PRINCE2 – Practitioner Exam – Quiz 05

The work package is used by the project manager to pass on information to the teams in order for them to understand what to deliver and how to do it. It is used to pass authority to the teams for the delivery of one or more products.

A risk owner might be allocated to a risk. Their role is to monitor risk and manage any countermeasures. They should have relevant expertise. For example, a legal risk might be owned by the company lawyer. The risk owners don’t necessarily have to be part of the project management team.

Project assurance will check and audit the work of the project manager during the project to ensure that it will be acceptable for the people on the project board. Project assurance also reviews issues and changes by assessing their impact on the business, user, or supplier perspective on the project. It is important to note that project assurance also monitors the project management team’s adherence to the project’s approach to issue and change control that is described in the change control approach

Defining and analyzing products consists of four tasks: writing the project product description, creating the product breakdown structure, writing the product descriptions, and creating the product flow diagram.

The avoid response is used only for threats, not opportunities. In the avoid response, the project management team does something that either stops the risk occurring or, if it does occur, ensures it doesn’t affect the project.

A change budget, along with the stage budget and any risk budget for that stage, would be authorized by the project board in the directing a project process, during the authorize a stage activity.

At the end of each stage, the project manager reviews the project management team to see if it needs to be updated for the next stage. The project management team must also consider any useful experience that would help them identify and/or manage issues. This helps to implement the principle of learning from experience.

The quality review technique has three steps: review preparation, review meeting, and review follow-up. The quality review technique is a way of checking the compliance of a product with its product description. It is primarily designed to assess products that take the form of a document or something similar, such as a presentation. However, it could be used for any type of appropriate product.

PRINCE2 is not used to manage business-as-usual situations. On the other, PRINCE2 can be tailored for multi-organization projects, Small projects, and commercial customer/supplier environments.

The cross-functional characteristic of a project means that often projects involve several groups of people who don’t usually work together. The groups could come from different functional divisions or even different organizations.

The stage plan for the initiation stage is created in the starting up a project process in order for the project board to review the work necessary for the initiation stage before authorizing it.

Delivery options will appear in the project approach, not the business case. The business case theme describes how to ensure that the project is desirable, viable, and achievable throughout the project’s life. It shows how to write the project’s business case, assigns a variety of business-related responsibilities to the roles within the project management team, and shows where in the process model the major business-related activities should occur.

The project management team is designed in the starting up a project process, during the design and appoint the project management team activity.

The starting up a project process occurs before the project has been commissioned. The process’s purpose is to collate information upon which the project board can make a decision whether to commission the project during the authorizing initiation activity.

The focus on product principle ensures that the project management team does work only that directly contributes to producing the project outputs (option D). Option A is a benefit of the tailor to the project environment principle. Option B is a benefit of the continued business justification principle. Option C is a benefit of the manage by exception principle.

The expected returns from the project are the forecast benefits that occur as a result of the outcomes of the project. The project manager ensures that the forecast benefits are reviewed and that post-project benefits reviews are planned.

Projects often involve work that spans a number of functional divisions and possibly spans across a number of organizations.

PRINCE2 provides a common vocabulary. This makes it easier to communicate on projects, especially when several different organizations are involved.

The processes provide a set of activities to be done by defined project roles throughout the life of the project.

The continued business justification principle states there should be a clear reason to undertake the project and that this rationale should be re-evaluated throughout the project (option A). Option B is one of the ways the learn from experience principle should be applied. Option C is one of the ways the focus on products principle should be applied. Option D is one of the ways the manage by stages principle should be applied.

The manage by stages principle breaks up the project into time sections. The project is planned at a high level from beginning to end. Detailed planning is done for only the next stage, just before that stage starts.

Management by exception is the approach whereby one management level delegates work to the management level below by defining constraints around the lower level’s authority. The standard way of defining this authority is by setting out what costs and timescales the lower level must work within, including any permissible leeway or tolerance. If the lower level realizes they cannot meet their constraints, they must escalate the situation to the management level above.

The defined roles and responsibilities principle ensures that all necessary perspectives and people are involved with the management of the project.

The project manager uses the first version of the project initiation documentation (option B) during the closing a project process to assess how the project performed against its initial objectives. This assessment is described in the end project report.

The project manager creates the project plan in initiating a project process, which shows what work needs to be done to deliver the project’s products (option D). Options A and B are purposes of starting up a project process, and option C is the purpose of directing a project process.

The project manager creates the project approach, which evaluates how the project’s products can be delivered and recommend an approach, during the starting up a project process (option A). Option B is incorrect—determining how changes will be identified, assessed, and controlled is the objective of initiating a project process. Option C is incorrect— this is the objective of initiating a project process. During the initiating a project process, the project manager creates a quality management approach, which describes how quality management will be conducted. Option D is incorrect—this is the objective of initiating a project process. During the initiating a project process, the project manager creates the benefits management approach, which defines how to measure the achievement of the project’s benefits.

The project manager creates the project brief during the starting up a project process. This provides the base information about the project, which the project board uses to decide whether to commission the first stage of the project.

When the project board is carrying out their activities, as described in the directing a project process (option B), one of their key responsibilities is to ensure that the project remains aligned to the overall strategy of the commissioning organization (corporate, programme management, or the customer).

The executive creates the outline business case, which should justify the project management team carrying out the initiation stage of the project, during the starting up a project process (option C). Option A is incorrect—the project manager creates the benefits management approach, which plans the management activities to ensure the project outcomes are achieved, during the initiating a project process. Option B is incorrect—the project manager records how the project management method will be tailored for the upcoming project in the project initiation documentation during the initiating a project process. Option D is incorrect—providing management direction and control is the objective of directing a project process.

The executive and the project manager design and appoint the project management team during the starting up a project process (option D). Option A is incorrect—establishing solid foundations for the delivery of the project is an objective of initiating a project process. In order to do this, the project manager creates the project initiation documentation, which contains the project plan, during the initiating a project process. Option B is incorrect— assigning and monitoring work packages is an objective of Controlling a stage process. Option C is incorrect—enabling the project board to be accountable for the project’s success is the objective of directing a project process.