PRINCE2 – Practitioner Exam – Quiz 10

At a minimum, the project management team should create a quality management approach that defines the project’s approach to quality control. Quality control is focused on both checking that the project’s products have been created correctly as well as continually reviewing the performance of the project to see if things can be improved by, for example, improving the management processes (option B). Option A is incorrect—reviewing the business justification of the project after an exception has been raised is a minimum requirement of the progress theme. Option C is incorrect—planning a project with a minimum of two stages is a minimum requirement of the plans theme. Option D is incorrect—defining the project’s approach to communicating and engaging with stakeholders is a minimum requirement of the organization theme.

The senior suppliers represent those who will be delivering the project’s specialist products. In some projects, the word “delivering” might not be appropriate. The project’s products might be procured, facilitated, written, or implemented, depending on the type of specialist products the project will create.

The quality register summarizes information on the quality activities that are planned or have taken place. One such quality activity might be the quality checking of a product. Every time a product is checked, a quality record should be collected as evidence. The quality register should point to where these quality records are stored (option C). Option A is incorrect—the quality management approach defines the project’s approach to quality control. Option B is incorrect—a product description describes a product’s quality criteria. Option D is incorrect—a product description specifies the quality methods that will be used to check if a product matches its quality criteria.

The exploit response to an opportunity ensures that the opportunity will happen. This can often be achieved by implementing the cause of an opportunity. For example, the project management team could install a very large bank of a special type of expensive solar panels that generate electricity even in low sunlight conditions and then arrange the connection with the local grid company. This will guarantee that the panels will always generate more electricity than is needed by the hotel.

A risk cause is the source or trigger point of a risk (option C). Option A, the risk impact, is the potential impact the risk would have on the project’s objectives. Option B, the risk event, is an uncertain event that may follow from the risk cause. Option D, the risk effect, describes the impact that the risk would have on the project’s objectives.

A risk owner is a named individual who is responsible for the management, monitoring, and control of all aspects of a particular risk (option C). Option A is the responsibility of the executive. Option B is the responsibility of the project manager. Option D is the responsibility of corporate, programme management, or the customer.

Buying the futures will help you reduce the financial impact on the project if the Naira appreciates it. It is a form of insurance, giving a payout if the worst happens. It is, therefore, a transfer response.

In order to be following the PRINCE2 risk theme, the project management team must, at a minimum, estimate each risk’s potential impact on the business justification for the project. The project’s risk management approach should also describe how the project management team will identify and assess risks that would impact the business justification for the project.

When the project management team identifies context (during the identify step in the risk management procedure), they consider general characteristics of the project and the environment that might make it riskier than others. For example, a project with a large number of stakeholders will probably be riskier. This is a major determinant of how the project management team will manage risk, which is specified in the risk management approach.

The recommended risk management procedure consists of five steps: identify, assess, plan, implement, and communicate, so option C is correct. Defining and analyzing products (option A) and identifying activities and dependencies (option D) are steps in the recommended approach to product-based planning. Option B, impact analysis, is part of the issue and change control procedure.

The purpose of the risk theme is to identify, assess, and control uncertainty and thus improve the ability of the project to succeed (option D). Option A is a purpose of the quality theme. Option B is a purpose of the organization theme. Option C is a purpose of the plans theme.

One of the minimum requirements for applying the change theme is maintaining some form of issue register to record issues (option D). Options A, B, and C—creating product status accounts and configuration item records or escalating all requests for changes to the project board—are possible ways of managing change but are not mandatory requirements of the change theme.

A configuration item record might be created to record the latest status, version, and variant of a product or a configuration item (option B). Option A is incorrect—an issue report records the latest information on an issue. Option C is incorrect—the product description describes the measurable aspects of a product, how the product will be tested, and who will approve the product. Option D is incorrect—a stage plan describes the work to be done in a particular stage.

A concession occurs when the project board authorizes a product that does not comply with the specification described in that product’s product description. An off-specification is an issue where a product or set of products either have or definitely will be delivered incorrectly.

A product that does not meet its specification is called an off-specification. Information on all the off-specification in the project can be found in the issue register. Option B is incorrect because an issue report would potentially hold information on just one particular off-specification, not all of them.

The project manager may need to create an exception plan during the implementing corrective actions step of the issue and change control procedure if he does not have the authority to take corrective action himself.

The project manager records informal issues in the daily log. The issue register and issue report are used to record formal issues (options A and B), and the change control approach describes how to carry out effective issue management throughout the project (option D).

