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PRINCE2 PRINCE2-7-Practitioner Exam Syllabus Topics:
| Section | Objectives |
|---|---|
| Project Context and Tailoring | - Tailoring PRINCE2 to the project context - Digital and data management - Commercial context - Sustainability - Project scale and complexity - Delivery methods and approaches - Organizational context |
| PRINCE2 Project Management Processes | - Initiating a project - Managing a stage boundary - Directing a project - Closing a project - Starting up a project - Managing product delivery - Controlling a stage |
| PRINCE2 Project Management Practices | - Progress - Organizing - Quality - Issues - Risk - Plans - Business case |
| PRINCE2 Project Management Principles | - Learn from experience - Focus on products - Manage by exception - Manage by stages - Ensure continued business justification - Define roles, responsibilities and relationships - Tailor to suit the project |
| People | - Leading successful teams - Leading successful change - Effective communication |
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PRINCE2 Project Management Practitioner (Version 7) Sample Questions (Q23-Q28):
NEW QUESTION # 23
While the project mandate is being prepared, the Mayor asks the LOB Portfolio Director, acting at the business layer, to select and appoint a suitable project executive for LouisShopping.
Is this an appropriate application of the organization practice, and why?
- A. No, because the responsibility for commissioning and initiating projects within the LOB portfolio rests with the Head of Portfolio Office, not the Portfolio Director
- B. Yes, because the Mayor may delegate responsibility for appointing the project executive to any senior stakeholder involved in the project
- C. Yes, because the Portfolio Director, as the business layer representative, takes responsibility for appointing the project executive
- D. No, because it is the Mayor, as the senior elected authority, who should personally select and appoint the project executive for a project of this civic significance
Answer: C
Explanation:
The correct answer is B . PRINCE2 distinguishes the business layer from the project management layer. The business layer commissions projects, establishes the broader organizational context, and appoints an appropriate project executive who will represent the business interest and become ultimately accountable for the project's success within the project board.
The scenario explicitly states that the LOB Portfolio Director is acting at the business layer . Consequently, selecting and appointing an appropriate project executive is consistent with the responsibilities associated with that level of governance.
Option A is too broad. The appointment is not appropriate merely because the Mayor can delegate the activity to any senior stakeholder. The suitability arises because the Portfolio Director is acting as the relevant business-layer representative. Option C incorrectly assumes that the Mayor must personally make the appointment because of the project's civic significance; PRINCE2 does not impose such a requirement.
Option D similarly assigns the responsibility automatically to the Head of Portfolio Office, even though the scenario explicitly identifies the Portfolio Director as the relevant business-layer representative.
The key distinction is therefore between business-layer governance and project-level management. The project executive is appointed from the business layer and subsequently leads the project board.
PRINCE2 7 reference topics: Organization practice; business layer; project executive; commissioning a project; project board structure and accountability.
NEW QUESTION # 24
While preparing the project plan, the project manager and BuildyBrick's planning specialist use the product flow and data from previous projects to determine that the utilities and systems can be delivered in parallel as separate work packages.
Is this an appropriate application of the 'plans' practice, and why?
- A. Yes, because data from previous projects should determine the schedule without reviewing the dependencies between the products
- B. Yes, because product dependencies determine sequence, and independent work packages may be planned to run in parallel
- C. No, because setting work-package tolerances determines the order in which products must be produced
- D. No, because work delivered by the same supplier must be scheduled sequentially and should avoid running in parallel
Answer: B
Explanation:
The correct answer is B . PRINCE2 product-based planning determines the logical sequence of work by examining the products to be created and the dependencies between those products . Once those relationships are understood, activities or work packages that do not depend on one another can legitimately be scheduled in parallel.
In this scenario, the project manager and BuildyBrick's planning specialist use the product flow together with historical information from previous projects. This is appropriate because the product flow provides the dependency logic, while previous project data can improve the realism of estimates and planning decisions. If the utilities and systems products are independent, separate work packages can therefore proceed concurrently.
Option A is incorrect because historical information should inform planning but cannot replace dependency analysis. A schedule should be derived from the logical relationships between products rather than copied mechanically from previous projects. Option C introduces a restriction that PRINCE2 does not impose:
products delivered by the same supplier do not automatically need to be produced sequentially. Option D confuses tolerances , which establish delegated performance limits, with dependencies, which determine the logical production sequence.
The scenario is therefore a valid example of using product-based planning to identify opportunities for parallel delivery without compromising dependency logic.
PRINCE2 7 reference topics: Plans practice; product-based planning; product flow; dependencies; scheduling; work packages; lessons from previous projects.
NEW QUESTION # 25
While selecting the project approach, the team identifies that a traditional delivery method and the proposed use of external suppliers could make the sustainability requirements harder to achieve. The risk is recorded in the project log for consideration during initiation.
Is this an appropriate application of 'starting up a project', and why?
