Prince2 - Practitioner - Resource - Book - v3.5 PDF

PRINCE2® Practitioner
Resource Book
Version: 3.5
030412
COPYRIGHT NOTICE
This document is the copyrighted intellectual property
of ILX Group plc and may not be copied,
disassembled or in any way modified
without the express and written permission
of ILX Group plc.
PRINCE2® is a Registered Trade Mark of the Office of the Cabinet Office.
© 2009 ILX Group plc

PRINCE2® Practitioner Resource Book

Table of Contents
TOPIC PAGE
Introduction 1
Session 1 - Course Introduction 3
Session 2 - PRINCE2 Walkthrough 5
Session 3 - PRINCE2 Project Simulation 7

PRINCE2 Project Scenario 8
Exercise 1 - Organisation simulation 10
Exercise 2 - Business Case simulation 12
Exercise 3 - Product Based Planning simulation 14
Exercise 4 - Management of Risk simulation 18
Exercise 5 - Quality in a Project Environment simulation 21
Session 4 - Marking Up the PRINCE2 Manual 23
Session 5 - Practical Practitioner Exercises 58
Session 6 - Practitioner Exam Technique 82
Session 7 - Practitioner Exam Simulator 83
Session 8 - Practitioner Exam Questions 84

8(a) - Question Styles 85
8(b) - Sample Exam Papers 89
Practitioner Exam – Scenario 1: Pleasure Park Project 89
Practitioner Exam – Scenario 2: Calendar Project 154

Introduction
Introduction
Welcome to the PRINCE2 Practitioner Resource book. This document is intended to support students
studying the ILX e-learning PRINCE2 Practitioner course and as such, access to a copy of the e-
learning should be considered a prerequisite.
The book reflects the structure and sequence of the e-learning course and where appropriate provides
easy access to the relevant supporting information including:
o Project Scenarios
o Project information including, meeting transcripts, diagrams and project communications
o PRINCE2 Process Map
o PRINCE2 Practitioner exercises
o PRINCE2 Practitioner exam questions and answers
Students should work through each of the lessons completing all questions, exercises simulations and
exam questions prior to sitting the Practitioner examination.
You should allow 25 – 40 hours to complete the full PRINCE2 Practitioner course.
There are three objectives that you need to achieve prior to attending the revision/exam workshop.
These are:
o Develop your basic knowledge of PRINCE2

o Convert from ‘e-learning’ to the ‘PRINCE2 Manual’
o Complete Practitioner style exercises
 Course prerequisites
It is anticipated that students will have completed PRINCE2 Foundation level study prior to
commencing this course.
ILX Group can provide Foundation level courses in the following format:
o E-learning
o Classroom based
If you would like to discuss your requirements further, please call +44 (0)1270 611600.
© 2009 ILX Group plc 1


Course Introduction
1
2
Course Introduction
Introduction
Welcome to the Practitioner section of this PRINCE2 e-learning course.
This section of the course is intended to help you apply your knowledge of PRINCE2 in practical terms
using, amongst other things, activities, exercises and simulations.
By this point you should have completed all the lessons in the Foundation section of the course and
you should be feeling confident about your knowledge of PRINCE2.
If you haven’t already completed your Foundation exam, we recommend that you periodically practice
in the Foundation Exam Simulator, to top up your knowledge and further familiarise yourself with the
style of the Foundation exam questions.
You will have noticed that this section of the course contains several lessons intended to help you with
your Practitioner studies.
We’ll take a few moments to describe each in a little more detail.
 An Advanced PRINCE2 process model walkthrough

This lesson takes a detailed step-by-step look at what is considered by many, as the heart of the
PRINCE2 method, the Process Model. The lesson looks at the processes, sub processes, inputs,
outputs and main decision points which form the cornerstones of the PRINCE2 method.
 PRINCE2 Practitioner Simulations
Putting PRINCE2 in to practice is the subject here. This group of simulations shows how the method is
applied in practical terms whilst testing your understanding.
Based on a typical project scenario, this suite of six simulation based exercises is intended to test and
extend your knowledge of PRINCE2 and to provide a level of understanding required to pass the
Practitioner exam.
The exercises are based on a variety of topics including PRINCE2 Processes, the preparation of a
Business Case, Risk Analysis, Quality, Product Breakdown Structures and Product Descriptions. Each
exercise is stand-alone, and once completed, provides useful feedback and pointers on further
revision and study.
 Marking Up The Manual
This lesson explains how to highlight all the key PRINCE2 manual references. Key information
becomes easier to find, making the best use of your time in the Practitioner exam.
 Practical Practitioner Exercises
This lesson consists of a suite of six exercises intended to test and extend your knowledge of
PRINCE2 and to provide a level of understanding required to pass the Practitioner exam. The
exercises are based on a variety of topics including PRINCE2 Processes, the preparation of a
Business Case, Risk Analysis, Quality, Product Breakdown Structures and Product Descriptions.
Each exercise is stand-alone, and once completed, provides useful feedback and pointers on further
revision and study.

Course Introduction
1
2
 Practitioner Exam Technique
This lesson begins by outlining the PRINCE2 qualification structure and the awarding bodies and
associated accrediting organizations. It goes on to take a detailed look at the make up of the
Practitioner examination questions, the paper based documents used in the examination and provides
practical guidance on how to approach and answer the Practitioner level examination questions.
 PRINCE2 Practitioner Exam Simulator
We’ve also included a full electronic version of the PRINCE2 Practitioner exam plus two further mini
exams to help familiarise you with the style and nature of the Practitioner exam.
The Exam Simulator is timed and scored, just like the real exam, providing you with as near to exam
conditions as possible.

PRINCE2 Walkthrough
2
PRINCE2 Walkthrough
2
Introduction
Welcome to this chronological walkthrough of a project managed using the PRINCE2 method.
This lesson starts by introducing the major processes identified in PRINCE2. The second part of the
walkthrough will cover the main management products ‘input to’ and ‘output from’ each of the
processes.
In a nutshell, this is a summary of the context diagrams of the sub processes in the PRINCE2 Manual.
We call our map ‘PRINCE2 on a Page!’
Although there is much more detail of the sub processes and the appropriate Management Products in
the PRINCE2 manual, our process map is analogous to a jigsaw puzzle which could be printed on the
front of the PRINCE2 Manual. It explains the individual pieces of the PRINCE2 method and how they
link together as a composite picture when applied to running projects.
This lesson also explains the symbols used on the process map and the significance of the colour
scheme.

PRINCE2 Walkthrough
2
 An Advanced PRINCE2 process model walkthrough

2

PRINCE2 Walkthrough
3
PRINCE2 Project Simulation

2
Introduction
Welcome to the PRINCE2 Practitioner Simulation.
At the centre of this multifaceted simulation is a project scenario typical of those you’ll encounter in the
PRINCE2 Practitioner examination. The scenario introduces you to an organisation intent on
improving its operational efficiency and increasing its range of customer services. You will take the
role of a consultant project manager hired to advise the organisation on its facilities project.
The simulator also contains several complex activities on some key practitioner-level subject areas,
including Business Case, Management of Risk, Organisation, Product Based Planning and Quality.
Each activity is stand-alone and provides valuable feedback on your given answers.
You should reference the scenario and any supporting documents whenever you see fit. Feel free to
attempt the scenarios in any order.

PRINCE2 Walkthrough
3
Project Scenario
2
Recent changes to the lending criteria of an international bank have made it financially advantageous
for one of its customers to make some strategic changes. The organisation intends to reduce its
dependency on overdraft and capital loans services, improve its operating efficiency and increase its
range of customer services.
Proposals by senior managers have resulted in a decision to use a programme to bring about these
changes. Currently there are three projects in this programme:
These are project 1 – Accounts, project 2 – Facilities and project 3 – Staff.
 The objective of the Accounts project is the integration of the numerous accounting practices
into one coherent process. This will use a software package now under development by an
external software house.
 The Facilities project intends to bring about a reduction in the space utilisation and associated
running costs by:
o constructing an extension to the North West branch building
o upgrading the facilities of the North West branch building
o transferring all operations and necessary staff to the North West branch
o and disposal of un-required assets
 Finally the Staff project involved the assessment of the staffing needs of the organisation for the
next five years. This project closed a few days ago having produced the confidential document
known as ‘Proposed Staffing Needs’ which was approved at the highest level.
You are a consultant Project Manager hired to advise the organisation on the second project -
Facilities. It is your responsibility to help the organisation use PRINCE2 as its preferred project
management method.
Several people have been trained to Foundation level and one has been successful at Practitioner
level. However, most employees are unfamiliar with projects so you will need to mentor them in the
best use of PRINCE2.
Whilst discussing the situation with the Chief Executive you touched on the company’s growth
predictions. She indicated that although they are realistic in the current economic climate it would not
take much for demand to rise sharply.
The Project Mandate recommended that the project should be undertaken in three stages.
 Stage 1. This is the Initiation Stage for the development of the Project Initiation Document and
the Stage Plan for Stage 2.
 Stage 2 – this stage will include the following:

o Upgrading the facilities at the North West branch.
o Inviting tenders from external construction companies for the extension to the North West
branch and choosing the successful contractor.
o Obtaining market values for the South East branch building and putting the building up for
sale.
 Stage 3 – this stage will include the following:

PRINCE2 Walkthrough
3
o Building the extension to the North West branch building.

2
o Moving all necessary staff and operations to the North West site.
o Closing the project.
Early estimates suggest that this project may take 15-18 months to complete.

PRINCE2 Walkthrough
3
Exercise 1 – Organisation Simulation

2
 Summary Details of all Candidates
Angela Brown (Chief Executive) – I’ve benefited from the organisation’s growth over the past few
years with promotion from Service Delivery Manager through Head of Operations to Chief Executive. I
see it as my responsibility to ensure that the programme is a success so I can hand onto my
successor a thriving and efficient organisation.
Debbie Davies (Head of Finance) – I joined the organisation a few months ago from a senior position
in the finance sector and have been tasked with ensuring that the organisation spends every penny on
projects and ‘business as usual’ in the most cost effective way.
George Goldman (Head of Services) –I’ve worked my way up from maintenance electrician and fully
intend replacing Angela when she retires. This project is my chance to show what I can do and I’ll
push it through at all costs if need be. I fully understand the needs of external suppliers.
Steven Chang (Head of Operations) – After seven years in the job I have eventually got the
Operations division into reasonable shape. I know it’s not perfect and changes are still required. I have
fully researched the services we deliver and have formed some business based views on how we
might improve them.
Amrit Sond (Accountant) – I enjoy my job and don’t want promotion as I have huge domestic
responsibilities. Nonetheless there are times in my day when I could undertake investigative type
work. I really enjoy analysing the actual state of things and recommending appropriate courses of
action – especially in areas involving finance.
Joe Simmons (Book-keeper) – (A note handed to you by someone in Human Resources reads: “Joe
is likeable and enthusiastic but makes costly mistakes. He is too focused on becoming Head of
Finance and thinks that his move from Mechanical Services was a promotion. He may not last long in
the organisation!”).
Emily Duncan (Personal Assistant) – Now that I’ve organised Steven’s office activities I have more
time to devote to other aspects of the business which need someone to pay attention to detail. I would
like to use the PRINCE2 understanding I gained on my Foundation course.
Brian Hardman (Buildings Manager) – I’ve got over twenty years experience in building construction
and maintenance. My company went into liquidation in the last downturn and I have decided to remain
as an employed person. During the last five years in this position I have brought all the data on the
buildings up to date.
Jeff Wall (Mechanical Services) – I’m keen to be involved with the refurbishment of the buildings we
have. My team of people has the whole range of technical skills necessary for refurbishment work but
we may have to employ some contract staff at peak workload times.
Monica Shapiro – I headed up the work to update the data on the electrical services for Brian and
can now confidently organise my staff to alter any of the facilities to meet future needs.

PRINCE2 Walkthrough
3
2
Stacey Brewins (Service Designer) – I’ve designed all but one of the services we provide to clients. I
know what our clients need and can translate that into proposals for service delivery. I have an
impressive background in project work, have been released from the technical work of the
organisation and recently passed my PRINCE2 Practitioner exam.
Michael Hanes (Service Delivery Manager) – I‘ve made some improvements to the North West
(NW) branch over the last few months and have made it the most efficient part of Service Delivery. We
could do better but that would need some amalgamations – with all that implies.
Richard Gamble (Service Delivery Manager) – I look after the South East (SE) branch but don’t
agree with all the paperwork imposed on me. I take a few short cuts – but I get the work done. I
usually answer to my nickname ‘Risk’.

PRINCE2 Walkthrough
3
Exercise 2 – Business Case Simulation

2
 Interview Transcript
Interviewer “Hi Angela, It’s good of you to take the time to tell us about your vision for the
company, especially your views on the Facilities Rationalisation project which is just
getting underway.”
Angela “Thank you. As you know this project is part of a programme of initiatives I have
sponsored to ensure that we are well placed to take advantage of the market over
the next seven years. We have just completed a study into the possible ways we
could move forward. One of the major problems facing us has been the time and
money incurred between our two north west sites. It doesn’t seem to matter where
you were located; the person you needed to talk to always seemed to be in the other
building.
Additionally, the cost of running two buildings has escalated significantly in the last
two years.”
Interviewer “Indeed I’ve noticed that extra travelling time myself – it can be very frustrating. Are
there any other drivers for this initiative?”
Angela “Oh, yes. We have recently concluded a project looking at staffing needs and the
consolidation of the accounts package will bring significant advantages.”
Interviewer “Can we be assured that redundancies are not part of the proposals?”
Angela “Oh yes, whilst there are significant advantages to be gained if we implement the
recommendations of the staffing project, redundancies are not part of the equation.”
Interviewer “How much do you think the project will cost?”
Angela “Well it’s difficult to estimate it exactly at this stage, but we estimate building costs at
£1,000 per square metre and we’re allowing for a 4,000 square metre extension,
which will cater for 400 people. That’s 200 staff from the satellite building and allows
for expansion in the future. So we’re allowing a total of £4m in the budget.”
Interviewer “I can see the rationale in that, but it seems like a lot of money. Did you consider any
other solutions?”
Angela “Yes. The study considered a number of things. Firstly, moving location altogether,
but as we own both the buildings this seemed excessively costly and very disruptive
for staff.
Secondly we considered staying as we were, but re-organising into different work

streams. However as we are a matrix type of organisation this seemed a backward
step.
Or, by extending, we can co-locate all the staff for a modest investment in the
building and sell off the satellite site. This provides us with cost savings almost from
day one. This was documented as our preferred option.

PRINCE2 Walkthrough
3
We costed out a further option – which was ‘do nothing’. This ensured
2 that the
selected option was both cost effective and offered value for money.”
Interviewer “So when do you expect the extension to be ready?”
Angela “Assuming that the planning permission goes to plan in the next 4 months, I’m
hoping that the build will be completed in 12 months and we’ve allowed a couple of
months for moving and finalising the extension. So a total of 18 months.”
Interviewer “So how have you justified this expenditure to the board?”
Angela “Well there are a number of things I reported.
The consolidation of the accounts software will only cost £250,000 and we shall
save approximately £100,000 p.a. in reconciliation activities. This includes the time
wasted by my Accounts team.
Most importantly we will save £250,000 per annum on rent and rates.
We expect to realise £2.5m from the sale of the satellite building and the savings on
expenses should amount to about £25,000 per annum. Saved time by integrating
the work of both offices amounts to another £50,000 per annum, so we expect to get
payback within 5 years.
Additionally, the general improvement in staff morale will provide a number of

benefits to us.”
Interviewer “I understand that we are using PRINCE2. Will that ensure we deliver on time and
on budget?”
Angela “It’ll certainly help. Assuming that everything goes to plan then we’ll be spot on.
However, whilst the extension is relatively problem free we could have difficulties
with selling the old site and it is very important that we address the communication
with the staff so that they integrate and enjoy the new premises.”
Interviewer “How do you propose to address these issues?”
Angela “This interview is the first of a series of communication initiatives. We also intend to
run a series of road shows that we hope all staff will attend to keep everyone
informed of project progress and will encourage feedback from the staff.”
Interviewer “Thank you for your time Angela.”
Angela “Thank you.”

