include change management.
All project documents will be subject to a quality review. Nominated products will require a formal approval record signed-off by the quality review chair.
Extract from the draft Quality Management Strategy (may contain errors) Introduction
1. This document defines the approach to be taken to achieve the required quality levels during the project.
2. The Project Board will have overall responsibility for the Quality Management Strategy.
3. Project Assurance will provide assurance on the implementation of the Quality Management Strategy.
Quality management procedure - Quality standards
4. The selected service provider will operate to industry standards for providing outsourced services.
5. MFH document standards will be used.
Records
6. A Quality Register will be maintained to record the planned quality events and the actual results from the quality activities.
7. Configuration Item Records will be maintained for each product to describe its status, version and variant.
8. Approval records for products that require them will be stored in the quality database.
Roles and responsibilities
9. The DIT will check that the employment contracts for outsourced staff adhere to employment law.
10. Team Managers will provide details of quality checks that have been carried out.
11. Team Managers will ensure that the Quality Register is updated with the names of team members who are involved in the review process.
12. The Senior User will review the Product Descriptions of the products to be produced by the selected service provider to ensure that they can be achieved.
Which is a correctly defined acceptance criterion for the transferred staff?

• A. Retained staff should be of reasonable competence to maintain the SLA.
• B. All legal requirements are adhered to for the transfer of staff.
• C. Staff should be transferred as soon as possible.
• D. No staff are to be left behind.

Answer: B

 

NEW QUESTION 56
Scenario
Additional Information
Extract from the Communication Management Strategy.
The project information in the table below is true, but it may not be recorded under the correct heading or be in the correct document.

Using the Project Scenario, select the appropriate response to each of the following 5 questions which have been raised by the Project Board.
The project is now at the end of the initiation stage. Having decided that the Calendar project is a relatively simple project, the Project Manager combined the Starting Up a Project process and the Initiating a Project process. No Project Brief has been produced. Instead the Project Manager used the project mandate to produce a simple Project Initiation Documentation (PlO). The PlO includes the Business Case, a product checklist and several Product Descriptions, Including the Project Product Description. Short sections are also included for each of the strategies and the controls to be applied. The Project Manager has elected to use the Daily Log to record all risks, issues. lessons and quality - results.
After the initiation stage there will be two further stages during which a small number of Work Packages will be authorized. While these are being managed, the Project Manager will hold regular checkpoints, which will support the production of weekly Highlight Reports to the Project Board.
There is no Project Brief. How can there be a common understanding of the desired outcomes for the prepared calendar pack?

• A. The simple Project Initiation Documentation contains the Quality Management Strategy. This contains details of the acceptance criteria for this project.
• B. The Project Brief should have been produced and approved before the project progressed into the initiation stage.
• C. The simple Project Initiation Documentation contains the project definition.

Answer: C

 

NEW QUESTION 57
Scenario
A central government department, the Ministry of Food Hygiene (MFH), faces increasing pressure to cut costs, better manage suppliers' performance and reduce the confusion caused by inadequate internal controls, outdated standards and outdated technology. External consultants were employed to conduct a feasibility study to identify options to address the problems, and the likely costs and benefits. The following options were considered:
Do nothing.
Re-engineer selected business functions.
Outsource selected business functions.
The feasibility study concluded that there was a case for outsourcing the MFH Information Technology Division and the Facilities Division (maintenance of buildings and grounds). The recommendations were:
One service provider should be contracted to provide the services currently provided by the Information Technology Division and the Facilities Division.
A 10-year service contract should be agreed with the selected service provider.
The feasibility study developed high-level designs of the current organization, processes, systems and operating models, plus an outline Business Case for the required project. The external consultants also made the following recommendations for the management of the project:
Use PRINCE2.
Set up the project with 4 management stages:
Stage 1. Standard PRINCE2 initiation activities.
Stage 2. Create detailed designs (future organization, processes, systems and operating models) and the service level agreement between MFH and the future service provider.
Stage 3. Request and evaluate proposals, select service provider and agree contract.
Stage 4. Transfer equipment and staff, transfer responsibility for service provision and run trial period.
Initial estimates indicated that the project would cost £2.5m and take two years to complete.
MFH senior management agreed that there was a case for outsourcing, and accepted the recommendations as a basis for the project. There is an expected saving of £20m over 10 years.
The Outsourcing project has completed the Starting up a Project process and is now in the initiation stage.
Because of the strategic importance of the project, the MFH Chief Executive Officer has taken the role of Executive. A PRINCE2-experienced Project Manager has been appointed from within MFH. Staff within the business functions being outsourced will work with the external consultants who conducted the feasibility study to define the detailed designs.
Which 2 statements should be recorded under the Expected benefits heading?

