PRINCE2 – Foundation Exam – Quiz 13

It is to be noted that “reporting stage end” is an activity in the process Managing a Stage Boundary. This is the last activity in the process, as a look at the process model reveals.

It should be noted that the Project Manager creates only an end project report while using the process “Closing a Project Process”.

At the end of a level, just before the start of the next one. The exception is the final stage where then the Closing a Project process is used. Excluding the final stage of a project is a significant point, but the manual forgets to mention it, making this aspect of the intent statement very misleading.

A project PRINCE2 often takes advantage of the closure process. The tasks may be completed faster in a premature close than in a standard scheduled closure, but they are still finished. There is also a specific method to schedule a premature closure, as well as the other choice to schedule the originally scheduled closure.

The Business Case must at least be checked at the end of each point. With ‘Emphasis on benefits,’ be careful. It sounds pretty good but it is not one of the seven concepts of PRINCE2.

If you look at the Process Model for Closing a Project it reveals a dotted line from the activity ‘Prepare premature proximity’ to the activity ‘Turn over Goods’ to demonstrate that certain items can be shipped.

The Quality Register/Management lists all the quality operations in one point so that when it’s completed each can be signed off – it serves as a kind of checklist. The stage boundary is where the list for the next stage is inserted into the log.

The Project Manager will contact other project management team members and there is some work by Project Support and Quality Monitoring, but the vast majority of the termination work is the Project Manager’s responsibility.

It is to be noted that the project manager is responsible for most feedback on stage boundaries of the goods.

The Lessons Report is included at the End Project Report and then it is the responsibility of the Project Board to distribute the lessons to the relevant people within the company.

Either of two way, you can get the right answer. The first is by familiarizing with the elements of the mission statement, and the second is by realizing that the members of the Project Board do not see Team Plans; the project plans are too small a level of detail for the board to deal with.

It is to be noted that PID: Project Initiation Documentation is not included in the Closing Process of a Project. It is a part of Starting up a Project.

The response is revealed by process model. If you have a visual memory for the exam it helps – even if not, the process rationale would help. There could be new time and expense estimates after the plans are revised, and all of these are included in the Business Case.

If this is the end of the project, there will be no next step, and there will be no progress to report, as the process only concerns the closure goods. If a closure stage occurs, this is handled in conjunction with the closure work, and any highlight (progress) reporting is performed out of the Controlling a Stage phase. The ‘Authorize project closure’ activity is a project board practice that occurs after the task of closing a project and is part of the project management process.

It is the task ‘Authorize a Stage or Exception Program’ in the Project Direction process for the project board.

It is to be seen that the closing project involves the following statements:
I: Assess any benefits that have already been realized
II: Review the performance of the project against its baselines
III: Verify user acceptance of the project’s products

The following events can trigger the process Managing a Stage Boundary:
A. Nearing the end of a delivery stage, except the last stage in the project.
B. Ad hoc direction from the Project Board.
C. Nearing the end of the Initiation Stage.

Recommendations for follow-on action include everything the company is asked to do after the project has finished. This requires, among other items, configuration management (version control) and ongoing risk management in this situation.

The exception plan is created in the process of Managing a Stage Boundary.

It should be kept in mind that in PRINCE2, there’s no End Stage Report for the final stage, and instead, there’s just the End Project Report.

The manual shows the Project Manager as responsible for creating the complete business case during implementation in the accountability panels and you may be tempted to believe that the Project Manager is now responsible for the business case itself.
The text of the manual, however, makes it clear that the Executive appears to be responsible for the overall Business Case, while others are tasked with expanding and updating it.

It has been mentioned in Appendix A of the PRINCE2 Manual, that executive summary is the section of Business Case.

Even if a project is mandatory, all advantages, expenses, scheduling and the fact that the reason is actually ‘obligatory’ must be registered.

It is found that the “outline business case” is a variant that is formed in the Start-up Process.

Compulsory project: This is the type of project ‘compliance,’ listed earlier in the chapter. The project has to be run due to an order or maybe because it is a legal requirement.

Evolving project: This is a project, for example in science, where people assume that the project can bring profit, or that it will, but don’t know yet how much or when.

This example is related to “During the project”. For example, early on in the project, an old and high maintenance machine is replaced by a new, low maintenance machine. The savings in maintenance costs will start to be seen soon after, and there’s no need to wait until the end of the project to check whether the savings are there

Stage boundaries: A routine updating of the Business Case occurs at end stage using the activity ‘Update the Business Case’. The Project Board will then have the very latest projections available (cost, time, benefits) when deciding whether the project remains viable and whether to authorise a following stage. Responsibility for the update of the Business Case lies with the Project Manager.

The Business Case is all about project justification. It explains the rationale and provides relevant information such as the project’s projected cost and time, and the degree of risk. If the project is justified or partially justified by benefits – which are the majority of projects – then the Business Case includes descriptions of the benefits and their probable value.

It is found that “establishing a solid foundation of the project under construction” is the part of the purpose statement as mentioned in the process of Initiating a Project.