PRINCE2 Walkthrough
3
Exercise 3 – Product Based Planning Simulation

2
 Planning Workshop Transcript
Stacey “Welcome to this project planning workshop. As you know I’m the project manager
and I’d like to discuss the requirements for the project with a view to establishing a
product breakdown structure and flow diagram.
Before we start, Emily will take notes and just to make sure she knows who you all
are can we just have a roll call for Emily, just for the record?”
Brian “Hi I’m Brian Hardman and my responsibility is to provide Assurance to George
Goldman, the Senior Supplier.”
Jeff “Jeff Wall, Team Manager for the mechanical side of things.”
Monica “Hello, I’m Monica, Team Manager for electrical services.”
Michael “Mike Hanes, Service Delivery Manager, doing assurance for the Senior User. This
is all a bit new to me Stacey, could you just explain what you mean by a Breakdown
Structure?”
Stacey “No problem Mike. All I want to achieve today is to generate a list of products or
deliverables that we need to create in order to complete the project. It’s a first pass
to help us identify the scope of the project and the work involved. Because we’re
dealing with products we call it a product breakdown structure and it’s basically a
structured list of things to make, build or buy in.”
Monica “What’s the Flow diagram?”
Stacey “This is like a network of activities in MSProject, except that it’s a network of
products. It shows the order that we’ll develop the products.”
Michael “Thanks Stacey, that’s cleared it up for me. How are we going to go about it then?”
Stacey “I’d like you just to think about the project for a few minutes and then shout out your
products and I’ll draw them up on the flipchart.”
TIME PASSES
Jeff “I guess the first thing will be getting the plans sorted out and then there’ll be
planning permission.”
Monica “Yes, and then there’s all the decorating to sort out.”
Stacey “What do you think that will entail?”
Michael “Well last time we had a décor plan. I need to make sure we get the right furniture
items – flat-pack desks, chairs and storage units for example. And the carpets
need to tie in with the colour scheme.”
Jeff “There’ll have to be a contract and that means an Invitation to Tender, we call it an
ITT. We’ll have to evaluate the replies. The Contracts Manager normally does
that.”

PRINCE2 Walkthrough
3
Monica “I’ll need to get all the IT sorted out, Cables, PCs, Printers and the Servers.”
2
Michael “Yes, that’s very important. My lot will want to get involved in the testing.”
Stacey “Don’t forget the building works. There’ll be foundations for a start, walls and the
roof of course.”
Emily “What about the old building, isn’t that being sold?”
Michael “Yes, quite right, Angela wants it sold so we’ll have to place an advert and get an
agreed sale. Then when it’s all done we can move the staff so we’ll need a contract
with a removal company.”
Stacey “Thanks for that everybody, I think we’ve gone as far as we can for now. Perhaps
you’ll be thinking about the risks – opportunities and threats please before our next
meeting. Emily will get this written up and out to you by close of play today. Bye for
now.”
Jeff “Bye everybody, see you later.”

Monica
Michael
Emily


Product Breakdown Structure

New Building
Furniture / Flooring Infrastructure Sale IT

Group Group Group Group

Sample Product Breakdown Structure
3
Plans ITT Contract Walls Roof Foundations PC’s Printers Servers Cables
Planning Replies
Permission
Advert Agreed Removal

2
Carpets & Desks Chairs Storage Décor

Flooring Plan Sale Contract
PRINCE2 Walkthrough
16
3
 Sample Product Flow Diagram

2
Product Flow Diagram
ITT Replie Contract Foundations Walls Roof

s
Planning
Permission Printers
Décor Carpets & Cables PCs

plan Flooring
Chairs
Plans
Servers
Desks
New Building
Advert
Storage Units
Removal
Contract
Agreed Sale

3
Exercise 4 – Management of Risk Simulation

 Communication Transcript
Communications to Stacey
No. Method Detail From
1 Phone “Hi Stacey. Brian Hardman
Just a thought. There may be some objections to the planning

application causing a delay to the project.”
2 Email Dear Stacey. Angela (CEO)
For your information. Due to the fall in property prices the sale
of the old building has been postponed.
Regards
Angela
3 Email Hi Stacey, Brian Hardman
There may be problems with the foundation work for the

extension resulting in delays and additional costs.
Brian Hardman
4 Phone “Hello Stacey, it’s Michael Hanes here. Michael Hanes
I was thinking about the buildings project and it occurred to

me that the staff may not actually like the décor plan.”
5 Email Dear Stacey, Michael Hanes

I had a meeting earlier today with some of the staff
representatives. I thought I should let you know that the
Unions are unhappy about the proposed move. This is
something that we will have to address.
Let me know your thoughts.
Regards
Michael
6 Meeting We have discovered that the IT system hasn’t enough Monica Shapiro
capacity to cater for the additional users.

3
7 Phone “Hi Stacey, Mike here. Michael Hanes
Following on from my earlier email and the meeting I had with

the staff representatives…
Well, have we considered involving the staff in discussions

about the new extension – they might have some good ideas.
I’d appreciate your thoughts.”
8 Email Dear Stacey, Angela (CEO)
I hope all is going well for you on the building extension

project.
If the cost savings have been exaggerated the project will not
pay for itself as suggested in the Business Case. This will need
to be considered.
Best Regards
Angela
9 Meeting The staff from the other building may not integrate and morale Mike Hanes
will suffer.
10 Email Hi Stacey, Brian Hardman
I’ve just been informed that the structural engineers have found
a problem with the architect’s proposal. It concerns the access
route into the extension.
Could you get back to me when it’s convenient?
Thanks
Brian.

3
 Risk Parameters
Parameters for probability and impact have been identified as follows:
Probability: Low – not very likely to happen

Medium – it has a 50/50 chance of happening
High – very likely to happen
Impact on Time: Low – less than 3 weeks delay

Medium – 3 to 7 weeks delay
High – more than 7 weeks delay
Impact on Cost: Low – increase less than 10% in cost

Medium – 10 - 20% increase in cost
High – more than 20% increase in cost
Impact on benefit: Low – benefits reduced by less than 5%

Medium – benefits reduced by 5 - 10%
High – benefits reduced by more than 10%

3
Exercise 5 – Quality in a Project Environment Simulation
 Meeting Transcript
Stacey “Hi, Claire. Thanks for coming in this morning.”
Claire “No problem Stacey. We’re really looking forward to this job. I just want to make sure
we get it right first time and that you’re pleased with the result.”
Stacey “That’s great. We’re starting the planning of the project and one of the most important
things that PRINCE2 suggests we do is write Product Descriptions for each of the
products we’re having delivered. One of the key aspects of each description is the
quality criteria as this makes sure that what we get is what we wanted. Hence our
meeting as I want to produce a Description for the Décor Plan, which is something
that you will be doing for us.”
Claire “Sounds great to me. It sounds like it’ll save a lot of confusion to-ing and fro-ing
between me and you as I try to get to grips with what you want. How can I help?”
Stacey “Well I know that the reason for having a décor plan is to make sure we can sign off
your designs before you start work, but how does it help you?”
Claire “Well, it’ll make sure that I know what colours are going where and I’ll be able to order
the right amount of materials, which should keep the costs to a minimum.”
Stacey “That’s great. I’m assuming that the architect will tell you what the colours will be?”
Claire “That’s correct. It would also be useful if he were to provide a set of drawings
showing the relationships between the colours.”
Stacey “Is there anything else that would be useful?”
Claire “Yes, it would be useful to have a list of RAL colours and swatches so you can see
exactly what the colours will look like. An artist’s impression of the main areas would
also be good for you too.”
Stacey “Okay, let’s include those as well, although I guess we could do without the artist’s
impression. Where will you get them from?”
Claire “The RAL numbers and artist’s impression from the architect, and I’ll provide the
swatches.”
Stacey “When will you have completed the décor plan Claire?”
Claire “It won’t take me any longer than three weeks from now.”

3
Stacey “That’s good news – it’ll have to be in the standard format. How will we know that
you’ve done it properly then Claire?”
Claire “Well I’m hoping that the architect will check it and also your Senior User and maybe
some of the people within the departments. That’s what usually happens with my
clients and it makes sure that the end users have bought into the scheme.”
Stacey “I guess they’ll have to check that you’ve included everything and that the colours are
correct. We’ll use the quality review technique for this, I think.”
Claire “Sounds good to me! Well, if that’s all I’ll be getting along – I’ll hear from you in a
couple of days then?”
Stacey “Yes you will. Thanks for your time.”

Marking Up a PRINCE2 Manual
4
Marking Up the PRINCE2 Manual
Marking up Exercise - Table of Contents
Overview: Introduction to the exercise 24

PRINCE2 manual Chapter title P2 manual Resource
chapter page book page
number number
Chapter 1 Introduction 3 25
Chapter 2 Principles 11 26
Chapter 3 Introduction to PRINCE2 Themes 17 28
Chapter 4 Business Case 21 28
Chapter 5 Organization 31 30
Chapter 6 Quality 47 33
Chapter 7 Plans 61 35
Chapter 8 Risk 77 38
Chapter 9 Change 91 41
Chapter 10 Progress 101 42
Chapter 11 Introduction to processes 113 45
Chapter 12 Starting up a Project 121 45
Chapter 13 Directing a Project 135 47
Chapter 14 Initiating a Project 149 49
Chapter 15 Controlling a Stage 167 51
Chapter 16 Managing Product Delivery 185 53
Chapter 17 Managing a Stage Boundary 193 54
Chapter 18 Closing a Project 205 55
Chapter 19 Tailoring PRINCE2 to the project environment 215 56
Appendix A Product Description Outlines 235 56
Appendix C Roles and responsibilities 269 57

4
Overview:
This document has been compiled to provide students who are using the ILX Group Computer based
Training or On-line Study programme to gain the PRINCE2 Foundation qualification or in preparation
for the PRINCE2 Practitioner Exam.
The purpose of the document is to provide students with an insight into the PRINCE2 manual and to
identify many of the key statements in the manual; it also serves as an exercise for those going on to
the Practitioner Exam to break them out of the CBT and into the manual.
Candidates may take a copy of the PRINCE2 manual into the Practitioner examination. If students are
not familiar with the contents of the manual, valuable time may be lost, trying to find the appropriate
information during the exam. Highlighting the manual will act as a reference to key statements and
areas of the manual that are required for the Practitioner paper.
Task:
Work through the exercise reading and highlighting the PRINCE2 manual as suggested, annotating
the margin with any notes you feel will assist you.
Hint:
It is suggested that the student refers to the e-learning material on a section at a time basis, and then
refers to the manual and highlights the appropriate elements as suggested. This will help to
emphasise the context of the information and, through reading the supporting text, facilitate further
learning, familiarisation and appreciation of the PRINCE2 method.
Many of the suggested highlighted sections of the manual relate directly to Foundation Exam
questions. In many cases, the context of the statement to be highlighted has been left deliberately
vague in this document. This is to ensure that the student reads and understands the full text involved
and also reads the text associated with the highlighted element.
It is suggested that, prior to undertaking the e-learning Foundation course and highlighting exercise,
the manual chapters should be ‘tabbed up’ for ease of reference – this will be especially useful when
progressing to the Practitioner Exam.
Walk Through Example:

The PRINCE2 manual is a bound guide, although the table of contents is very comprehensive, we
have found that students who put tabs into the manual can find their way round much quicker. E.g.
using small post-it-notes adding one per Process and one per Theme along the long edge, and one for
the Tailoring chapter and Appendices along the short edge. Now, with a highlighter and pencil work
through the exercise below.
Materials Required:
Highlighter Pen, Pencil/pen, small post-it-notes
PRINCE2 Manual.
Time Required:
Approx 4-5 hours in total.
It should be noted that the highlighting exercise is intended as a revision aide, and should not in itself
be considered as a guide to passing either of the PRINCE2 exams. It should be used in conjunction
with other learning materials to provide an all round learning experience.

4
CHAPTER 1 – INTRODUCTION
Page Section S Sentence beginning NOTES

Heading P Paragraph beginning
B Bullets
D Diagram
H Heading
TB Text Box
3 1.3 TB A project is a temporary organization..

3 1.3 S There are a number of …
3 1.3 B Change Word only
3 1.3 B Temporary Word only
3 1.3 B Cross functional Words only
4 1.3 B Unique Word only
4 1.3 B Uncertainty Word only
4 1.4 TB Project management is the planning ..
4 1.5.2 S There are six variables involved ..
5 1.1 D Project Management
5 1.5.2 B Headings only : Costs, Timescales,
Quality, Scope, Risk, Benefits
6 1.6.1 P It is not intended (or possible) …
6/7 1.6.1 B Headings only : Specialist aspects, Words only
Detailed techniques, Leadership Capability
6 1.3 D OGC best-practice guidance
7 1.6.1 B Detailed techniques Words only
7 1.6.1 B Leadership capability Words only
7 1.7 H BENEFITS OF PRINCE 2
7 1.7 S Before introducing the structure of the …
7 1.7 B All fourteen bullet points

4
CHAPTER 2 – PRINCIPLES

B Bullets
D Diagram
H Heading
TB Text Box
11 2 S Principles are characterized as:

11 2 B All three bullet points
11 2 S The seven PRINCE2 principles can be
summarised as:
11 2 B All seven bullet points
11 2.1 TB A PRINCE2 project ..
11 2.1 S A requirement for a PRINCE2 project ..
11 2.1 B All three bullet points
11 2.1 P In PRINCE2, the justification …
11 2.1 S If, for whatever reason, the project ..
12 2.2 TB PRINCE2 project teams learn ..
12 2.2 S In PRINCE2, learning from …
12 2.2 B When starting a project Words only
12 2.2 B As the project progresses Words only
12 2.2 B As the project closes Words only
12 2.2 S It is the responsibility …
12 2.3 TB A PRINCE2 project ..
12 2.3 P To be successful, projects must have an …
12 2.3 S All projects have the following primary …
12 2.3 B Business sponsors Words only
12 2.3 B Users Word only
12 2.3 B Suppliers Word only
13 2.4 TB A PRINCE2 project is planned ..
13 2.4 S At the end of each stage, …
13 2.4 S Planning can only be done to a level …
13 2.4 S PRINCE2 overcomes the planning …
13 2.4 S PRINCE2 requires there to be a minimum of
…
13 2.5 TB A PRINCE2 project has defined tolerances ..
13 2.5 P PRINCE2 enables appropriate governance ..
13 2.5 B Delegating authority from one management ..
13 2.5 B Time, Cost, Quality, Scope, Risk, Benefit Headings of bullet points
CHAPTER 2 – PRINCIPLES (continued)

4

B Bullets
D Diagram
H Heading
TB Text Box
13 2.5 B Setting up controls …

13 2.5 B Putting an assurance mechanism in place …
14 2.6 TB A PRINCE2 project focuses on …
14 2.6 S A successful project is output-oriented ..
14 2.6 S The purpose of a project is to fulfil …
14 2.6 P The ‘product focus’ supports almost …
14 2.7 TB PRINCE2 is tailored to suit ..
14 2.7 S The value of PRINCE2 is that …
14 2.7 S If PRINCE2 is not tailored, it is unlikely …
14 2.7 S The purpose of tailoring is to:
14 2.7 B Both bullet points
14 2.7 S Tailoring requires the Project Manager …
14 2.7 P To ensure that all those people involved ..