• A. The 10-year outsourcing contract, at current prices, will be worth £80m.
• B. Outsourcing would allow MFH to take advantage of the best services the outsourcing industry has to offer.
• C. The confirmed cost of the Outsourcing project is £2.5m, but with considerable savings over 10 years.
• D. The total expected savings over 10 years, at current prices, is £20m.
• E. The 10-year outsourcing contract will enable MFH to stabilize costs at agreed levels.

Answer: D,E

 

NEW QUESTION 58
Scenario:
The Ministry of Food Hygiene (MFH) has a quality management system which contains a document control process to manage all documentation requirements. The document control process was created by the MFH Quality Manager, who now maintains all of MFH's documents and performs an organization-wide configuration management role. The MFH Quality Manager will administer the configuration management procedure for the Restructuring project since this must comply with the MFH document control process.
What products will be impacted by this change?

• A. No products would need to be changed but some will need to be removed from the project.
• B. All of the project's products created so far.
• C. All of the project's products which relate to or include services provided by the Facilities Division.
• D. Only those products created in the first three weeks of stage 3.

Answer: A

 

NEW QUESTION 59
The executive has set the following tolerances for stage 2:
Time (+/- 1 week)
Cost (+/- E20,000)
Scope (using MoSCoW prioritization technique)
Risk (based on the risk appetite defined in the risk management approach) These tolerances have been recorded in the stage plan. The project manager will report progress regularly via highlight reports to the project board and use exception reports to raise exceptions. In addition, the project assurance role will monitor the stage to provide confidence to the project board that exceptions are being reported.
How well does this apply the 'manage by exception' principle, and why?

• A. It applies the principle poorly, because tolerances should be set for each stage against each of the six aspects of project performance.
• B. It applies the principle well, because the project manager needs to control the project using discrete management stages.
• C. It applies the principle well, because tolerances should be set for the related aspects of project performance for each stage.
• D. It applies the principle poorly, because it is the regular reporting of progress that should give the project board the required confidence.

Answer: A

 

NEW QUESTION 60
Which of the following is not part of the composition of a Plan?

• A. Pre-requites
• B. Product descriptions
• C. Assumptions
• D. Quality responsibilities

Answer: D

 

NEW QUESTION 61
Project Scenario - Health and Safety Training Project:
ABC Company is a well-established training company that uses a standard model to develop training materials and deliver courses to customers.
ABC Company has commissioned a project in response to recent changes in government legislation relating to health and safety on construction sites. The project will deliver "capability to provide health and safety training", including the materials needed for classroom-based training and e-learning. The expected benefits for construction companies include a reduction in lost days and legal costs due to accidents.
The e-learning course will be developed by a specialist external consultancy. The materials for classroom-based training will be delivered by ABC Company's development team. All course materials will be piloted before they are used. ABC Company will deliver training to its customers and also hopes to sell the course materials to other training companies as part of their operational business. ABC Company will use their own sales and marketing departments to promote the courses.
The legislation requires construction companies to comply with the new legislation within two years. The course materials and trainers have to be accredited by a government agency before courses can be delivered.
ABC Company is planning to deliver pilot courses within five months of starting the project.
The ABC Company standard development model for new courses recommends the following stages:

