PRINCE2 – Agile Foundation Exam – Quiz 14

Project management must consider how PRINCE2 roles will relate to Agile roles. Examples of Agile roles are scrum master and the product owner. In an investigative type of project, it will be difficult to write measurable acceptance criteria. In some instances, starting up a project process is before the customer has signed the contract. Situations like having a project outsource a lot of the delivery work to a separate third-party organization. The project manager will assess whether to use the approach during this point in the initiation.

These are the correct activities done at the initiation stage:
(a) Agreeing to the tailoring requirements
(b) Preparing the risk management approach
(c) Preparing management approach
(d) Preparing the communication management approach
(e) Setting up the project controls
(f) Creating the project plan
(g) Refine the business case
(h) Assembling the project initiation documentation

The main output of this stage is the project initiation documentation. There a total of nine activities that need to be done during this stage. The main focus of these activities is planning the project.
When this stage is done, the documentation for this is passed to the Project Board. This documentation is used to figure out whether or not the project will be authorized to continue to the next stage.

These are the additional information in the PID:
(a) Project plan
(b) Project’s approaches
(c) How PRINCE2 will be tailored

In this document, some of the sections from the project brief will be put here. There will be more time to refine those sections.

These are included in the PID:
(a) Project definition
(b) Project approach
(c) Business case
(d) The team structure of the project management team
(e) Descriptions of their roles
(f) Quality management approach
(g) Change control approach
(h) Risk management approach
(i) Communication management approach
(j) Project plan
(k) Project controls
(l) Tailoring of PRINCE2

Preparing the risk management approach includes making an approach that sets out how risks will be handled. Project support is responsible for creating risk registers. This will be used to record the project risks. Statement 1 refers to agreeing to the tailoring requirements. Statement 3 refers to preparing a quality management approach. Statement 4 refers to preparing the change control approach.

Refining the business case includes creating the first version of the detailed business case along with the benefits management approach. These are created by the project manager. Statement 1 refers to preparing the communication approach. Statement 2 refers to setting up the project controls. Statement 3 refers to assembling the project initiation documentation.

In an agile approach, the product description is in the form of epics or user stories. Only high-level product descriptions are used. Even though high-level product descriptions are used, it still allows flexibility on the detailed specifications.

These are the correct factors:
(a) Project’s scale
(b) Complexity
(c) Environment

The way to successfully use PRINCE2 is to adapt and tailor the method so that it will suit these factors. Location is not one of the factors.

Executive and project manager roles can’t be combined. There can only be one project manager or one executive. The accountability of the executive for the project’s success can’t be delegated.
The project board can’t assign the project manager, team manager, or project support any project assurance roles. Smaller roles can be combined in smaller and simpler projects.

An output is a project’s specialist product that is handed over to a user. Statement 2 refers to the outcome. This can also mean something new that can be done to the outcome. Statement 3 refers to benefits. Statement 4 refers to dis-benefit. Benefit and dis-benefit are judged by one or more stakeholders.

These are the correct main groups:
(a) Develop – This contains predictions of benefits and details of the cost and risks of the project.
(b) Verify – It involves reviewing predicted benefits.
(c) Maintain – It involves being regularly updated in the maintenance activity.
(d) Confirm – It determines whether the benefits predicted have been achieved.

These are the correct contents:
(a) Executive summary
(b) Reasons
(c) Business options
(d) Expected benefits
(e) Expected dis-benefits
(f) Timescales
(g) Costs
(h) Major risks
(i) Investment appraisal

This is the composition of the benefits management approach:
(a) The scope
(b) Accountability for the expected benefits
(c) Management actions
(d) How and when achievements of expected benefits
(e) Needed resources
(f) Baseline measurements for the benefits
(g) How products’ performance is reviewed

These are the correct levels of plans:
(a) Project plans
(b) Stage plans
(c) Team plans

Above these levels of plans, there may be a higher-level corporate, program management, or customer’s plan. The activities of this project must be aligned with those plans. Program management or corporate plan may be created by those at a senior position while a customer plan is created if the project is delivering work to a client.