4
CHAPTER 3 – INTRODUCTION TO PRINCE2 THEMES

B Bullets
D Diagram
H Heading
TB Text Box
17 3.1 S The PRINCE2 themes describe aspects ..

17 3.1 S The PRINCE2 processes address …
17 3.1 D The PRINCE2 themes
17 3.1 D Themes: Business Case to Progress All Theme headings
17 3.1 D Answers: Why to Should we carry on? All Answer headings
CHAPTER 4 – BUSINESS CASE

B Bullets
D Diagram
H Heading
TB Text Box
21 4.1 TB The purpose of the Business ..
21 4.1 S It is a PRINCE2 principle …
21 4.1 P The business justification is …
21 4.1 S The reasons for undertaking …

21 4.1 S This is based on whether the project …
21 4.1 P The Senior User(s) is responsible ..
21 4.1 P In PRINCE2, the Business Case is ..
21 4.2.1 P Since this viability question ..
21 4.2.2 B All three bullet points
22 4.2.3 S The reasons for undertaking projects ….
22 4.1 D Relationship between outputs, outcomes and
benefits
22 4.3 P In PRINCE2, the Business Case …
22 4.3.1 S In PRINCE2 the Executive …
23 4.2 D The development path of the Business Case
23 4.3.1 S If not, then the Project …
23 4.3.1 S Due to the inputs …
23 4.3.2 S The Business Case drives …
23 4.3.2 S To drive the decision making ..
23 4.3.2 B All eight bullet points
23 4.3.2 S It is the responsibility of the Executive …
CHAPTER 4 – BUSINESS CASE (continued)

4

B Bullets
D Diagram
H Heading
TB Text Box
24 4.3.3 S The approach to confirming benefits is to:

24 4.3.3 B All four bullet points
24 4.3.3 S By default, the Executive is responsible …
24 4.3.3 S The Benefits Review Plan is first created …
24 4.3.3 S The benefits that can be measured during …
25 4.3.3 S The post-project benefits review(s) will
25 4.3.4 S It typically contains:
25 4.3.4 B All nine bullet points
25 4.3.4.1 H Reasons
25 4.3.4.1 S The Business Case should explain ..
25 4.3.4.2 H Business options
25 4.3.4.2 B All three bullet points
25 4.3.4.3 H Expected benefits
25 4.3.4.3 S The Business Case should list each …
25 4.3.4.3 P Benefits can be financial and non-financial …
25 4.3.4.3 B All five bullet points
26 4.3.4.3 S If the project includes benefits that cannot ..
26 4.3.4.4 H Expected dis-benefits
26 4.3.4.4 S A dis-benefit is an …
26 4.3.4.5 H Timescale
26 4.3.4.5 S Corporate and/or programme …
26 4.3.4.6 H Costs
27 4.3.4.7 H Investment appraisal
27 4.3.4.8 H Major risks
27 4.4 TB Investment appraisal techniques
28 4.1 D Responsibilities relevant to the Business
Case

4
CHAPTER 5 - ORGANIZATION

B Bullets
D Diagram
H Heading
TB Text Box
31 5.1 TB The purpose of the Organization theme ..

31 5.1 S PRINCE2 is based on a customer/supplier ..
31 5.1 P One of the principles of PRINCE2 is …
31 5.1 S A successful project management …
31 5.1 B All four bullet points
31 5.2.1 H Project
31 5.2.1 S PRINCE2 defines a project as …
31 5.2.2 S A project which forms part of …
31 5.2.4 S In order to be flexible …
31 5.2.4 S It defines roles, each .
31 5.2.5 H Three project interests
32 5.2.5 S Figure 5.1 shows the three primary interests..
32 5.1 D The three project interests
32 5.2.5 B Business Highlight heading
32 5.2.5 B User Highlight heading
32 5.2.5 B Supplier Highlight heading
32 5.2.5 S ‘Customer’ can usually be interpreted …
32 5.3.1 H Levels of organization
32/ 5.3.1 S The project management structure has …
33
33 5.2 D The four levels of management within the
project management structure
33 5.3.1 B Corporate or programme management Highlight heading
33 5.3.1 B Directing Highlight heading
33 5.3.1 B Managing Highlight heading
33 5.3 D Project management team structure
34 5.3.1 B Delivering Highlight heading
34 5.3.2.1 H Project management team structure
34 5.3.2.1 S A project management team is a temporary
structure
34 5.3.2.1 S The Executive (representing the …
34 5.3.2.1 S Some of the PRINCE2 responsibilities ..
34 5.3.2.1 S For example:
34 5.3.2.1 B Highlight both bullet points
CHAPTER 5 – ORGANIZATION (continued)

4

B Bullets
D Diagram
H Heading
TB Text Box
34 5.3.2.1 S PRINCE2 provides role description outlines …

34 5.3.2.2 S PRINCE2 defines the duties…
34 5.3.2.2 B All eight bullet points
34 5.3.2.2 S A good Project Board should …
34 5.3.2.2 B Authority Word only
35 5.3.2.2 B Credibility Word only
35 5.3.2.2 B Ability to delegate Words only
35 5.3.2.2 B Availability Word only
35 5.3.2.2 S The frequency and detail …
35 5.3.2.2 H Executive
35 5.3.2.2 S Although the Project Board is responsible ..
35 5.3.2.2 S The Executive’s role is to ensure …
35 5.3.2.2 S Throughout the project, the ….
35 5.3.2.2 H Senior User
35 5.3.2.2 P ‘The Senior User(s) is responsible for specifying ..
35 5.3.2.2 S The Senior User role commits user …
35 5.3.2.2 P The Senior User(s) specifies the benefits and is
held …
35 5.3.2.2 H Senior Supplier
35 5.3.2.2 S The Senior Supplier(s) represents the interests ..
36 5.3.2.2 S If necessary, more than one person …
36 5.3.2.3 S Project Board members are responsible …
36 5.3.2.4 H Change Authority
36 5.3.2.4 S One consideration at project initiation …
36 5.3.2.4 S To facilitate this, the Project Board …
36 5.3.2.4 B All four bullet points
37 5.4 D Possible reporting structure using user and
supplier groups
38 5.3.2.6 H Project Manager
38 5.3.2.6 S The Project Manager is the single focus …
38 5.3.2.6 S The Project Manager manages the Team
Managers
38 5.5 D The many facets of the Project Manager role
38 5.3.2.7 H Team Manager
38 5.3.2.7 P The Team Manager’s primary responsibility ..
CHAPTER 5 – ORGANIZATION (continued)

4

B Bullets
D Diagram
H Heading
TB Text Box
38 5.3.2.7 S The Team Manager role may be assigned to

the Project Manager…
38 5.3.2.7 S Among these are the size of the project …
39 5.3.2.7 S If the Team Manager comes from …
39 5.3.2.8 H Project Support
39 5.3.2.8 S Project Support is the responsibility ..
39 5.3.2.8 S It is important to stress that the role of Project
…
39 5.3.2.8 S Project Support and Project Assurance roles …
39 5.3.3 H Working with the project team
39 5.3.3.1 H Balancing the project, team and individual
40 5.3.3.2 H Training needs for project teams
40 5.3.3.3 H Part-time teams
40 5.3.4 H Working with the corporate organization
40 5.3.4.1 H Line management/functional management
41 5.3.4.2 H Centre of excellence
41 5.3.4.2 S The concept of a centre of excellence is that ..
41 5.3.4.2 S A centre of excellence can be useful where :
41 5.3.5 H Working with stakeholders
41 5.3.5.1 H Types of stakeholder
41 5.3.5.1 P ‘There are likely to be individuals or groups ..
41 5.3.5.2 H Stakeholder engagement
41 5.3.5.2 S Stakeholder engagement is the process of ..
42 5.3.5.3 H The Communication Management Strategy
42 5.3.5.3 S The Communication Management Strategy
contains …
43 5.1 D Responsibilities relevant to the Organization
theme

4
CHAPTER 6 - QUALITY

B Bullets
D Diagram
H Heading
TB Text Box
47 6.1 TB The purpose of the …

47 6.1 S The Quality theme defines ..
47 6.1 B Both bullet points
47 6.2 H QUALITY DEFINED
47 6.2.1 H Quality
47 6.2.1 P Quality is generally defined as …
47 6.2.2 H Scope
47 6.2.2 S The scope of a plan is …
47 6.2.3 H Quality management and quality management
systems
47 6.2.3 S Quality management is defined .
48 6.2.4 H Quality planning
48 6.2.4 P To control anything, including quality ..
48 6.2.5 H Quality control
48 6.2.5 S Quality control focuses on the …
48 6.2.5 B Both bullet points
48 6.2.6 S Quality assurance provides a check ..
48 6.2.6 S Quality assurance activities are outside the …
48 6.2.6 S The term ‘quality assurance’ ..
48/49 6.2.6 S Quality assurance should not be confused …
48 6.1 D The relationship between Project Assurance and
quality assurance
49 6.2.6 S However, Project Assurance and..
49 6.3 S The first two of these are covered ..
49 6.1 D The quality audit trail
50 6,3,1 H Quality planning
50 6.3.1 S The purpose of quality planning …
50 6.3.1 B Project Board agreement Words only
50 6.3.1 B Communicating Word only
50 6.3.1 B Control Word only
50 6.3.1 S Quality planning comprises:
50 6.3.1 B All six bullet points
50 6.3.1.1 H The customer’s quality expectations

4
CHAPTER 6 – QUALITY (continued)

B Bullets
D Diagram
H Heading
TB Text Box
50 6.3.1.1 S To avoid misinterpretations …

51 6.3.1.2 H Acceptance criteria
51 6.3.1.2 S The project’s acceptance criteria ..
51 6.3.1.2 P Acceptance criteria should be ..
51 6.3.2.1 TB Example of a prioritization technique – MoSCoW This heading only
51 6.3.1.3 H The Project Product Description
51 6.3.1.3 S The Project Product Description includes:

52 6.3.1.4 H The Quality Management Strategy
52 6.3.1.4 S The Quality Management Strategy is prepared ..
52 6.3.1.4 S The Quality Management Strategy is maintained,
subject ..
52 6.3.1.5 H Product Descriptions
52 6.3.1.5 P Once detailed planning gets underway, ..
52 6.3.1.5 P The level of detail in a Product Description ..
52 6.3.1.5 S Care should be taken not to write ..
52 6.3.1.5 H Quality criteria
52 6.3.1.5 S The quality criteria should be of sufficient …
52 6.3.1.5 H Quality tolerances
52 6.3.1.5 S Quality tolerances for a product can be …
53 6.3.1.5 H Quality methods
53 6.3.1.5 S The quality methods section of the Product ..
53 6.3.1.5 H Quality responsibilities
53 6.3.1.5 S The responsibilities will fall …
53 6.3.1.5 B Highlight headings in all three bullet points
53 6.3.1.6 H The Quality Register
53 6.3.1.6 P The Quality Register is effectively a diary …
53 6.2 D Example of a Quality Register
54 6.3.2 H Quality control
54 6.3.2 S Quality control comprises:
54 6.3.2.1 H Quality methods
54 6.3.2.1 B In-process methods’ Bold heading only

4
CHAPTER 6 – QUALITY (continued)

B Bullets
D Diagram
H Heading
TB Text Box
54 6.3.2.1 B Appraisal methods Bold heading only

54 6.3.2.1 S A systematic but flexible …
55 6.3.2.1 TB All text box contents
56 6.3.2.1 TB All text box contents
56 6.3.2.1 P The formal approval of a product ..
56 6.3.2.1 S The PRINCE2 quality review …
56 6.3.2.1 H Stakeholder engagement Bold heading only
56 6.3.2.1 H Leadership Bold heading only
57 6.3.2.1 H Team Building Bold heading only
57 6.3.2.1 H Developing individuals Bold heading only
57 6.3.2.1 H Quality documentation Bold heading only
57 6.4.2.1 H Quality culture Bold heading only
57 6.3.2.2 H Quality records
57 6.3.2.2 S The records support entries in the Quality …
57 6.3.2.3 H Approval records
57 6.3.2.3 P While quality records provide …
57 6.3.2.4 H Acceptance records
57 6.3.2.4 S But during the Closing a Project process …
57 6.3.2.4 S PRINCE2 uses the term ‘acceptance’ to …
57 6.3.2.4 S Acceptance may be qualified, and documented .
58 6.3 D Responsibilities relevant to the Quality theme
CHAPTER 7 – PLANS

B Bullets
D Diagram
H Heading
TB Text Box
61 7.1 TB The purpose of the ..

61 7.1 S Planning provides all personnel involved …
61 7.2.1 H What is a plan?

4
CHAPTER 7 – PLANS (continued)

B Bullets
D Diagram
H Heading
TB Text Box
61 7.2.1 P A PRINCE2 plan is more comprehensive …

61 7.2.1 P Plans are the backbone of the management ..
61 7.2.2 H What is planning?
61 7.2.2 S Planning is the act or process of …
61 7.2.3 H Levels of plan
61 7.2.3 S PRINCE2 recommends three levels of plan ..
62 7.1 D PRINCE2’s planning levels
62 7.2.3 S The Project Plan is created ..
62 7.2.3 S The Initiation Stage Plan is created …
62 7.2.3 S Team Plans are created …
62 7.2.3 P The only other plan in PRINCE2 is ..
62 7.2.4 H The Project Plan
62 7.2.4 S The Project Plan:
62 7.2.5 H Stage Plans
62 7.2.5 S The stage plan is similar ..
62 7.2.5 S This approach allows the Stage Plan to:
62 7.2.6 H Team Plans
62 7.2.6 P A Team Plan is produced …
62 7.2.6 S Team Plans are optional; These words only
63 7.2.6 S PRINCE2 does not prescribe the format ..
63 7.2.7 H Exception Plans
63 7.2.7 P An Exception Plan is a plan prepared ..
63 7.2.7 P If a Stage Plan is being replaced, this ..
63 7.2.7 S It picks up from the current plan ..
63 7.2 D The PRINCE2 approach to plans
64 7.3.1 P The philosophy behind …
64 7.3.2 H Prerequisites for planning – design the plan
64 7.3.3 H Define and analyse the products
65 7.3.3 S The benefits of product-based planning include:…
65 7.3.3 B All eight bullet points
65 7.3.3.2 H Create the product breakdown structure
65 7.3.3.2 S When creating a product breakdown structure..

4

B Bullets
D Diagram
H Heading
TB Text Box
65 7.3.3.2 B First two bullets

65 7.3.3.2 B Fourth bullet starting ‘It is useful .. First two sentences only
66 7.3.3.2 B When using product-based … First sentence of bullet
66 7.3.3.2 B When presenting the product .. First two sentences only
66 7.3.3.2 B If the project is broken down .. First sentence of bullet
66 7.3.3.2 B In some cases, the organization’s .. First sentence of bullet
66 7.3.3.3 H Write the Product Descriptions
66 7.3.3.3 P A Product Description is required…
66 7.3.3.3 B Product Descriptions should be written . First sentence of bullet
66 7.3.3.3 B A Product Description should be baselined . First sentence of bullet
66 7.3.3.3 B Although the responsibility … First sentence of bullet
66 7.3.3.3 B Successful Product Descriptions … First sentence of bullet
66 7.3.3.3 B If a detailed requirements specification … First sentence of bullet
67 7.3.3.3 B For a small project …
67 7.3.3.3 B Quality criteria, aimed at … First sentence of bullet
67 7.3.3.4 H Create the product flow diagram
67 7.3.3.4 P A product flow diagram needs to …
67 7.3.3.4 S When creating a product flow diagram ..
67 7.3.4 H Identify activities and dependencies
67 7.3.4.1 H Activities
67 7.3.4.1 S There are several ways ..
67 7.3.4.1 B Both bullet points
67 7.3.4.2 H Dependencies
67 7.3.4.2 S External dependencies may, for example, be
68 7.3.4.2 TB Examples of estimating techniques All points
68 7.3.5 H Prepare estimates
68 7.3.5 S A decision about how much time …
68/69 7.3.5 TB Basic rules for estimating
69 7.3.6 H Prepare the schedule
69 7.3.6.1 H Define activity sequence
69 7.3.6.1 S Identifying a plan’s critical path ..