End of the Project scenario.
Additional Information:
The Chief Executive Officer (CEO) founded the company five years ago. Under her leadership, ABC Company has grown quickly into a successful training company. It delivers a range of accredited professional training.
The Finance Director is also a founder member of ABC Company and is responsible for authorizing budgets for the Operations and Development Teams. She authorizes all large contracts personally.
The Purchasing Manager reports to the Finance Director and is responsible for managing and monitoring supplier contracts.
The Operations Director is responsible for the delivery off all training and for the training development budget. His department organizes courses, venues and trainers. They work with the Product and the Sales teams to provide a comprehensive training schedule. ABC Company's IT manager reports to the Operations Director.
The Business Development Director has recently been appointed to identify new training needs and propose new products. She will work with the Operations. Director to ensure a cost-conscious approach and that appropriate development technologies are used for the health and safety course.
The Training Development Manager reports to the Business Development Director and is responsible for developing training materials and gaining accreditation, in accordance with the standard course development model. Course developers in his team have skills in a range of development technologies and are allocated to projects as needed.
The Training Delivery Manager, who reports to the Operations Director, is responsible for ensuring that internal and external trainers deliver ABC Company training courses to the required standard. He also checks course materials to ensure they are fit for purpose and of the required quality.
The Central Services Director has responsibility for corporate communications, facilities management and configuration management. He recently led a project to consolidate all company quality systems into one quality management system and set up a corporate quality department, now managed by the Corporate Quality Manager.
The Corporate Document Manager reports to the Central Services Director. She helped establish the company's document management system and now operates it across the business. She manages a team of administrators and contracts staff when workload is high.
The Sales Director joined ABC Company two months ago and is keen to establish himself by suggesting new markets for the courses and material. All account managers and the marketing team report to him. They promote existing training courses to other training companies and existing customers.
End of the additional information.
ABC Company uses a standard development model to develop courses and uses PRINCE2 to manage these projects. The objectives from the Health and Safety Training Project have been documented in the business plan of ABC Company. This business plan has triggered this project. As a result, to save time, the executive has decided to simplify the 'starting up a project' process. The project mandate will be adapted and becomes the project brief.
Is this appropriate, and why?

• A. Yes, because the business outcomes are clear, the project brief can be a sample statement elaborating the mandate.
• B. Yes, because the executive can initiate the project based on the project mandate by passing the 'starting up a project' process.
• C. No, because the project brief should be a statement which includes a fuller description of the project.
• D. No, because capturing lessons from previous projects identify lessons to be applied to this project.

Answer: C

 

NEW QUESTION 62
The project's change control approach states that PRINCE2's recommended issue and change control
procedure will be used. The senior user has requested that a new set of marketing materials and marketing
channels be introduced to support the launch of the training course. The senior user has suggested that this
should be managed informally.
Where should the project manager record the issue, and why?

• A. In the issue register, because issues should be recorded here first, before determining how to manage
  them.
• B. In the daily log, because a change to a product at the default level can be handled informally.
• C. In the issue register, because this is a request for change requiring a change to a baseline.
• D. In the daily log, because the senior user has advised that this change should be informally.

Answer: A

 

NEW QUESTION 63
Scenario
Additional Information
During the initiation stage the Project Manager met with the Marketing Director to find out more about the requirements of the promotional calendar and recorded the following notes:
There has been a reduction in the order numbers at the MNO Manufacturing due in part to the increased marketing activities of its competitors. 10% of customers have not re-ordered in this financial year and staff morale is poor. A number of skilled staff have left as a result and replacement staff have not been recruited due to the reduced operation. If the project is successful, a recruitment campaign will be required to fill the existing staff vacancies and there may be a requirement for additional staff. Operational costs are likely to increase because skilled staff are expensive and difficult to find.
In financial terms, there were a total of 1,500 orders in the last financial year, each with an average profit of (GBP)2k. The Marketing department believes that sending a promotional calendar to our current and prospective customers would increase orders by at least 10% with a minimum of 10 further orders from the list of prospective customers within 12 months from the date of distribution.
The Marketing Director will be funding the project from the business marketing budget. She believes that the effect of a good company image portrayed by a successful calendar would last into a second year. She has forecast the same increase in orders for a second year and predicts that the annual employee satisfaction survey will show a measurable improvement in staff morale.
A number of alternatives were explored, including:
20% discount for all repeat customers - not cost-effective and very short term A promotional calendar as a free Christmas gift - would target current and prospective customers and the benefits would last into a second year A series of television and press advertisements* was too expensive A direct mail shot to all customers - benefit would be short term
-- --
- Creation of an internet website - would not suit all customers
The calendar is seen as the favored option, as long as the company's competitors do not increase their marketing activity. Whilst the Marketing department wants a very high quality, glossy product, the project management team must be aware of the cost this will incur.
Which 2 statements should be recorded under the Timescale heading?