The change budget can be used to fund the analysis of the potential impact of a request for change (option B). Option A is incorrect—threats to the project are risks, and assessing risks is funded from the project budget. Option C is incorrect—reducing the probability of a threat would be done by carrying out a risk response that would be funded using the risk budget. Option D is incorrect—actions following a quality review would be funded from the project budget.

As a minimum, the project management team must define how product baselines are created, maintained, and controlled (option A). Option B is incorrect—defining the project’s approach to quality control in order to eliminate causes of unsatisfactory performance is a minimum requirement of the quality theme. Option C is incorrect—planning a project with at least two stages is a minimum requirement of the plans theme. Option D is incorrect— defining the project’s approach to communicating and engaging with stakeholders is a minimum requirement of the organization theme.

Option A is correct—the project manager will create an exception report to notify the project board of a stage-level or a project-level exception and to outline recommended options to respond to the situation. Option B and option C are incorrect—an exception plan would replace either a stage plan following a stage-level exception or a project plan following project-level exception. Option D is incorrect—the team manager would raise an issue to notify the project manager of a work-package-level exception.

The purpose of the progress theme is to establish mechanisms to monitor and compare actual achievements against those planned, to provide a forecast for project objectives and the project’s continued viability, and to control any unacceptable deviations. Option B is a purpose of the risk theme; option C is a purpose of the quality theme; and option D is a purpose of the organization theme.

The project manager creates an exception report to notify the project board of forecast breaches of stage tolerances. Option A is incorrect—the team manager creates checkpoint reports to report progress to the project manager. Option B is incorrect—the project manager creates highlight reports to report regular progress to the project board. Option C is incorrect—the project manager creates the end-stage report to allow the project board to evaluate the performance of a stage.

The work package forms an agreement between the project manager and the team manager about what the team will deliver (option B). Option A is incorrect—the stage plan shows what products need to be delivered across a whole stage, which might be delivered by a number of teams. Option C is incorrect—although a product description does define the specification for a particular product, it does not form an agreement between the project manager and a team manager about what to deliver. However, a work package might refer to a number of product descriptions to show what types of products need to be delivered within the work package. Option D is incorrect—the project product description shows what the project needs to deliver in order to gain acceptance. It is used to gain agreement on the project’s scope and requirements with the users and the customers of the project.

As a minimum requirement, when exceptions are raised, the business justification for the project should be reviewed (option C). Option A is incorrect—there is no requirement to send out a notification to interested stakeholders when an exception is raised. Option B is incorrect—although PRINCE2 recommends that the project manager raises an exception report if stage tolerances are forecast to be exceeded, it is not a minimum requirement for applying the progress theme. Option D is incorrect—although PRINCE2 recommends that the project manager sends regular highlight reports to the project board to enable them to track progress, it is not a minimum requirement of the progress theme.

The lessons log is used to collate experiences and lessons that could be useful for the current project (option A). Option B is incorrect—the project manager uses an exception report to escalate forecast breaches in stage or project tolerances to the project board. Option C is incorrect—the issue register captures requests for change, off-specifications, or problems or concerns. Option D is incorrect—the project initiation documentation is used as the main terms of reference for the project.

The project manager allocates the work package tolerances for the team when authorizing a work package. Once the stage plan is authorized, the project manager manages the work in that stage using the controlling a stage process. At some point, the project manager authorizes the work to build and then quality-check the penthouse rooms by giving a work package to the relevant team or team manager.

The teams create specialist products during the managing product delivery process. In the managing product delivery process, the teams deliver the specialist products according to the specifications described in the product descriptions. The teams also ensure that the relevant people carry out quality checks on the products, that the quality register is updated with the results of the quality checks, and that quality records are kept as evidence that the checks took place.

The project manager should review the quality activities and ensure that all products in the current stage have been approved (option C). Option A is incorrect—the starting up a project process is used to ensure that there is a business justification for initiating the project. Option B is incorrect—the products for any stage are approved in the managing product delivery process. Option D is incorrect—the project board uses the directing a project process to communicate to corporate, programme management, or the customer.

During the managing product delivery process, the specialist products are not only created, but they are also approved by the authorities specified in the product’s product description.

The accept a work package activity of the managing product delivery process ensures that the teams understand the expected effort, time, and cost to deliver the work package’s products (option A). Option B is an objective of the starting up a project process. (The project approach evaluates how the project will be delivered.) Option C is an objective of the initiating a project process. (The quality management approach describes how quality management will be carried out.) Option D is an objective of the managing a stage boundary process.