4

B Bullets
D Diagram
H Heading
TB Text Box

69 7.4 D Simple activity-on-node diagram
70 7.3.6.2 H Assess resource availability
70 7.3.6.3 H Assign resources
70 7.3.6.4 H Level resource usage
70 7.3.6.4 TB The critical chain technique
70 7.3.6.5 H Agree control points
70 7.3.6.6 H Define milestones
71 7.3.6.7 H Calculate total resource requirements and costs
71 7.3.6.7 S The budget should include:
71 7.3.6.7 S The use of risk budgets and …
71 7.3.6.8 H Present the schedule
71 7.3.7 H Analyse the risks
71 7.3.7 TB Examples of presentation formats for the
schedule
72 7.3.7 TB Examples of planning risks
72 7.3.8 H Document the plan
73 7.1 D Responsibilities relevant to the Plans theme
CHAPTER 8 – RISK

B Bullets
D Diagram
H Heading
TB Text Box
77 8.1 H PURPOSE
77 8.1 TB The purpose of the Risk ..
77 8.2.1 H What is a risk?
77 8.2.1 S A risk is an uncertain event ..
77 8.2.1 B Threat Word only
77 8.2.1 B Opportunity Word only
77 8.2.3 H What is risk management?
77 8.2.3 S The term risk management ..
77 8.2.3 S For risk management to be …

4
CHAPTER 8 – RISK (continued)

B Bullets
D Diagram
H Heading
TB Text Box
77 8.2.3 B Identified Word only

77 8.2.3 B Assessed Word only
77 8.2.3 B Controlled Word only
78 8.1 D Organizational perspectives
78 8.3.1 B All nine bullet points
78 8.3.2 B An organization’s risk management policy should… First sentence only
78 8.3.2 B An organization’s risk management process .. First sentence only
79 8.3.3 P A key decision that needs to be recorded …
79 8.3.4 H Risk Register
79 8.3.4 B All eleven bullet points
79 8.3.5 H Risk management procedure
79 8.3.5 B All five bullet points
80 8.3.5.1 S The following will have an influence …
80 8.3.5.1 B All seven bullet points
80 8.3.5.1 S The Risk Management Strategy will include ..
80 8.3.5.1 B All twelve bullet points
80 8.3.5.1 S Early warning indicators could include ..
80 8.3.5.1 B All eight bullet points
81 8.3.5.1 TB Risk identification techniques
81 8.3.5.1 H Identify risks
81 8.3.5.1 S A useful way of expressing risk ..
81 8.3.5.1 B Risk cause Words only
81 8.3.5.1 B Risk event Words only
81 8.3.5.1 B Risk effect Words only
82 8.3.5.2 H Assess
82 8.3.5.2 H Estimate
82/83 8.3.5.2 TB Risk estimation techniques
83 8.3.5.2 S PRINCE2 recommends that the following ..
83 8.3.5.2 TB Risk evaluation techniques
83 8.3.5.3 H Plan
84 8.5 D Probability impact grid
84 8.6 D Summary risk profile

4
CHAPTER 8 – RISK (continued)

B Bullets
D Diagram
H Heading
TB Text Box
85 8.7 D Threat and opportunity responses

85 8.3.5.4 H Implement
85 8.3.5.4 B Risk owner Words only
85 8.3.5.4 B Risk actionee Words only
86 8.2 D Risk responses
86 8.2 D Avoid (threat) Words only
86 8.2 D Reduce (threat) Words only
86 8.2 D Fallback (threat) Words only
86 8.2 D Transfer (threat) Words only
86 8.2 D Accept (threat) Words only
86 8.2 D Share (threat or opportunity) Words only
86 8.2 D Exploit (opportunity) Words only
87 8.2 D Enhance (opportunity) Words only
87 8.2 D Reject (opportunity) Words only
87 8.3.5.5 H Communicate
87 8.3.5.5 S Risks are communicated as part of the …
87 8.3.5.5 B A project’s exposure to risk is never … First sentence only
87 8.3.5.5 B Effective risk management is dependent on ..
87 8.3.6 H Risk budget
87 8.3.6 P A risk budget, if used, is a sum of money ..
88 8.3 D Responsibilities relevant to the Risk theme

4
CHAPTER 9 – CHANGE

B Bullets
D Diagram
H Heading
TB Text Box
91 9.1 TB The purpose of ..
91 9.1 P Change is inevitable during the life ..
91 9.1 S Issue and change control is a continual ..
91 9.1 S The aim of issue and change control ..
91 9.2.3 H Issues
91 9.2.3 P PRINCE2 uses the term ‘issue’ to …
92 9.1 D Types of issue
92 9.1 H Request for change Words only
92 9.1 H Off-specification Words only
92 9.1 H Problem/concern Words only
92 9.3.1 H Establish controls
92 9.3.1 S The following management products are …
92 9.3.1.1 H Configuration Management Strategy
92 9.3.1.1 B All seven and three bullet points
93 9.3.1.1 TB Example of priority and severity Also highlight inside box
MoSCoW
93 9.3.1.1 B Change Authority Words only
93 9.3.1.1 V Change budget Words only
93 9.3.1.2 H Configuration Item Records
93 9.3.1.3 H Product Status Account
93 9.3.1.4 H Daily Log
94 9.3.1.5 H Issue Register
94 9.3.1.6 H Issue Report
94 9.3.2 H Configuration management procedure
94 9.3.2 B Planning Word only
94 9.3.2 B Identification Word only
94 9.3.2 B Control Word only
94 9.3.2 B Status accounting Words only
94 9.3.2 B Verification and audit Words only
94 9.3.3 H Issue and change control procedure
95 9.1 D Issue and change control procedure Also all five headings
95 9.3.3.1 H Capture
95 9.3.3.1 S The purpose of distinguishing between …

4
CHAPTER 9 – CHANGE (continued)

B Bullets
D Diagram
H Heading
TB Text Box

95 9.3.3.2 H Examine
95 9.3.3.2 S The impact analysis should …
96 9.3.3.2 P The Issue Register and Issue Report ..
96 9.3.3.3 H Propose
96 9.2 D Options analysis
96 9.3.3.4 H Decide
96 9.3.3.4 S The escalation could be in the form of an Issue ..
96 9.3.3.5 H Implement
96 9.4 H RESPONSIBILITIES
97 9.2 D Project Board decisions
97 9.3 D Responsibilities relevant to the Change theme
CHAPTER 10 – PROGRESS

B Bullets
D Diagram
H Heading
TB Text Box
101 10.1 TB The purpose of the ..

101 10.2 H PROGRESS DEFINED
101 10.2.1 H What is progress?
101 10.2.1 P Progress is the measure of the …
101 10.2.2 H What are progress controls?
101 10.2.2 S Progress controls ensure that for …
101 10.2.3 H Exceptions and tolerances
101 10.2.3 P An exception is a situation where ..
101 10.2.3 P Tolerances are the permissible deviation ..
102 10.1 D The six tolerance areas by level
102 10.3 H THE PRINCE2 APPROACH TO PROGRESS
CHAPTER 10 – PROGRESS (continued)

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102 10.3 S PRINCE2 provides progress …

102 10.3.1 H Delegating authority
102 10.3.1.1 H The four levels of management
103 10.3.1.2 H Project Board controls
103/ 10.3.1.2 B All bullet points
104
103 10.1 D Delegating tolerance and reporting actual and
forecast progress
104 10.3.1.3 H Project Manager controls
104 10.3.1.3 B Authorizations Word only
104 10.3.1.3 B Progress updates Words only
104 10.3.1.3 B Exceptions and changes Words only
104 10.3.2 H Use of management stages for control
104 10.3.2 S Management stages:
104 10.3.2 B All four bullet points
104 10.3.2.1 H Number of stages
104 10.3.2.1 S The use of management stages in a PRINCE2 ..
104 10.3.2.1 S Defining management stages is …
104/ 10.3.2.1 B All bullet points
105
105 10.3.2.2 H Length of stages
105 10.3.2.2 B The planning horizon at any point in time These words only
105 10.3.2.2 B The technical stages within the project These words only
105 10.3.2.2 B Alignment with programme activities These words only
105 10.3.2.2 B The level of risk These words only
105 10.3.2.3 H Technical stages
105 10.3.2.3 S Technical stages often overlap
106 10.2 D Specialist work defined in technical stages
106 10.3 D Specialist work crossing management stage
boundary
106 10.4 D Specialist work aligned to management stages
106 10.3.3 H Event-driven and time-driven controls
106 10.3.3 B Event-driven controls These words only
CHAPTER 10 - PROGRESS (continued)

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106 10.3.3 B Time–driven controls These words only

106 10.3.3.1 H Baselines for progress control
106/ 10.3.3.1 B Headings: Project Plan, Stage Plans, Exception
107 Plan, Work Packages
107 10.3.3.2 H Reviewing progress
107 10.3.3.2 S The following management products assist …
107 10.3.3.2 B Headings : Daily Log, Issue Register, Product
Status Account, Quality Register, Risk Register
108 10.3.3.3 H Capturing and reporting lessons
108 10.3.3.3 B Headings : Lessons Log and Lessons Report
108 10.3.3.4 H Reporting progress
108 10.3.3.4 S The following management products are used ..
108/ 10.3.3.4 B Headings : Checkpoint Report, Highlight Report,
109 End Stage Report, End Project Report
109 10.3.4 H Raising exceptions
109 10.3.4 B Headings : Work-Package-level exceptions,
Stage-level exceptions, Project-level exceptions
110 10.2 D Responsibilities relevant to the Progress theme

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CHAPTER 11 – INTRODUCTION TO PROCESSES

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113 11.1 S PRINCE2 is a process based ..

113 11.1 S Figure 11.1 shows …
113 11.1 D The PRINCE2 processes
115 11.2 D PRINCE2 process model – Notes 1 and 2
115 11.4.1 H Purpose
115 11.4.1 S This section …
115 11.4.2 H Objective
115 11.4.2 S This section ..
115 11.4.4 H Activities
115 11.4.4 P PRINCE2 processes comprise …
115 11.4.4 S The relationship between ..
116 11.3 D Relationship between processes, activities and
actions
116 11.4.4 S Each activity is concluded ..
116 11.4.4 P Note that management products …
116 11.1 D An example of a table of responsibilities
117 11.2 D Key to process diagrams
CHAPTER 12 – STARTING UP A PROJECT

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121 12.1 S The purpose of the Starting …

121 12.1 S The aim is to do the minimum …
121 12.2 S The objective of the Starting up ..
121 12.2 B All seven bullet points
121 12.1 D Overview of Starting up a Project
122 12.3 S PRINCE2 calls the trigger ..
122 12.3 S The term project mandate …
122 12.3 S The project mandate should provide the …
122 12.3 P The preparation of the outline Business Case .

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CHAPTER 12 – STARTING UP A PROJECT (continued)

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122 12.3 P The contents of the Project Brief ..

122 12.4 P The activities within the Starting up ..
122 12.4 B All six bullet points
123 12.4.1 H Appoint the Executive and the Project Manager

123 12.4.1 S To get anything done in the project ..
123 12.4.1 S The appointment of a Project Manager ..
123 12.1 D Appoint the Executive and the Project Manager :
responsibilities
124 12.4.2 H Capture previous lessons
124 12.4.2 P A number of lessons may have …
124 12.4.2 S It may be useful …
124 12.4.2 S Attendees could include any interested …
124 12.4.3 H Design and appoint the project management team
124 12.4.3 S The project needs the right ..
124 12.3 D Capture previous lessons: activity summary
125 12.2 D Capture previous lessons: responsibilities
125 12.4 D Design and appoint the project management
team: activity summary
126 12.4.4 H Prepare the outline Business Case
126 12.4.4 P When setting up, and particularly ..
126 12.3 D Design and appoint the project management
team: responsibilities
127 12.5 D Prepare the outline Business Case : activity
summary
127 12.4 D Prepare the outline Business Case :
responsibilities
128 12.4.5 H Select the project approach and assemble the
Project Brief
128 12.4.5 S Before any planning of the project ..
128 12.4.5 S For example, will ..
128 12.4.5 S An agreed Project Brief ..
129 12.6 D Select the project approach and assemble the
Project Brief: activity summary
129 12.5 D Select the project approach and assemble the
Project Brief: responsibilities

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CHAPTER 12 – STARTING UP A PROJECT (continued)

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130 12.4.6 H Plan the initiation stage

130 12.4.6 P Initiating a Project takes ..
130 12.7 D Plan the initiation stage: activity summary
131 12.6 D Plan the initiation stage: responsibilities
CHAPTER 13 – DIRECTING A PROJECT

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135 13.1 H PURPOSE

135 13.1 P The purpose of the …
135 13.2 S The objective of the Directing ..
135 13.2 B All six bullet points
135 13.3 S The Directing a Project process ..
135 13.3 S The Project Board manages by exception.
135 13.3 S There should be no need for other ..
135 13.3 S There needs to be a two-way flow ..
135 13.3 S This need, and how it is …
135 13.1 D Overview of Directing a Project
136 13.3 S The Project Board is responsible …
136 13.4 H ACTIVITIES
136 13.4 S The activities within the Directing ..
136 13.4 B All five bullet points
136 13.4.1 H Authorize initiation
136 13.4.1 P Projects take time and cost ..
136 13.2 D Authorize initiation: activity summary
137 13.4.2 P This activity will be triggered by a …
137 13.1 D Authorize initiation: responsibilities
138 13.3 D Authorize the project: activity summary
139 13.2 D Authorize the project: responsibilities

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CHAPTER 13 – DIRECTING A PROJECT (continued)

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139 13.4.3 H Authorize a Stage or Exception Plan

139 13.4.3 S It is important that …
139 13.4.3 S Approval of Stage Plans occurs ..
139 13.4.3 P If an exception has occurred during …
140 13.4 D Authorize a Stage or Exception Plan: activity
summary
141 13.4.4 H Give ad hoc direction
141 13.4.4 S Project Board members may offer .
141 13.4.4 S Ad hoc direction may be ..
141 13.3 D Authorize a Stage or Exception Plan:
responsibilities
142 13.5 D Give ad hoc direction: activity summary
143 13.4.5 H Authorize project closure
143 13.4.5 P The controlled close of a project ..
143 13.4 D Give ad hoc direction: responsibilities
144 13.6 D Authorize project closure: activity summary
145 13.5 D Authorize project closure: responsibilities

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CHAPTER 14 – INITIATING A PROJECT