- A. No, because a risk that is classified as manageable does not pose a threat to overall project viability and should be deferred for consideration during the initiation stage when more detailed planning takes place using the traditional delivery method
- B. No, because any sustainability requirements that the project must satisfy should be captured as user quality expectations in the project product description, not as risks in the project log
- C. Yes, because the way the project work will be delivered directly influences how the management approaches are designed, and identifying risks early helps ensure the PID accurately reflects how sustainability will be managed
- D. Yes, because the primary purpose of assessing the project approach at this stage is to clarify the prospective obligations of the project team and each external supplier when delivering the project products
Answer: C
Explanation:
The correct answer is B . Selecting the project approach during starting up a project is intended to establish an appropriate basis for how the project will be delivered before the organization commits significant resources to initiation. The delivery method and use of external suppliers can materially influence management controls, commercial arrangements, quality, sustainability, communication, risk, and other management approaches subsequently developed during initiation.
The team has identified an uncertainty arising directly from its proposed approach: a traditional delivery model combined with external suppliers may make sustainability requirements more difficult to achieve.
Recording this early in the project log is appropriate because risks, issues, lessons, and other relevant information identified during starting up should not be ignored simply because detailed management approaches have not yet been completed.
Option A is too narrow. Clarifying contractual obligations may be relevant, but it is not the primary rationale demonstrated here. Option C incorrectly suggests that a manageable risk should be deferred; early identification allows it to influence initiation planning and development of the PID. Option D creates a false choice. Sustainability expectations may indeed inform quality requirements, but an uncertainty concerning whether the delivery approach will enable those requirements to be achieved is still legitimately a risk.
PRINCE2 7 reference topics: Starting up a project; select the project approach; project log; early risk identification; sustainability; project initiation documentation.
NEW QUESTION # 26
RISK
Here are three items of information relating to the 'risk' practice.
In which management product (A-E) should each item be recorded?
Choose only ONE management product for each item of information. Each management product may be used once, more than once, or not at all.
- A. Risk management approach
Item 1:
A cracked pane has already been identified and replacement is planned for next week. The project manager records the separate uncertainty that the supplier may miss that future replacement date and delay subsequent work.
Item 2:
The agreed procedure states that the project board and project manager will review all open risks during every end stage assessment.
Item 3:
The project will use a red-amber-green scale to classify risks according to their overall severity. - B. Issue report
- C. Quality management approach
- D. Issue register
- E. Risk register
Answer: A,E
Explanation:
The correct mapping is Item 1 - A; Item 2 - E; Item 3 - E .
Item 1 belongs in the risk register. The cracked pane itself is an existing problem and therefore an issue.
However, the item explicitly identifies a separate uncertainty : the supplier may fail to meet the future replacement date, potentially delaying later work. Because this is an uncertain future event affecting project objectives, it is a risk and should be recorded in the risk register.
Item 2 belongs in the risk management approach. It describes the agreed procedure and frequency for reviewing project risks. The risk management approach defines how risk management will be performed, including responsibilities, procedures, review arrangements, scales, reporting, and supporting techniques.
Item 3 also belongs in the risk management approach. A red-amber-green classification is part of the project's agreed risk assessment and prioritization framework rather than information about an individual risk.
The distinction is fundamental: the risk register contains individual identified risks and their management information , whereas the risk management approach defines the project's overall method, procedures, scales, responsibilities, and controls for managing risk .
PRINCE2 7 reference topics: Risk practice; risk register; risk management approach; uncertainty; risk assessment; risk review arrangements; risk scales.
NEW QUESTION # 27
A new law requires everyone working on public-infrastructure projects to hold an appropriate security clearance. The project manager records the legislation as an external event in the issue register so that its effects can be assessed.
Is this an appropriate application of the issues practice, and why?
- A. Yes, because the legislation may affect the resources available to deliver the project
- B. No, because external events are managed by the business rather than by the project team
- C. Yes, because external events must be managed outside the project's agreed controls
- D. No, because legislation should be recorded after its full effect on delivery is known
Answer: A
Explanation:
The correct answer is A . The legislation is an external event that has already occurred : a new legal requirement now applies to people working on public-infrastructure projects. It therefore represents an issue rather than merely an uncertain future risk. Recording it in the issue register enables the project team to assess its impact and determine what action may be necessary.
The effect could be significant. Existing or planned personnel may not possess the required security clearance, which could constrain the availability of resources, delay mobilization, alter supplier arrangements, increase costs, or affect scheduled delivery. The project manager should therefore ensure the event is captured and assessed rather than waiting until every consequence is known.
Option B is incorrect because external events that affect project objectives should still be managed through the project's agreed governance and issue-management controls. Option C would delay formal management of an event whose implications may require immediate investigation and action. Option D incorrectly assumes that externally generated issues belong exclusively to the business layer. The business may need to participate in resolving some consequences, but the project team must manage impacts on the project within its authority and escalation arrangements.
The key distinction is that an issue concerns something that has happened or is currently relevant , whereas a risk concerns uncertainty about a future event.
PRINCE2 7 reference topics: Issues practice; external events; issue register; issue assessment; resource impacts; risk-versus-issue distinction.
NEW QUESTION # 28
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