• A. The print company requires a 2 week notification period of the calendar pack delivery.
• B. Additional 10% increase in orders in year two.
• C. A recruitment campaign to fill the existing staff vacancies will need to take place in the next 12 months.
• D. The prepared calendar pack must be delivered by the first week in December.
• E. Benefits will be lost if the project is not completed on time.

Answer: B,D

 

NEW QUESTION 64
At the end of stage 2, the specialist 'e-learning course' supplier will be selected. As a result, it is decided that
the quality management approach will not be created until the end of stage 2, to take into account this
supplier's standards and techniques.
Is this appropriate, and why?

• A. Yes, because the quality management approach should take into account the supplier's standards, tools
  and techniques.
• B. No, because the quality management approach should be limited to ABC Company's quality standards.
• C. Yes, because the product description for each product will define the required quality approach within each
  stage.
• D. No, because the quality management approach should be created during the initiation stage and updated
  later.

Answer: A

 

NEW QUESTION 65
While deciding on how the work of the project should be approached the following were considered.
Which statement is appropriate for inclusion in the project approach heading in the Project Brief?

• A. The detailed designs (future process, systems, operating and organization models) will be based on the existing high-level designs.
• B. New up-to-date software will be obtained to produce the graphical sections of the Project and Stage Plans.
• C. The Project Manager will involve the selected service provider in the creation of the Stage Plan for stage 4.

Answer: A

 

NEW QUESTION 66
The project is now in stage 2. The Project Manager has heard about the possibility of a competitor also producing a calendar to be delivered earlier than the target date for this project. There is a threat that the early release of a competitor's calendar may weaken the impact of the MNO Manufacturing Company calendar, thereby reducing the anticipated benefits of the Calendar project.
Which 2 statements should be recorded under the Risk tolerance heading?

• A. Corporate management's threshold level of risk exposure is any combination of high and very high impact and probability.
• B. The risk budget will have a tolerance of +/~ 10%.
• C. The Project Manager's threshold level of risk exposure is low impact and probability.
• D. The Project Board's threshold level of risk exposure is any combination of medium, high and very high impact, with high and very high probability.
• E. The cost of all fallback plans must be contained within the project's tolerance.

Answer: D,E

Explanation:
Explanation/Reference:
Risk Theme
Question Set 2

 

NEW QUESTION 67
Which 2 statements explain why the Sales Manager should be appointed as a Senior User for this project?

• A. He reports directly to the Marketing Director.
• B. He is able to represent current and prospective customer interests.
• C. The launch of a company calendar will impact the Sales department.
• D. He would like to move into the Marketing department in the future and sees this as an opportunity to work closely with the Marketing Director.
• E. He joined the company last year with huge enthusiasm.

Answer: B,C

 

NEW QUESTION 68
An external consultant has signed a contract and agreed a work package to accredit the trainers. The
Purchasing Manager will monitor the contract, which states the requirement to organize the accreditation with
the Training Delivery Manager. The Training Delivery Manager has tried to contact the consultant but there has
been no response. The project manager believes there is a risk that the consultant is prioritizing other clients'
work.
The Purchasing Manager has been assigned as the risk owner. Is this an appropriate approach to managing
this risk, and why?

• A. No, because the team manager should be the risk owner to risks concerning the delivery of a work
  package.
• B. Yes, because the Purchasing Manager should have identified the risk when the work package was agreed.
• C. Yes, because the Purchasing Manager is monitoring the contract and therefore best suited to controlling
  the risk.
• D. No, because the risk was transferred to the Training Delivery Manager when the work package was
  authorized.

Answer: C

 

NEW QUESTION 69
......

Who should take the PRINCE2-Practitioner Certified Exam

This certification is aimed at project managers, aspiring project managers, and anyone who manages projects. It is also relevant to other key staff involved in the design, development, and delivery 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 Support (e.g. Project and Program Office personnel) and operational line managers/staff.

 

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