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149 14.1 H PURPOSE

149 14.1 P The purpose of the Initiating ..
149 14.2 S The objective of the Initiating …
149/ 14.2 B All ten bullet points
150
149 14.1 D Overview of initiating a Project
150 14.3 H CONTEXT
150 14.3 S Initiating a Project is aimed ..
150 14.4 S The activities within the Initiating ..
150 14.4 B All eight bullet points
150 14.4.1 H Prepare the Risk Management Strategy
150 14.4.1 P The Risk Management Strategy ..
151 14.2 D Prepare the Risk management Strategy: activity
summary
151 14.1 D Prepare the Risk Management Strategy:
responsibilities
152 14.4.2 H Prepare the Configuration Management Strategy
152 14.4.2 S Configuration management is essential ..
152 14.3 D Prepare the Configuration Management Strategy:
activity summary
153 14.4.3 H Prepare the Quality Management Strategy
153 14.4.3 S A key success factor of any ..
153 14.2 D Prepare the Configuration Management Strategy:
responsibilities
154 14.4 D Prepare the Quality Management Strategy:
activity summary
154 14.3 D Prepare the Quality Management Strategy:
responsibilities
155 14.4.4 H Prepare the Communication Management
Strategy
155 14.4.4 P The Communication Management Strategy ..
155 14.5 D Prepare the Communication Management
Strategy: activity summary
156 14.4.5 H Set up the project controls
156/ 14.4.5 P The level of control required …
157
CHAPTER 14 – INITIATING A PROJECT (continued)

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156 14.4 D Prepare the Communication Management

Strategy: responsibilities
157 14.6 D Set up the project controls: activity summary
158 14.5 D Set up the project controls: responsibilities
159 14.4.6 H Create the Project Plan
159 14.4.6 P Before committing to major ..
159 14.7 D Create the Project Plan: activity summary
160 14.6 D Create the Project Plan: responsibilities
161 14.8 D Refine the Business Case: activity summary
161 14.4.7 H Refine the Business Case
161 14.4.7 P The outline Business Case ..
162 14.7 D Refine the Business Case: responsibilities
162 14.4.8 H Assemble the Project Initiation Documentation
162 14.4.8 S There needs to be a focal point ..
163 14.9 D Assemble the Project Initiation Documentation:
activity summary
164 14.8 D Assemble the Project Initiation Documentation:
responsibilities

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CHAPTER 15 – CONTROLLING A STAGE

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167 15.1 H PURPOSE

167 15.1 S The purpose of the Controlling a Stage ..
167 15.2 H OBJECTIVE
167 15.2 S The objective of the Controlling a Stage ..
167/ 15.2 B All five bullet points
168
167 15.1 D Overview of Controlling a Stage
168 15.3 S The Controlling a Stage process ..
168 15.3 S Towards the end of each stage ..
168 15.3 S Work Packages are used to ..
168 15.4 S Controlling a Stage activities are ..
168 15.4.1 H Authorize a Work Package
168 15.4.1 S It would be chaotic to ..
168 15.4.1 S It is therefore important that ..
169 15.2 D Authorize a Work Package: activity summary
170 15.4.2 H Review Work Package status
170 15.4.2 S This activity provides the means ..
170 15.1 D Authorize a Work Package: responsibilities
171 15.3 D Review Work Package status: activity summary
171 15.2 D Review Work Package status: responsibilities
172 15.4.3 H Receive completed Work Packages
172 15.4.3 S Where work has been allocated ..
172 15.4 D Receive completed Work Packages: activity
summary
173 15.3 D Receive completed Work Packages:
responsibilities
173 15.4.4 H Review the stage status
173 15.4.4 P If the project is not checked ..
174 15.5 D Review the stage status: activity summary
175 15.4 D Review the stage status: responsibilities
175 15.4.5 H Report highlights
175 15.4.5 P The Project Manager must provide ..
CHAPTER 15 – CONTROLLING A STAGE (continued)

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176 15.6 D Report highlights: activity summary

176 15.4.6 H Capture and examine issues and risks
176 15.4.6 S In the course of managing ..
177 15.5 D Report highlights: responsibilities
178 15.7 D Capture and examine issues and risks: activity
summary
178 15.6 D Capture and examine issues and risks:
responsibilities
179 15.4.7 H Escalate issues and risks
179 15.4.7 P A stage should not exceed the tolerances ..
179 15.8 D Escalate issues and risks: activity summary
180 15.4.8 H Take corrective action
180 15.4.8 S Changes and adjustments ..
180 15.7 D Escalate issues and risks: responsibilities
181 15.9 D Take corrective action: activity summary
182 15.8 D Take corrective action: responsibilities

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CHAPTER 16 – MANAGING PRODUCT DELIVERY

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185 16.1 H PURPOSE

185 16.1 P The purpose of the Managing Product ..
185 16.2 S The objective of the Managing ..
185 16.3 H CONTEXT
185 16.3 P Managing Product Delivery …
185 16.1 D Overview of Managing Product Delivery
186 16.2 D Accept a Work Package: activity summary
186 16.1 D Accept a Work Package: responsibilities
186 16.4 S The activities within ..
187 16.4.1 H Accept a Work Package
187 16.4.1 P The fundamental principle is that ..
187 16.3 D Execute a Work Package: activity summary
188 16.4.2 H Execute a Work Package
188 16.4.2 S The work has to be executed ..
188 16.2 D Execute a Work Package: responsibilities
189 16.4 D Deliver a Work Package: activity summary
189 16.3 D Deliver a Work Package: responsibilities
190 16.4.3 H Deliver a Work Package
190 16.4.3 S Just as the Work Package was accepted ..

4
CHAPTER 17 – MANAGING A STAGE BOUNDARY

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193 17.1 H PURPOSE
193 17.1 P The purpose of the Managing a Stage ..
193/194 17.1 P Projects do not always go to plan ..
193 17.1 D Overview of Managing a Stage Boundary
194 17.2 S The objective of the Managing a Stage ..
194 17.2 B All eight bullet points
194 17.3 H CONTEXT
194 17.3 S A project, whether large or small, ..
194 17.3 S A positive decision not to ..
194 17.4 S The activities within the Managing a Stage ..
194 17.4.1 H Plan the next stage
194 17.4.1 P The Stage Plan for the next …
195 17.2 D Plan the next stage: activity summary
195 17.1 D Plan the next stage: responsibilities
196 17.4.2 H Update the Project Plan
196 17.4.2 P The Project Plan is updated ..
196 17.3/ D Update the Project Plan: activity summary and
17.2 Update the Project Plan: responsibilities
197 17.4.3 H Update the Business Case
197 17.4.3 P The Project Board is ordinarily …
198 17.4 D Update the Business Case: activity summary
198 17.3 D Update the Business Case: responsibilities
199 17.4.4 H Report stage end
199 17.4.4 S The results of a stage should ..
199 17.5 D Report stage end: activity summary
200 17.4.5 H Produce an Exception Plan
200 17.4.5 S If a stage or the project is forecast ..
200 17.4 D Report stage end: responsibilities
201 17.6 D Produce an Exception Plan: activity summary
201 17.4.5 S Exception Plans are requested ..
202 17.5 D Produce an Exception Plan: responsibilities

CHAPTER 18 – CLOSING A PROJECT

4

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205 18.1 H PURPOSE

205 18.1 P The purpose of the Closing a Project ..
205 18.2 S The objective of the Closing a ..
205 18.3 S A clear end to a project:
205 18.1 D Overview of Closing a Project
206 18.4 S The activities within the Closing …
206 18.4.1 H Prepare planned closure
206 18.4.1 S Before closure of the project ..
206 18.2 D Prepare planned closure: activity summary
207 18.1 D Prepare planned closure: responsibilities
207 18.4.2 H Prepare premature closure
207 18.4.2 P In some situations, the .
207 18.3 D Prepare premature closure: activity summary
208 18.4.3 H Hand over products
208 18.4.3 P The project’s products must …
208 18.2 D Prepare premature closure: responsibilities
209 18.4 D Hand over products: activity summary
209 18.3 D Hand over products: responsibilities
210 18.4.4 H Evaluate the project
210 18.4.4 P Successful organizations learn from ..
210 18.5 D Evaluate the project: activity summary
211 18.4 D Evaluate the project: responsibilities
211 18.4.5 H Recommend project closure
211 18.4.5 S Once the Project Manager ..
212 18.6 D Recommend project closure: activity summary
212 18.5 D Recommend project closure: responsibilities

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CHAPTER 19 – TAILORING PRINCE2 TO THE PROJECT ENVIRONMENT

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215 19.1 H WHAT IS TAILORING

215 19.1 P PRINCE2 can be used ..
215 19.1 P Tailoring refers to the appropriate ..
APPENDIX A – PRODUCT DESCRIPTION OUTLINES

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235 A.1 H BENEFITS REVIEW PLAN

237 A.2 H BUSINESS CASE
238 A.3 H CHECKPOINT REPORT
239 A.4 H COMMUNICATION MANAGEMENT STRATEGY
240 A.5 H CONFIGURATION ITEM RECORD
241 A.6 H CONFIGURATION MANAGEMENT STRATEGY
242 A.7 H DAILY LOG
243 A.8 H END PROJECT REPORT
244 A.9 H END STAGE REPORT
245 A.10 H EXCEPTION REPORT
245 A.11 H HIGHLIGHT REPORT
246 A.12 H ISSUE REGISTER
247 A.13 H ISSUE REPORT
248 A.14 H LESSONS LOG
249 A.15 H LESSONS REPORT
250 A.16 H PLAN
251 A.17 H PRODUCT DESCRIPTION
253 A.18 H PRODUCT STATUS ACCOUNT
253 A.19 H PROJECT BRIEF
254 A.20 H PROJECT INITIATION DOCUMENTATION
256 A.21 H PROJECT PRODUCT DESCRIPTION
257 A.22 H QUALITY MANAGEMENT STRATEGY

4
APPENDIX A – PRODUCT DESCRIPTION OUTLINES (continued)

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258 A.23 H QUALITY REGISTER

259 A.24 H RISK MANAGEMENT STRATEGY
260 A.25 H RISK REGISTER
261 A.26 H WORK PACKAGE
APPENDIX C – ROLES AND RESPONSIBILITIES

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269 C.1 H PROJECT BOARD

270 C.2 H EXECUTIVE
270 C.3 H SENIOR USER
271 C.4 H SENIOR SUPPLIER
271 C.5 H PROJECT MANAGER
272 C.6 H TEAM MANAGER
273 C.7 H PROJECT ASSURANCE
274 C.8 H CHANGE AUTHORITY
274 C.9 H PROJECT SUPPORT

Practical Practitioner Exercises
5
Practical Practitioner Exercises 2
Introduction
This section of the course contains a selection of Practitioner based exercises. These are intended to
extend your ability to apply PRINCE2 in a practical manner.
Each exercise is stand-alone and is intended to increase your knowledge of the PRINCE2 manual in
specific areas. Subjects include Risk Analysis, Organisation and the Business Case.
Feel free to attempt the exercises in any order. You may find they provide a useful departure from the
e-learning course.
Suggested answers to each exercise are provided towards the end of this lesson. The suggested
answers are intended to provide you with valuable feedback on how you should have approached
each activity and why.

5
Exercise 1
2
PRINCE2® Processes
Overview: Success in the Foundation Exam requires a good understanding of what makes up the
PRINCE2® method and the flows of documents, i.e. Management Products, within it.
Task: For this exercise you are to produce an overall process map for the seven PRINCE2®
processes showing the main products and information flows.
Hints: a) You do not need to produce a detailed map showing each individual activity within a given
process. Your map should show in which process where the important Management Products are
created and their subsequent flow into further processes. In other words, a good ‘high level overview’
of the method is required.
b) Start your map by drawing the seven PRINCE2 Processes on an A4 sheet splitting them into the
three management levels in a project structure prior to adding what you think are the important
Management Products.
The main benefits from this exercise will be knowledge gained from the research you will need to do
into each process. You should feel confident when dealing with PRINCE2 by gaining a clear
understanding of the relationships between the processes and information flow, expressed on a single
page.
Answer/Notes:

5
Answer/Notes:
2

5
Exercise 2
2
Business Case
Scenario:
The Government has brought in a great deal of new Social Services legislation. The local council has
realised belatedly that their current Social Services information systems (SSIS) will not cope with this
legislation. Central Government has given councils one more year to meet the new requirements, after
which failure to provide the necessary returns could result in substantial fines. A new system to meet
the requirements will also automatically collate data that currently requires three administration staff to
do manually.
Up to now the different Social Services functions have held their own records on small computers,
offering only basic facilities. Duplications and omissions are a big problem. This has led to many costly
mistakes in payments in the past. These records will have to be corrected by Social Workers before
transferring to the new system when the latter has been installed.
It has been decided to place a contract with an external supplier for hardware and software. This will
replace all the current small computers with one powerful machine, which offers many extra facilities
plus operating economies. The supplier is already part way through the design of a system, based on
specifications agreed with two other councils. The purchase order will be signed as soon as the
Project Initiation Document is approved. The supplier also uses PRINCE2®.
The old and new programs use the same database software, so no major conversion work will be
needed.
Five computer operators and seven other SSIS staff will need training in the new hardware and
software. There will then be further significant work by SSIS staff to prepare the new system for
operational use.
The supplier, in the tender, has offered to make small adjustments at no cost at certain points in the
new software to fit in with local practices. From the supplier’s point of view these have to be carefully
monitored in order to stay within a very tight timescale and budget if the supplier is to make a profit.
The Council must specify these changes within three months of the contract being signed. Two
hundred Social Services staff need to be trained to use the new software.
a) Based on the above scenario, give the information that you would expect to see in the Customer’s
Business Case under the headings of Reasons, Costs, Timescale and Expected benefits.
b) Identify the PRINCE2® activities and products that create, modify or use the Business Case.
Answer/Notes:

5
Answer/Notes:
2

5
Exercise 3
2
Organisation
Scenario:
Sunny View Caravans Limited is a small but successful specialist firm producing very high quality
static caravans. They have been producing the caravans for over 30 years at a factory unit that has
been rented from a property company.
They have been given warning that the property company has sold the land on which the factory is
based for housing development and that they must have vacated the property by 1st July.
Since receiving notice of termination, the owner of the business has identified new premises, which
are located some 10 miles away. The new factory is a brand new unit on a small industrial estate
which is being developed by the local authority. At present, the roadways onto the estate are not
completed, so access is restricted to light vehicles. The local authority expects the roadways to be
finished by 31st May.
The unit is just a shell at the moment and it will be necessary to partition off offices within the shell –
this work will be done by the workers who build the caravans and the production manager estimates
that six of his workers will be able to complete the work within 10 days of the drawing office completing
the designs. It is planned that a sub-contractor will be brought in to fit the services, computer network
and decorate the offices.
All the factory machinery will require moving to the new site during the month of June (ie. after the
roads have been completed, but before the deadline for vacating the old premises). A three-phase
electricity supply will also have to be installed by special arrangement with the local electricity
company.
A further complicating factor is that there are twelve caravans in the process of construction – these
will have to be transported in their part-finished condition from the old to the new factory. A suitable
transport contractor with a large enough low-loader and crane has already been identified. The firm
estimates that each caravan will take one day to transport and they only have one low-loader and
crane capable of doing the job.
The owner of the business is concerned that they do not have the necessary skills to manage such an
important project and they have retained your services, as a professional Project Manager, to manage
the whole re-location. Today is your first day of work on the project and the date is 1st May.
a) Draw an Organisation Structure for the project, identifying the people who would fill each role.
b) Briefly explain any other project organisation options that you might consider.
c)
Answer/Notes:

5

5
Answer/Notes:
2

5
Exercise 4
2
Risk Analysis
Based on the Sunny View Caravans scenario (see Exercise 3):
a) Select three risks associated with this scenario and using the PRINCE2® approach, carry out a
risk analysis giving reasons for each step for each risk.
b) Make proposals for the implementation of the risk response and the subsequent communication
activities..
c) Identify when risks are considered throughout a project.
Answer/Notes:

5

5
Answer/Notes:
2

5
Exercise 5
2
Quality
Scenario:
You work for a large company that has a history of delivering poor quality products. In particular the
company seems to get a lot of poor quality work from its sub-contractors, but things are so muddled
®
that it is difficult to pin down who did the work. On return from a PRINCE2 course you are given an
existing project to manage where a major slippage has been announced, but too late for senior
management to do much about it. The previous project manager has been moved to other work, but is
®
available for information about the project. The project has not been run under PRINCE2 .
The senior management in charge blame the previous project manager, but the chairman tells you in
confidence that she believes there is a lack of senior management control. At the first chat with the
previous project manager he says, "It’s such a huge, complex plan for a 12-month project. It’s
impossible with such a timescale to spot small slippages until the accumulative effect ruins the
schedule. As it is I am spending nearly all of my time trying to keep this monster plan up-to-date."
The problem is made worse because the project in question is working to a very tight deadline.
Management is worried that a competitor might beat them to the market with a similar product.
®
a) How does PRINCE2 address the problem of delivering poor quality products? Be specific in
terms of components, processes and techniques that would contribute.
®
b) How would PRINCE2 tackle the problem of sub-contractors delivering poor quality products?
Answer/Notes:
Answer/Notes:

5

5
Exercise 6
2
Product Breakdown Structures
a) Create a Product Breakdown Structure and a Product Flow Diagram for the specialist products of
the project.
Answer/Notes:

5
Answer/Notes:
2

5
Exercise 7
2
Produce a Product Description
Produce a Product Description for the new office design.
Answer/Notes:

5

5
Answer/Notes:
2

5
Exercise 1 - Suggested Answer

2
In order to check your finished map, please compare it with the Process Model diagram printed in
Session 2 of the e-learning. Apart from the triggers shown on the Process Model, your map should be
similar. The three levels of management in a PRINCE2 project team are Direction, Management and
Delivery, represented by the Project Board, Project Manager and Team Managers respectively.

