PRINCE2 Updated PRINCE2-7-Practitioner Exam Questions and Answers by hafsah

The correct answer is C . PRINCE2 applies management by exception through a hierarchy of delegated authority. The project board establishes the management stage within which the project manager operates, whereas the project manager normally authorizes individual work packages and agrees their requirements and tolerances with the relevant team managers.

The problem in the scenario is therefore not the existence of recycling or sustainability tolerances. Such measurable constraints may legitimately be delegated to a delivery team when they are relevant to its work. The problem is that the project board bypasses the project manager and directly inserts detailed work-package tolerances without those delegated targets being agreed through the normal work-package authorization relationship.

Option A incorrectly creates a direct routine control relationship between the project board and team managers. Option B similarly conflicts with the normal reporting structure: team managers report work-package progress to the project manager, while the project manager provides appropriate progress information to the project board. Option D is incorrect because sustainability performance can be translated into delegated targets and tolerances at lower management levels when appropriate.

The project manager should therefore authorize the relevant work packages, agree achievable delegated tolerances with team managers, and monitor performance against them within the overall stage tolerances authorized by the project board.

PRINCE2 7 reference topics: Progress practice; management by exception; work packages; tolerances; project manager/team manager interface; delegated authority.

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The correct answer is C — Plans . PRINCE2 applies the plans practice throughout project delivery, including when individual work packages are defined and authorized. A work package establishes what products are to be delivered and the constraints and control arrangements governing their production.

In this scenario, the project manager agrees with the City Council purchasing team the products, time, and cost associated with preparing the contract. These are core planning elements. The work must be defined sufficiently so that the team understands what it is expected to produce, when it should be completed, what resources or expenditure are available, and the limits within which it is authorized to operate.

Option A, business case, concerns the project’s continuing investment justification and does not principally govern the detailed definition of products, time, and cost for a delegated work package. Option B, organization, defines roles, responsibilities, relationships, and the project-management structure. Although the relationship between project manager and team manager is relevant, the information explicitly being agreed here concerns planning. Option D, quality, would focus on product specifications, quality methods, acceptance arrangements, and quality control rather than the overall product/time/cost definition.

The work package therefore demonstrates application of the plans practice within controlling a stage.

PRINCE2 7 reference topics: Plans practice; controlling a stage; work packages; products; estimates; time and cost; delegated planning and control.

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The correct answer is A — Project executive . Within the directing a project process, the project board provides ongoing direction throughout the project. When that direction principally concerns the business interest , the project executive is the appropriate board member to lead it.

The scenario concerns additional funding and the continuation of advertising beyond project closure so that the wider business objective of attracting more businesses to Louistown can be supported. These matters relate directly to organizational investment, business justification, and the relationship between the project and the business layer. The project executive represents the business interest on the project board and maintains the principal interface between project governance and the commissioning organization.

Option B is incorrect because the project manager receives direction from the project board and manages the project on a day-to-day basis; the project manager does not replace the board’s business governance role. Option C is incorrect because project assurance independently evaluates whether the project is being conducted appropriately; it does not lead business direction. Option D represents the user interest, ensuring that the project products meet user needs and support expected benefits, but additional investment and business-layer direction fall primarily within the executive’s domain.

PRINCE2 7 reference topics: Directing a project; give ongoing direction; project executive; business interest; business layer; project-board responsibilities.

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The correct answer is B . During evaluate a work package , the team manager periodically assesses actual and forecast performance against the authorized work package and, where applicable, the team plan. This requires consideration of relevant product, quality, risk, issue, lesson, and progress information so that the current status and forecast completion can be determined accurately.

Here, the missing electrical cabling has caused the security-system installation to be forecast one week late and beyond the delegated work-package time tolerance. Because management by exception operates through delegated tolerances, the team manager cannot simply absorb a forecast breach that lies outside the authority provided by the project manager. The project manager must therefore be informed.

The checkpoint report is the normal mechanism by which the team manager reports work-package progress to the project manager. However, a forecast tolerance breach should also be brought promptly to the project manager’s attention rather than waiting passively for routine reporting.

Option A identifies only one aspect of evaluation and fails to address the forecast tolerance breach. Option C incorrectly removes evaluation responsibility from the team manager. Option D bypasses the management hierarchy: a team manager escalates work-package exceptions to the project manager , not directly to the project board.

PRINCE2 7 reference topics: Managing product delivery; evaluate a work package; checkpoint reports; work-package tolerances; management by exception; escalation.

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