PRINCE2 – Foundation Exam – Quiz 28

It is to be noted that the correct and accurate definition of a stakeholder in PRINCE2 goes by a person who is affected by the project and can affect the project.

It should be noted that The Highlight Report, created in the ‘Study highlights’ operation.

You won’t recall any of the ‘operation description’ diagrams in the manual unless you’re blessed with a photographic memory. These do, however, provide a valuable guide to help you keep things straight when revising. Each activity has a summary diagram of the activity and the corresponding one here makes the inputs clear. However, Project Mandate is not used as an activity Prepare the Risk Management Strategy.

The Communications Management Plan provides information of the communications receivers in its ‘Reporting’ section, and these communications comprise the Highlight Report. The thought in the manual about communications management and the Product Initiation Documentation (PID) section of Project Controls remains unclear, but the PID was not listed as an choice in this issue. Be careful: In PRINCE2 there is no such thing as a communications strategy. Some questions that include plausible-sounding response choices, so you need to be very careful about what’s PRINCE2 and what’s not, particularly if your organization is using the non-PRINCE2 word.

A different program, the Benefits Review Program. There is no such thing as a PRINCE2 Benefits Realization Timeline and cost-benefit analysis is a strategy, not a Business Case leading. ‘Investment appraisal’ is a heading in Business Case PRINCE2.

The Technique for Configuration Management is wrongly called, as the name leads you to believe it just includes Configuration management. The technique generally also includes the management of problems and the monitoring of changes. Of course, configuration management is closely related to change control, but they aren’t the same thing.

If you look at the exact words carefully, some questions are easier to answer. Here the word ‘plan’ in the name ‘Benefits Analysis Program’ indicates the solution, even though you haven’t already learned it.

It should be remembered that benefits that come on stream during and after the project, not just at the end of the project. The Benefits Review Package lists all reviews of the benefits. As its name suggests, it is a program to test benefits and is not used to document benefits.

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

It is to be noted that those baselined goods are the ones you want to keep track of versions, maybe to look back on an earlier release.

The Communications Management Plan includes information of the communications receivers in its ‘Reporting’ section, and these communications include the Highlight Sheet. Be careful: In PRINCE2 there is no such thing as a communications strategy.

The Team Manager should be aware of what quality activity is needed on the products in the Work Package and be checking to ensure that those activities are being carried out. The Daily Log and Risk Register are the Project Manager’s responsibility, while the brief was left behind long ago when the Product Initiation Documentation (PID) was created. The Team Manager may also check the Risk Register, but this is not as central as the checks on the Quality Register.

It should be noted that the Highlight Report is produced by the Project Manager in the activity ‘Report highlights’.

Review the Work Package Status is a PRINCE2 operation but it relates to reviewing the Work Package as part of the Managing a Stage process by the Project Manager.

Note that benefits will come on stream in the course of the project, not just at the end and after. The Benefits Review Package lists all reviews of the benefits. As its name suggests, it is a program to test benefits and is not used to document benefits.

Projections that a Work Package may surpass the specified limits must be identified immediately as part of the exception management process. If not, why limitations? The entire aim of them is to serve as a trigger for coverage.

The whole idea of giving the delegated authority is that, under those boundaries, everybody will get on with the job. The Project Director will plan and get on. It will be expressed in the flow of the activities in the process, and it is the substance of the ‘Take corrective action’ operation. Until setting the action on the train, the Project Manager may take advice but that may not be appropriate. The other response options suggest mandatory participation of others in the handling of each problem and this is simply not valid.

The Checkpoint Report must report lessons to a Group Leader. Team managers do not issue Lesson Reports, nor do they make notes in the Lessons Log, which is the log of the Project Director. Plan Monitoring is mainly concerned with audit work, not active plan work such as lessons gathering.

It is to be noted that for information, copy it to project board members.

In this phase (Accepting a Work Package), it is the Team Plan which can be developed. But it’s ‘can’ because it’s optional for team plans.

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.