5

2
a) Reasons:
New SS legislation
Government mandating compliant systems (avoid fines)
Operational economies and improvements
Cost:
Hardware & software costs

Project Management costs
Correcting existing duplications & omissions
Training operators (5+7)
Training 200 staff to use the new software
Preparing new system for use
Timescale:
System changes to be specified within three months

System must be fully operational within one year
Expected benefits:
Avoidance of fines
Ability to cope with new legislation
Additional facilities
Operational economies
Proven solution (with two other councils)
Improvement to quality of data
b) PRINCE2® Activities within Processes that create, modify or use the Business Case:
Starting Up a Project process:

 Prepare the outline Business Case
 Select the project approach and assemble the Project Brief
Directing a Project:
 Authorize initiation
 Authorize the project
 Authorize a Stage or Exception Plan
 Give ad-hoc direction
 Authorize project closure
Initiating a Project:
 Refine the Business Case
 Assemble the Project Initiation Documentation
Controlling a Stage:
 Review Stage status
 Capture and examine issues and risks
 Escalate issues and risks

5
Exercise 2 - Suggested Answer (continued)

2
Managing a Stage Boundary:

 Update the Business Case
 Report Stage End
Closing a Project:
 Hand over products
 Evaluate the project

5

2
PROJECT BOARD
Snr. User Executive Snr. Supplier
Production Business 3 x Sub-Cont.
Manager Owner Reps
Project Assurance
Project Manager Project Support

Contract Office Staff
Project Manager
Team Manager Team Manager Team Manager

Electric Transport Office
Company Contractor Sub-Cont’r
Team Manager Team Manager

Drawing Office Production
Manager Manager
Reasons:
Senior The Production Manager has been chosen because he/she will be most
User: affected by the outcome of the project.
Senior The three major contractors for this project are the electricity company, the
Supplier: transportation company and the office fitters. A representative from each of
these has been chosen.
Executive The owner had the main business interest in the outcome and carries full
& Change accountability for the project. With such a small project as this it is likely that
Authority: the first choice for the Change Authority would be the Executive. However,
some limited delegation may be made to the Project Manager.
Project No suitable candidate is mentioned within the scenario, so as this is a small
Assurance: project, it is recommended that the Project Board fulfil their own PA role.
Project The contract Project Manager should be able to use existing office staff to
Support: maintain project files and organize configuration management.
Team Several Team Managers will be needed for this project, some external to the
Managers: company, some internal. The Production Manager, who also acts as Senior
User, will act as Team Manager for the team of workers who he has nominated
to build the offices. The Team Managers chosen are representative of the main
discrete Work Packages that can be identified from the scenario.
b) It would not be unreasonable for the owner of the business to act as both Executive and
Senior User – thus combining those roles.
Consideration has been given to nominating a single Senior Supplier to represent the three main
sub-contractors. However, no suitable candidate is obvious and the three suppliers are so
disparate that it is unlikely they would be able to agree on a single person.
The Project Manager could do the Project Support function if resources were not readily available.
The Project Manager could also act as Team Manager for some or all of the internal Work
Packages. It would not be a good idea for the Project Manager to Team Manage external Work
Packages.
No reference is made within the scenario to the company’s Quality Management System. If a
formally accredited system exists then the use of PRINCE2® to manage projects would be
referenced within that system. It is therefore possible that someone from the QA function could
act in a Project Assurance role for this project.

5
5
Exercise 4 - Suggested Answer 2
a) Three identified risks in this project are shown in the Risk Register below:
Risk Risk Date Risk Risk description Probability, Proximity Risk Risk response Risk Risk Risk actionee
identifier author registered category impact and response status owner
expected categories
value
R1 PM Date Schedule The completion of Probability 2 Close Fallback Maintain contact with Active Executive PM
the roadway may Impact 2 the Local Authority
be delayed Expected and plan for work to
resulting in a delay value not continue in old
to transporting used factory until road is
machinery and completed
work in progress
R2 PM Date Schedule The transport Probability 2 When 1. Fallback 1. Negotiate Active PM 1. PM
contractor has only Impact 2 machinery 2. Transfer weekend working if 2. PM to
one crane and low- Expected due to 3. Fallback needed negotiate
loader capable of value not move 2. Negotiate the
moving the “work in used compensation with Contractor
progress” the contractor in to take
caravans. If either the contract action
of these were 3. Identify alternative 3. PM
unavailable there contractor that
would be a delay in could be
transporting the considered in the
WIP event of a major
failure
R3 PM Date Financial The part-completed Probability 3 During Fallback Negotiate Active Production PM to
caravans may be Impact 1 transport compensation with manager negotiate then
damaged during Expected the contractor in the contractor to
transportation - value not contract take action.
serious damage used
which may result in
expensive re-work
or even the
scrapping of the
unit

5
The Risk Register shown is based on the Product Description outline given 2
in the PRINCE2®
Manual. The scores are 1=Low, 2=Medium and 3=High. Any contingency actions should have a
contingency budget allocated.
Answer/Notes:
Reasons:
Risk 1: Local authority road projects are often delayed, although the indication on this fairly small
development is good – so probability has been assessed at 2. The impact has also been assessed
at 2 since while a delay could cause serious problems there are about two weeks worth of float on
the activity before it would actually delay completion.
The Executive (Owner of the business) has been nominated the owner because he/she would be
affected by the outcome and has also been the primary contact with the local authority regarding
the lease of the new factory. The PM has been chosen to take the action.
Risk 2: The transport equipment is relatively new and reliable so probability has only been
assessed as 2 (Medium). The impact will also be medium since there is float on this activity.
The Project Manager has been chosen as the owner because he/she is best positioned to monitor
the risk. The PM will also take the actions. For the second action, once the action has been
implemented the Contractor will be responsible for making sure the work is completed.
Risk 3: Whilst the probability of this risk occurring is low (1) the impact, in terms of cost, if it does
could be considerable, so impact has been assessed at 3.
Work in progress is the responsibility of the Production Manager who has therefore been chosen
to own this risk. The PM and the contractor will take the actions as described above in risk 2.
b) Implementing the response involves adding appropriate actions into the Plan and monitoring
the new situation for any change in the risk status and to check that the actions are having the
desired effect..
Risk 1: The Project Plan should make allowance for the fact that the roadways may be
completed later than expected and contingency resources must be assigned if, for example
weekend working is required to catch up on the schedule. The PB Executive must allow time
in his/her schedule for maintaining pressure on the local council to ensure completion on time.
Responsibility for monitoring the progress of the roads will rest with the owner of the risk (The
PB Executive) who will inform the Project Manager of any problems.
Risk 2: The Stage Plan covering the movement of the caravans and machinery needs to
include provision for weekend working of that becomes necessary and also should specify the
back-up transportation company. All the response activities associated with this risk can be
resourced by the Project Manager. The Project Manager will keep the Project Board informed
of the status off this risk via Highlight Reports, or an Exception Report if the risk materialises.
Risk 3: The PM will be responsible for negotiating the contract and the Executive should
check that the actions have been included. Once implemented the Production manager will
keep in contact with the contractors and advise the PM of any problems.
During a project risks are considered:

1. During Starting Up a Project when early risks are recorded in the Daily Log
2. During the Initiation Stage when the Risk Management Strategy and Risk Register are created.
3. As the Plans are produced risks are identified, assessed, responses planned and implemented.
4. Risks are considered when work packages are authorised, reviewed during Controlling a Stage.
5. Checkpoint, Highlight, End Stage, End Project and Lessons Reports all contain useful information
about risks, their management and status.

5

2
a) Theme: Quality
Is there a customer/supplier QMS?
The quality audit trail, Chapter 6.3, figure 6.1
Organisation (Project Board check on quality at each End Stage Assessment)
Table of responsibilities Chapter 6.4, Table 6.3
Configuration Management
Techniques: Quality Review
Product-Based Planning:
Helps identify quality products
Product Descriptions demand quality criteria, tolerance, method skills and
responsibilities
Change Control (use of Issue Reports to record quality problems)
Processes: Customer Quality Expectations identified in SU

& Products Acceptance Criteria (SU)
Project Product Description (SU)
Quality Management Strategy (IP)
Product Descriptions (PL)
Quality Register (IP)
During Controlling a Stage
Update Quality Register in Authorize a Work Package
Check the Quality register in Review Work Package status, Receive completed Work
Packages, Review the stage status, Report highlights.
.
Quality checks in Managing Product Delivery, Quality Register updated
b) The establishment of Product Descriptions with good quality criteria and defined quality
checking methods.
The use of Work Packages to ensure that quality requirements and reporting were clearly
identified.
The use of a Quality Register that the sub-contractor has to complete for all products.
Project Assurance planning the involvement of the correct reviewers to check the quality of the
sub-contractor’s deliverables.
Ensuring the correct use of the issue and change procedure by the sub-contractor. The
insistence on the use of team plans and the need to inspect these at draft time in order to
check the suitability and adequacy of quality checking procedures.

5
Exercise 6 - Suggested Answer 2
a) Product Breakdown Structure
New Factory
New Roads Factory Machinery Factory Building Transported

Grouping Grouping WIP Group
Dismantled Machinery Transport Contract
Moved Machinery Transported WIP
Recommissioned Machinery
Office Electricity
Grouping Grouping
Office Designs Electricity Supply Contract
Office Shell Installed Electricity Supply
Decorated Office
Sub-Contractor Contract
Services/Wiring
Installed Cabling
Moved Contents
Product Flow Diagram

Transport Contract Transported WIP
New Roads
Moved Machinery Recommissioned Machinery
Dismantled Machinery
NEW FACTORY
Electricity Supply Contract Installed Supply Installed Cabling
Sub-Contractor Contract
Office Designs Office Shell Services/Wiring Decorated Office Moved Contents

5

2
b) Product Description
Title: Office Designs
Identifier: SC/00234
Purpose:
To document the proposed layout and structure of the new offices so that they can be agreed
by all project stakeholders.
Composition:
The designs will be made up drawing of the physical layout, wiring diagrams, furniture
positioning diagrams and technical specifications for materials to be used.
Derivation:
The designs will be produced by the Drawing Office staff under the supervision of the
Production Manager.
Format & presentation:
The main drawing will be on A0 "blue-prints" and the technical specifications will be in
accompanying A4 Ring Binders.
Development skills required: Drawing and design skills.
Quality criteria:
1) Design must be acceptable to and agreed by project stakeholders

2) Must satisfy all workplace Health & Safety legislation
3) Designs must comply with current Government Planning Standards
Quality tolerance:
Layouts may be indicative. Actuals can be refined on site.
Quality method:
The designs will be subjected to Quality Review before being submitted to the business owner
for final sign-off.
Quality skills required: Attention to detail. Ability to comment on behalf of the users of
the offices.
Quality responsibilities: To be advised - but will include the Production Manager as a

reviewer.

Practitioner Exam Technique
6
Practitioner Exam Technique

2
Introduction
Welcome to the lesson on PRINCE2 Exam Technique.
The objective of this lesson is to provide you with a thorough understanding of:
o the structure of the PRINCE2 Practitioner examination
o the level of competence required to pass the Practitioner exam
This lesson looks at the nature of the practitioner examination itself and takes a detailed look at the
documents you’ll encounter in the examination, including the Scenario, Question and Answer
booklets.
Finally, this lesson looks at the format of the examination itself and looks in some detail at the format
of the questions. The lesson concludes by looking at the guidelines provided to candidates when
answering questions and how best to manage your time in the exam .

Practitioner Exam Simulator
7
Practitioner Exam Simulator

2
Introduction
Welcome to the PRINCE2 Practitioner Exam Simulator.
In order to help with your study and provide you with the best chance of passing the Practitioner
examination, the course includes an electronic version of the Practitioner exam.

Practitioner Exam Questions
® 8
PRINCE2 Practitioner Resource Book
a) Question Types
2
Introduction
The objectives of the examination are to enable a candidate to demonstrate an understanding of
PRINCE2 and an ability to apply the methodology in an appropriate way in a given set of
circumstances described in a scenario. The Practitioner exam uses objective test questions which
require a candidate to choose a response to a question from a set of choices for which the correct
answer is pre-determined.
The following paragraphs explain the format of the question papers, and the different types of question
asked. There are also some suggestions on how to approach answering the various types of question.
 Structure of the Paper
The examination paper consists of three booklets.
The Scenario Booklet will contain one scenario providing a description of the organisation, the
business rationale for the project and the project objectives. The Scenario Booklet may also provide
additional information for one or more of the nine questions. Where this additional information is
required it will be clearly referenced within the relevant question and should only be used for that
question.
The combination of the scenario, each question and any additional information referenced in the
Scenario Booklet will always ‘position’ both the candidate (to consider a particular PRINCE2 role) and
the project (in terms of the timescale, e.g. in the middle of a stage or at the end of a project). The role
to be considered will be at a level suitable for a candidate who has recently attended the PRINCE2
Practitioner course.
The Question Booklet will contain nine questions, each has a potential 12 marks available, and is
broken down into a number of sections. One mark is assigned to each sub-part. Each question has a
suggested duration of 15 minutes. It is suggested that candidates allow 5 minutes to familiarise
themselves with the project scenario, which leaves 10 minutes from the 150 minutes allowed, to
review your answers at the end of the examination.
The Answer Booklet will contain the answer sheets on which your answers must be given. There will
only ever be one answer to each question unless it is otherwise clearly stated within the question.
There may be questions where the candidate is required to select one answer, but feels that more
than one answer is correct. Because of the flexible nature of PRINCE2 this is inevitable on some
topics. The exam does recognise this and for this reason some questions say 'Which of the following
is MOST LIKELY.....' or partial marks are awarded for the less suitable but correct choice. One answer
is still only required for these questions. If more than one answer is indicated in the answer booklet the
response line will be void.
 PRINCE2 Syllabus Areas Addressed
The PRINCE2 Syllabus contains 15 defined syllabus areas covering each of the seven themes, each
of the seven processes and an overview area also covering the principles and tailoring PRINCE2 to a
project environment
Within the Practitioner Examination, there will be 7 “theme” questions, each testing one of the 7
themes, and 2 “process group” questions, which will test 2 of the 3 groups of processes as identified
below. Each of the nine questions will test a minimum of 2 syllabus topics from within the syllabus
area.
The Overview, Principles and Tailoring PRINCE2 to the project environment syllabus area will not be
examined separately but details from this syllabus section may be included in the questions on each of
the other syllabus areas. The full PRINCE2 syllabus is available from the APM Group or from an
Accredited Training Organization.