The project plan is created by the project manager and is then reviewed by the board. This is the top level of the plan. It provides the business case with the planned expenses and timeframes. It also allows the project manager to refine the business case. The refining and creating process is done during the initiation of the project process.

The stage plan is the next level of the plan after the project plan. It is more detailed than the project plan which can lead to planning horizon problems that can be overcome by creating each stage plan before the next stage in PRINCE2. Stage plan allows the project manager to track work done. The process done during this level is showing what needs to done and updating the stage plan. This is all done by the project manager.

The project manager creates the next stage plan once the end of the previous stage has reached an end. The project board reviews it using directing a project process. The project board authorizes the stage. The project manager will then update the stage plans with progress information.

Team plans are the lowest level of plans which are created and updated by the team manager. If there is no team manager, it is updated and created by the team members. The team contains necessary details for individual teams to track and control work as well as the forecast is. The formality of the team plan could vary. There are different project approaches for different organizations.

An exception plan is a plan that shows how a stage will recover from a breach. The term used for allowable deviation in PRINCE2 is tolerances. An exception situation is a situation wherein the level of management is informed by the higher level about a breach. The exception plan is not level management but it is made by each level of management.

These are the composition of a plan:
(a) Plan description
(b) Plan prerequisites
(c) External dependencies
(d) Planning assumptions
(e) Delivery approaches
(f) Lessons that have been incorporated
(g) Monitoring and control
(h) Budgets
(i) Tolerances
(j) Product descriptions
(k) Schedule

External dependencies are the products that will be needed in the plan. These will be created outside the scope of the plan which needs to be done to carry out some of the activities of the plan. Statement 1 refers to the plan prerequisite. Statement 2 refers to the plan description. Statement 4 refers to top planning assumptions.

These are found in the budget:
(a) The budget for the plan’s work
(b) The time for the plan’s work
(c) The amount of money set aside for any fund changes
(d) The amount of money set aside for any fund countermeasures

The amount of money set to any fund changes is called a change budget while the amount of money set aside to fund countermeasures is called a risk budget.

These are the correct examples:
(a) Reviewing the stage plan
(b) Requesting a product status account
(c) Producing a highlight report
(d) Producing a weekly checkpoint report

The highlight reports are produced every two weeks and submitted to the project board any other recipients. The weekly checkpoint reports are produced by all the teams to update the project manager on the progress of their work.

These are the high-level project plan matched with their corresponding stages.

Management stage 1: Specifying and Designing
Management stage 2: Designing and Training
Management stage 3: Designing, Building, and Training
Management stage 4: Commission

Designing starts at the late stages of management stage 1 and ends in the earlier stages of management stage 3. Training starts in the late stages of management stage 2 and ends in management stage 3.

These delivery steps are found in the management stage 3:
(a) Peripheral design
(b) Built facility
(c) Trained staff

These delivery steps are found in the management stage 1:
(a) Specification
(b) Overall design

These delivery steps are found in the management stage 2:
(a) Detailed design
(b) Training syllabus

These delivery steps are found in the management stage 4:
(a) Commission facility

These approaches involve analyzing risks to a plan:
(a) Define and analyze the products
(b) Identify the activities and dependencies
(c) Prepare the estimates
(d) Prepare the schedule

These approaches don’t involve analyzing risks to a plan:
(a) Design the plan
(b) Document the plan

These are under delegate handouts:
(a) Covers
(b) Printed agenda
(c) Slides
(d) Notes
(e) Satisfaction survey

The mailing list and final list of attendees are under the product group Attendees while Speaker options are under the product group Speakers.

These are under Logistics:
(a) Salected subject matter
(b) Agreed date
(c) Agreed program
(d) On the day staff

The press release is under the product group publicity with Mail-shot. Venue requirements are under the product group Venue while Previous handouts are not a part of any product group. It is an external product.

These are factors that should be considered:
(a) How far head can the project be planned
(b) Where the key decision points will be placed
(c) The project’s overall risk
(d) The delivery steps
(e) The Project Board and project manager’s confidence
(f) The project’s alignment with the program activities