® 8
 Types of Question
2
There are a number of different test types used with the paper.
The test types are:
o Classic Multiple Choice Questions – ‘choose one from a list’ of possible answers. The
example given below requires a candidate to refer to some additional information provided in
the scenario booklet and then answer questions about it by selecting the correct response from
a list of 3 to 5 options.
Using the additional information and the Product Breakdown Structure (PBS) provided in the
Scenario Booklet, answer the following question.
1 How should the Photo Design Ideas correctly be shown?
A an External product
B a Source
C an Internal Product developed by an external supplier
D removed as it is not a product
o Yes/No – requires the candidate to assess whether a statement is correct ‘Yes’ or ‘No’ (chosen
as the standard for ‘True/False’ type questions). There are only 2 options in this question type.
Column 1 is a list of true and false statements about when the Business Case is updated. For
each of the statements in Column 1 select either A (Yes, this is correct) or B (No, this is
incorrect).
Column 1 Column 2
1 When raising an Exception Report. A Yes, this is correct
2 When preparing for an End Stage Assessment. B No, this is incorrect
3 When examining a Project Issue.
4 When updating the Communication Plan.

® 8
o Multiple Response – ‘choose the correct options from a list’. Candidates must remember to
2
limit the number of responses to that requested in each question. If more responses are given
than required by the question, the answer will be void. This question follows exactly the same
format as the ‘Classic style’, but more than one answer is required. It is the only question style
that requires more than one answer. The number of correct answers is clearly stated in the
question.
Answer the following question about the organisation within a PRINCE2 project.
Remember to limit your answers to the number of selections requested in each question.
1 Which 2 of the following statements should be recorded under the heading of ‘Customer’s
quality expectation’?
A Photos should include members of staff.

B 10% more calendars should be printed than required to allow for any late additions
to the list of customers.
C Project Assurance will monitor the use of applicable corporate standards.
D The calendar should reflect the company image.
E The calendar will increase orders by at least 10% with a further minimum of 10
orders from the list of prospective customer within 12 months.
o Matching – involves linking items in one list to items in a second list. There is only one correct
response to each question, but options can usually be used more than once or not at all. The
example below provides the headings of a Business Case in column 2. The candidate is
required to read each statement about the project in column 1 and decide which, if any,
Business Case heading it should be recorded under. Some of the statements may be recorded
under the same heading in the Business Case and there may be some headings under which
none of the statements are relevant.
Column 1 lists 5 statements, some or all of which will be included in this project’s Business Case.
Determine for each statement in Column 1, if it will be included and select from Column 2 under
which heading it is most likely to be recorded. A selection from Column 2 may be used more than
once or not at all.
Column 1 Column 2
1 MNO is experiencing a fall in orders due in part to the A Reasons

increased marketing operations of its competitors.
B Options
2 The Calendar Pack must be ready for printing by
November 30th. C Benefits
3 A competitor may also be producing a Calendar D Risks
for its customers.
E Costs
4 The Marketing Department forecast that issuing
a Calendar to our customers will increase our F Timescales
orders for next year by 10%.
G Not applicable
5 Staff availability for the Photo Session may cause
delays to the completion date.

® 8
o Sequencing – events to be positioned in a sequence. There are two alternative styles of

2 the ‘Classic style’
sequencing questions, one based on the ‘Matching style’ and the other on
question.
The example below demonstrates a Sequencing question based on the ‘Matching style’. The activities
in column 1 have to be placed in the sequence in which they should be performed by the Project
Manager. The candidate selects an option from column 2 for each activity in column 1.
Even when the Project Manager is not undertaking a quality review role, the Project Manager has
a number of activities to perform for a quality review. Consider the activities listed in Column 1
and decide if they are the responsibility of the Project Manager. For those activities that are the
responsibility of the Project Manager, identify the sequence in which they should take place.
Match your answer to the options provided in Column 2.
Column 1 Column 2
1 Get agreement on responsibility for follow-up action A Not the Project

and sign-off. Manager’s responsibility
2 Agree agenda with the review chairperson. B First activity
3 Update the Stage Plan with the actual date that the C Second activity
product was reviewed.
D Third activity
4 Create an entry in the Quality Log and add the
planned dates for the quality review. E Fourth activity
5 Add the quality review to the relevant Stage Plan. F Fifth activity
The example below demonstrates a Sequencing question based on the ‘Classic style’. Within the
introduction to the question is a list of activities that should be performed. The question then presents
a number of sequence options from which the candidate is required to select the correct sequence.
There have been rumours of a competitor launching a similar marketing product to our customers
before us. These rumours have now been confirmed and will have a major impact on the
success of the Calendar. The following activities will now need to be undertaken.
1 Raise an Exception Report for the Project Board presenting the options available to them.
2 Evaluate the Project Issue in terms of its impact on the stage and project tolerances.
3 Hold an Exception Assessment.
4 Raise a Project Issue and log it in the Issue Log.
5 Produce an Exception Plan.
1 Which of the following sequences correctly represents the order in which the above
activities should be carried out?
A 4, 2, 1, 5, 3
B 4, 2, 1, 3, 5
C 2, 4, 1, 5, 3
D 2, 4, 1, 3, 5
E 4, 1, 2, 5, 3

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o Assertion/Reason – each item consists of two statements, an assertion and a reason that are
linked by the word ‘because’. First the candidate must determine whether 2 the ‘assertion’
statement is true or false and then whether the ‘reason’ statement is true or false. If either
statement is false, the answer can be selected from options C, D or E. However, if both
statements are true, a third step is required. To determine between options A or B, the
candidate must determine whether or not the reason is a correct explanation for the assertion.
There is only one correct response to each question, but options may be used once, more
than once or not at all.
Using the Project Scenario, answer the following question.
Lines 1 to 4 in the table below consist of an assertion statement and a reason statement. For
each line identify the appropriate selection from options A to E that applies. A selection may be
used more than once or not at all.
Selection Assertion Reason

A True True AND the reason explains the assertion
B True True BUT the reason does not explain the assertion
C True False
D False True
E False False
Assertion Reason
The Business Case should be The Business Case is an input to the

1 revised if Marketing’s forecast for BECAUSE Project Board in the decision to
increased orders changes. authorize a Stage or Exception Plan.
If the paper supplier changes there

The Business Case includes options for
2 may be a review of, and possible BECAUSE
the delivery of the Calendar solution.
changes to, the Business Case.
The Business Case will no longer The Business Case is deemed no

be viable if the Prepared Calendar longer viable if stage tolerances are
3 BECAUSE
Pack is only available for printing in exceeded during the project.
the first week of December.
The fact that the project’s aim is to

The outline Business Case contains the
try to counter the fall in orders
4 BECAUSE reasons why the project is needed and
should be documented in the
forms part of the Project Brief.
Project Brief.
A useful tip when tackling this type of question is to cover up the Reason column and go down the
Assertions individually, as stand alone statements, marking each as True or False.
Similarly, do the same for the Reasons statements by covering up the Assertion column.
Having established whether each statement is true of false, it is easy to see if a numbered pair is
option C, D or E, as these contain false statements.
You only have to think about the pairs that are both true by deciding if the reason explains the
assertion or both statements are independent of each other.

® 8
Sample Practitioner Exam Question

2
Project Scenario 1
EX01 – Pleasure Park

Pleasure Parks Ltd (PPL) operates a number of family theme parks in the UK. Visitor numbers have
been static over the last financial year and all the company directors have expressed concern because
their overall strategy has been aimed at a 10% increase in visitor numbers year on year. This strategy
started two years ago. Six months ago (the end of the last financial year) PPL initiated a feasibility
study to determine if any new rides or attractions should be installed.
The feasibility study has recommended that PPL install a new ride at each location. The North East
Theme Park (NETP) has been selected for the installation of a new ride called “Explosion” – a roller
coaster suspended from a rail incorporating two 360 degree spins within the ride.
You have worked for PPL for 4 years and have been selected by the PPL Board to manage the
installation of “Explosion”.
Rides Galore have been selected to supply the new ride. Planning permission has been granted. The
installation will be undertaken by a specialist contractor which you will have to select as part of the
project.
The project is to start without delay. Estimates from the feasibility study indicate a total cost of £8m
with a 9 month timescale.
It is now the end of May. The directors of PPL want the new ride ready for the start of the next season
in 10 months time.
You have completed the work involved in the Starting up a Project process and after discussion with
the PPL Board you have agreed that the project will comprise of five management stages.
Stage 1  Initiation activities as shown in Initiating a Project. Duration 3 weeks

 Plan Stage 2.
Stage 2  Finalise the civil engineering plans for the ride. Duration 10 weeks
 Finalise the IT, electrical and mechanical services plans.
 Prepare Invitation to Tender to issue to the specialist
contractors.
 Select a specialist contractor.
 Prepare a revised cost forecast for the project.
Stage 3  Site works – excavation and erection of mechanical Duration 15 weeks
structure.
 Inspection and acceptance of structure.
Stage 4  Installation of IT and supporting electrical and mechanical Duration 10 weeks
services.
 Landscaping.
 Installation of roller coaster suspended seating.
Stage 5  Final testing and commissioning. Duration 3 weeks
 Demonstration to PPL Board.
 Opening ceremony.
 Close project.

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A budget of £8m has been allocated for the project. A change budget of £500k has been agreed for
the project. 2
PPL’s Board has also agreed a project tolerance of +20% and -10% on costs. In terms of time the
project is scheduled to complete by the second week of April. The PPL Park Director has insisted that
the opening ceremony should take place by the end of April. The earliest the project can be completed
is the end of March. Therefore the time tolerance for the project is -2 / +2 weeks.

® 8
Business Case Theme - Question 1 - additional information

2
Extract from the feasibility study into the consolidation project.
3 options were considered:
 Do nothing: Taking this option does nothing to generate an increase in visitor numbers. It
may even make matters worse as the public may perceive the lack of investment and view the
Theme Park as “tired” and “out of date”.
 Do minimum. A number of options were considered in this category of which one was taken
forward for further consideration. This option involved providing a new range of rides for
children that would not be classified as “white knuckle” rides. Analysis of the customer profile
indicated that whilst this may give a 10% rise in family visitors there would be a corresponding
decrease in the age range that came for the “white knuckle” experience. This latter group is
the higher spending group. The option was rejected as overall income would decrease
despite numbers remaining the same or, at best, increasing slightly.
 Do something. Install a new “white knuckle” ride. Various options were considered and the
“Explosion” ride has been selected. This is a suspended roller coaster including a double
helix.
These benefits have been estimated as:
1. Increased visitor numbers of 10% in the first year.
2. Assuming the year 1 experience is satisfactory the increase in visitor numbers will
increase in a similar manner for the following two years.
3. Increase in revenue of 5% per annum from no ticket attractions such as food, drinks,
and slot machines.
4. Increase in visitor numbers to the park will also help the local community due to
increased visitor numbers and spending in the locality, estimated at 2,000 visitors
spending £20,000 pa.
Our recommendation is to install the new roller coaster “Explosion” as it supports the business
strategy, provides long term benefits and assists with our drive to help the local community.

® 8
Organization Theme - Question 2 - additional information

2
The following staff are available to help with the project:
Board Members
Cyril Stead – Park Director. Cyril has been with Pleasure Parks Ltd for ten years. He has lots of
drive and enthusiasm coupled with a sound business background. He has an MA in Business
Studies. It was his idea to establish the feasibility study and he is very excited by the new ride. He
expects to be closely involved with the project.
Barry Fletcher – Finance Director. Barry has an accountancy degree and understands the theme
park business very well. He has recently been promoted to Financial Director after four years as the
Chief Accountant. He has total responsibility for the Pleasure Park’s accounting systems.
Sam Ohuru – Sales & Marketing Director. Sam is new to the company although he has known Cyril
for many years as they are both keen tennis players. He has an impressive track record in sales and
marketing having worked for leading industry players. He joined PPL 6 months ago. He is very keen
on the new project as he sees it as his opportunity to prove himself. He expects to take a leading role
and is promoting the new ride in the Park’s publicity and marketing material.
Julia McKenzie – Health and Safety Director. Julia has worked with Cyril for ten years and takes
full responsibility for all health and safety matters. She wants to make sure all the safety margins have
been built into the new ride.
Lucy Large – Operational Director. Lucy has been with the company for three months and is
responsible for the day to day management of the Park. Her staff will be supervising the new ride once
it opens and is keen that all park staff are suitably trained in the new ride, its operation, and safety
features.
Robert Roller – Account Director, Rides Galore. Robert has been assigned to manage the
Pleasure Park’s account. He is a trained roller coaster engineer and will be able to liaise with the
specialist contractors who will be installing the ride.
Unit Heads
David Webb – Chief Accountant. David has been in post since Barry was promoted. He is very
methodical and makes sure that the accounts are always in excellent order. He is a great asset to the
company. He was instrumental in introducing quality procedures into the company 2 years ago.
Tracy Currie – Sales Manager. Tracy is responsible for all the sales in Park. She is keen to improve
sales after the ride is installed. She has been with the company 5 years.
Heather O’Connor – Marketing Manager. Heather joined the company on the same day as Tracy
and they have been close friends and colleagues ever since. She is keen to promote the new ride.
Walter Gabriel – HR Manager Walter is an easy-going person who thoroughly enjoys his job. He has
little ambition and enjoys working with the team. He has been in post for 6 years and knows
everybody who works in the Park. Walter has to refer all major decisions to Cyril.
Others
Robert Roller – Account Director, Rides Galore. Robert has been assigned to manage the
Pleasure Park’s account. He is a trained roller coaster engineer and will be able to liaise with the
specialist contractors who will be installing the ride.
Fred Winter – Freelance consultant. Fred is a freelance consultant to construction companies and a
specialist team leader.
Sue George – Manager in Coaster Constructors.

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Plans Theme - Question 5 – additional information

2
Stage 2 is almost complete and is going to plan. The specialist installation contractor – Coaster
Constructors – has been appointed. They have assigned a senior engineer to work with Robert Roller
from Rides Galore to identify the products and work involved in the construction stage (Stage 3).
You are preparing the Stage 3 plan based on this product summary.
Product Summary
In order to build the ‘Explosion’ ride, site offices will be erected first. Once this is accepted by Coaster
Constructors the existing ride layout plan provided by Rides Galore will be used to establish the
foundations for the steelwork. The steelwork consists of supports, rails and maintenance platforms.
Once the foundations are inspected and approved, the supports will be erected and encased at their
base in reinforced concrete.
Once the concrete has set, the rails will be installed between the supports and so that the
maintenance platforms can be built. A crane will be hired to hoist the steelwork into position. It will be
necessary to place a contract with the plant hire firm for this equipment.
After acceptance of the foundations, the ride entry/exit platform will be built. This must be completed
before the final section of rail can be installed inside the platform.
Extract from Product Breakdown Structure (contains errors)
Roller
Coaster
Steelwork Site Foundation Build entry/exit

products offices products platform
Ride Maintenance Acceptance

layout Supports Foundations
platforms certificate
plan
Reinforced
Rails
concrete
Key
External Product
Product

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Quality Theme - Question 6 - additional information

2
Quality notes from the Project Manager’s Daily Log
I know nothing about building foundations and acceptance certificates. I’ll have to make sure I get
some help in that area.
The Park Director has insisted that we do everything to the best possible standard. It all sounds a bit
subjective. I know we have to use Ride Standards 231/2 but I’ll ask the Health and Safety Director for
some more precise acceptance criteria as safety must be the prime concern.
Our Sales and Marketing Director has specified that the structure must be painted emerald green with
red seats. He has given me the RAL colour numbers – RAL 6001 (green) and RAL 3026 (red).
Whoever we get to undertake to build the new ride must have the appropriate certification in this type
of construction work.
All documentation must be reviewed and the Operational Director wants to review the plans
personally.
We must use the PPL standard version numbering system and make sure all the documents are filed
in accordance with our standards.
Extract from the Quality Management Strategy (may contain errors or information which is
under the incorrect heading)
Introduction
1. This document describes PPL’s approach to quality management for the Roller Coaster
project.
2. The Project Board will have overall responsibility for the Quality Management Strategy.
3. Project Assurance will provide assurance to the Project Board that the Quality Management
Strategy is being implemented correctly.
Tools and techniques
4. All specialist work must be tested or checked by competent personnel.
5. All project management documentation should be reviewed by the Project Assurance every 6
weeks.
Quality management procedure – quality standards
6. All paint used should conform to RAL compliant colours.
Roles and responsibilities
7. Team managers will provide details of quality checks that have been carried out.
8. The Operational Director will check the plans.
9. The Project Manager will ensure that all quality reviews have the appropriate user
representation.

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Syllabus Area Question Number Part 2 Marks

Business Case Theme 1 A 6
Use the scenario and the additional information relating to the Business Case question answer the
following six questions.
Each question contains a list of true statements about the ‘Explosion’ project, but only 2 statements
are appropriate entries for that heading of the Business Case.
1 Which two statements should be recorded under the Reasons heading?
A. The new ride will increase visitor numbers by 10% in the first year.
B. Visitor numbers have remained static for the last financial year.
C. The forecast increase in visitor numbers supports the corporate strategy of a 10%
increase year on year.
D. Installing children’s rides will decrease overall income.
E. Installing the new ride will increase sales of non ticket attractions.
2 Which two statements should be recorded under the Business Options heading?
A. Do nothing, has been rejected as PPL have no confidence in marketing activities.

B. Use Rides Galore to supply the new ride.
C. Installing a range of children’s rides is not considered appropriate for the PPL core
market.
D. Recruit a specialist supplier to install the ride.
E. Contract Rides Galore to plan the new ride.
3 Which two statements should be recorded under the Expected Benefits heading?
A. Increased attendance of 10% in first year.

B. Families with small children will go to a park with children’s attractions.
C. The ride will cost £8m to install and commission.
D. The new ride supports the local community through increased local spending.
E. Benefits will begin to be realized within the first year.
4 Which two statements should be recorded under the Costs heading?
A. We have estimated the costs at £8m.

B. The project will be funded from the investment budget.
C. The new ride will generate increased revenue of £3m per annum.
D. If bad weather affects the build then the delays could cost £500,000 per month.
E. The use of a risk budget will be considered when the Project Plan is completed.
Question continues

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2
5 Which two statements should be recorded under the Major Risks heading?
A. The project might take longer than 10 months.

B. If the weather is very bad when the foundations are being laid then work will be delayed
resulting in delays to the completion of the project.
C. Some visitors will not like the new ride.
D. Some families may now perceive that PPL is not a child friendly park and go elsewhere,
resulting in a loss of revenue.
E. The project may cost more than £8m.
6 Which two statements should be recorded under the Timescales heading?
A. The project will run for 10 months.

B. The project Manager will be employed for 12 months to oversee the transfer into the live
environment and sort out any issues which arise.
C. The Executive has stated that there will be no tolerance on scope.
D. Benefits will be realized over the first year of operation and continue at the same rate for
the next three years.
E. If a suitable installation company cannot be found in the UK then an overseas contractor
will be considered.
Question Part
1 A A B C D E
1
2
3
4
5
6

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Business Case Theme 1 B 6
Use the scenario and the additional information relating to the Business Case question answer the
following question.
Lines 1 to 4 in the table below consist of an assertion statement and a reason statement. For each
line identify the appropriate option, from options A to E, that applies. Each option can be used once,
more than once or not at all.
Option Assertion Reason
C True False
D False True
E False False
Assertion Reason
1 The “Do nothing” option is an
The “Do nothing” option should NOT be BECAUSE optional part of the business
considered for this project. options section of the Business
Case.
2 If the forecast number of visitors changes Any change that affects the
BECAUSE
then the Business Case should be benefits will result in a review of the
reviewed. Business case.
3 The Benefits Review Plan should indicate The Benefits Review Plan does
when an assessment of the number of BECAUSE NOT contain details of baseline
visitors should be made following the measures from which
opening of the ride. improvements can be calculated.
4 It is only necessary to review the If Cost tolerance for the project is
BECAUSE
Business Case if there is a major change exceeded then the corporate body
to the project. must be informed.
5 Once the decision is made on the

appointment of the installation contractor BECAUSE The Business Case is reviewed at
and the costs fully understood, the each stage boundary.
business case should be reviewed.
6 The Executive should delegate
BECAUSE The Senior User is responsible for
responsibility for the project’s Business
realising the benefits.
case to the Senior User.

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Question Part 2
1 B A B C D E
1
2
3
4
5
6

® 8

Organization Theme 2 A 6
Use the scenario and the additional information relating to the Organization question answer the
following six questions.
1 In a PRINCE2 environment which two of these people are A Cyril Stead
best suited to the role of the Executive?
B Barry Fletcher
C Sam Ohuru
D Julia McKenzie
E Lucy Large
2 In a PRINCE2 environment which two of these people are A Lucy Large

best suited to role of Senior User?
B Robert Roller
C Sam Ohuru
D Julia McKenzie
3 In a PRINCE2 environment which two of these people are A Barry Fletcher

best suited to provide Business Assurance for the
Executive role? B Lucy Large
C Julia McKenzie
D David Webb
4 In a PRINCE2 environment which two of these people are A Barry Fletcher

best suited to perform User Assurance for the Senior User
role? B Lucy Large
C Sam Ohuru
D David Webb
5 In stage 3 which two of these people are best suited to A Lucy Large
perform the Senior Supplier role?
B Julia McKenzie
C Rep from Specialist
D Robert Roller
6 Which two of these people are best suited to perform A Robert Roller
Supplier Assurance for the Senior Supplier during stage
3? B Rep from Specialist
C Julia McKenzie
D Walter Gabriel

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Question Part 2
2 A A B C D E
1
2
3
4
5
6

® 8

Organization Theme 2 B 6
Use the scenario and the additional information relating to the Organization question answer the
following question.
C True False
D False True
E False False
Assertion Reason
1 Whoever takes the Executive roles
The Executive could be Cyril Stead or BECAUSE should be able to represent the
Barry Fletcher. business and commit funds on its
behalf.
2 The Senior User should be Walter The Senior User should be able to
Gabriel. BECAUSE represent all user interests.
3 When the company undertaking the
BECAUSE There is no need to have anyone in
installation of the ride is appointed they
the Senior Supplier role as
should not be represented on the Project
contracts are agreed.
Board as a Senior Supplier.
4
Julia McKenzie should take the Project BECAUSE Senior Managers should always be
Support role. involved in Project Support.
5 In this project it will be necessary to

BECAUSE Project Board roles can be
combine the role of Executive and Senior
combined on smaller projects.
User.
6 During stages 1 and 2 the installation The Senior Supplier should be
contractor could be represented by BECAUSE represented by someone who
Robert Roller performing the Senior understands the specialist interests
Supplier role. prior to their appointment.

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Question Part 2
2 B A B C D E
1
2
3
4
5
6

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Risk Theme 3 A 4
The project is now at the end of Stage 2. The project manager has heard about a hurricane in
America and the weather forecasters have suggested that this might cause a period of
torrential rain which will hit the UK soon. There is a threat that torrential rain may cause
localised flooding on the site during the excavation of the foundations which will cause
delays to the construction of up to 4 weeks.
PPL have an operational manager (Sandy) who watches the weather forecasts as weather
affects visitor numbers.
Column 1 contains a number of risk responses identified by the Project Manager following an
assessment of the risk. Column 2 contains a list of threat response types. For each risk response in
Column 1, select from Column 2 the type of response it represents. Each option in column 2 may be
used once, more than once or not at all.
Column 1 Column 2
1 Hire a pump for the period of the excavation so that work A Avoid
can continue.
B Reduce
2 Record the risk in the Risk Register and monitor the
situation. C Fallback
3 Carry on as planned but prepare a plan to bring in a pump
D Transfer
if there are signs of flooding.
4 Ask the contractor, as part of his contract, to make E Accept
alternative arrangements in the event of poor weather
causing flooding. F Share
Question Part
3 A A B C D E F
1
2
3
4

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Risk Theme 3 B 4
The project is now at the end of Stage 2. The project manager has heard about a hurricane in
America and the weather forecasters have suggested that this might cause a period of
C True False
D False True
E False False
Assertion Reason
1
The project manager should record this BECAUSE All new risks are recorded in the
news as an Issue Report. Risk Register.
2 If the risk can’t be mitigated and the

BECAUSE All deviations from agreed
analysis shows that it exceeds the risk
tolerances require reporting to the
tolerance for the project then the PM
Project Board.
should raise an Exception Report.
3 The Risk owner will not only
A suitable risk owner for this risk is the BECAUSE monitor the risk but will also take all
operational manager (Sandy).
the mitigating actions.
4 It is never appropriate to accept a risk of It is not possible to do anything
this type. BECAUSE about events outside the project.
Question Part
3 B A B C D E
1
2
3
4

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Risk Theme 3 C 4
The project is now at the end of Stage 2. The project manager has heard about a hurricane
in America and the weather forecasters have suggested that this might cause a period of
Column 1 contains a number of items from the risk assessment identified by the Project Manager
and team following an assessment of the risk. Column 2 contains a list of headings from the Risk
Register. For each item in Column 1, select from Column 2 the heading under which it should be
recorded. Each option in column 2 may be used once, more than once or not at all.
No Column 1 Column 2
1 Record the risk in the Risk Register and monitor the situation. A Risk category
2 Torrential rain is expected in November. B Probability
3 This is a risk to the schedule. C Proximity
4 This risk is active. D Risk response
E Risk status
F Risk Owner
Question Part
3 C A B C D E F
1
2
3
4

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Progress Theme 4 A 4
The project is now at the end of Stage 3. Using the project scenario answer these questions.
1 At the end of Stage 3, 10% of the cost tolerance has been used. Which statement is true?
A. The remaining 10% MUST be allocated to stage 4.

B. The Project Board can allocate as much or as little of the remaining cost tolerance to
stage 4.
C. Any deviation within the tolerances allocated will require an Exception Report.
D. Additional cost tolerance can be generated by speeding up the project.
2 Having planned Stage 4 the project Manager has to do a number of other activities. Which of
these is true?
A. Raise an Exception Plan to cover the Project Plan updates for Stage 4.
B. Consider whether the Project Product Description should be updated.
C. Update the Project Plan and reflect any changes in the Project Plan in the Business
Case.
D. Update the Quality Register with the results of the stage 3 reviews.
3 Having reviewed the amount of work to be undertaken in Stage 4 the Project Manager has
been told that the Project Board require more control. Which two of these actions would give
the Project Board more control?
A. Increase the frequency of Checkpoint Reports.

B. Split Stage 4 into two smaller management stages.
C. Increase the frequency of Exception reporting.
D. Increase the frequency of Highlight Reports.
E. Make sure all issues are handled formally.
4 Having looked at the Work Packages planned for Stage 4 the Project Manager wants to make
sure they are under control. Which two actions will give the Project Manager more control?
A. Increase the frequency of Checkpoint Reports.

B. Reduce the degree of tolerance for the Work Package.
C. Increase the frequency of Exception Reports.
D. Increase the frequency of Highlight Reports.
E. Make sure all issues are handled formally.
Question Part
4 A A B C D E
1
2
3
4

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Progress Theme 4 B 4
Half of the positive (project) cost tolerance has been used in Stages 2, 3 and 4. The project is
scheduled to complete 1 week before the end of April so there is 1 week positive (project)
time tolerance remaining. Using the project scenario answer these questions.
C True False
D False True
E False False
Assertion Reason
1 Any remaining project tolerance for
All of the positive tolerance can be BECAUSE time and cost should always be
allocated to Stage 5. allocated to the final stage of the
project.
2 There is no need for the project manager BECAUSE All issues MUST be noted in the
to maintain the Daily Log in the final
Issue Register.
stage.
3 If the Project Manager wants to review the

BECAUSE The Product Status Account is a
version number of the project’s products
report of the status of all products
then s/he may request a Product Status
including their version number.
Account from Project Support.
4 When reviewing the tolerances for Stage
5 Plan with the Project Board the PM BECAUSE Benefit tolerance defines the range
must check that the benefits tolerance for of a benefit.
the stage is allocated.
Question Part
4 B A B C D E
1
2
3
4

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Progress Theme 4 C 4
The project is now at the end of Stage 3. Use the project scenario to answer these questions.
Column 1 contains a number of true statements that should be included within the End Stage Report.
Select from Column 2 the appropriate heading for each statement. Each option in column 2 may be
used once, more than once or not at all.
No Column 1 Column 2
1 The project is scheduled to complete 1 week before the end of A Review of team
April. performance
2 The excavation works took longer than expected – we should B Quality records
have done a more detailed survey of the site.
C Issues and risks
3 If the IT system doesn’t require reconfiguring it is possible that
the contractor can speed up the installation of the IT and this D Lessons Report
would save 3 weeks on the schedule.
E Forecast
4 During Stage 3 fifty tests were undertaken of which only 3 failed.
The rework was completed within tolerance.
Question Part
4 C A B C D E
1 .
2
3
4

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Plans Theme 5 A 6
Using only the Product Summary and extract from the Product Breakdown Structure provided as
additional information, answer the following four questions
Column 1 is a list of some of the entries in the product breakdown structure. Determine whether
each entry in Column 1 has been correctly shown (or not) in the product breakdown structure. Select
from Column 2 the appropriate statement that correctly describes that entry. Each selection in
column 2 may be used once, more than once or not at all.
Column 1 Column 2
1 Ride layout plan A External product

incorrectly shown
2 Reinforced concrete
B Internal product
3 Build entry/exit platform incorrectly shown as
an external product
4 Acceptance certificate
5 Site offices C NOT a product
6 Rails D Correctly shown entry
E Incorrectly shown in a
one to one relationship
Question Part
5 A A B C D E
1
2
3
4
5
6

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Plans Theme 5 B 6
Use the scenario answer the following questions.
C True False
D False True
E False False
Assertion Reason
1 The plan for Stage 3 should be produced All Stage plans should be produced
during the initiation stage. BECAUSE in Initiation.
2 Project closure is part of the final
The activities required to close the project BECAUSE stage of a project and its activities
should be included within the Stage 5
should be included within the stage
plan.
plan.
3 The fact that the rollercoaster can be
completed up to 2 weeks earlier than the BECAUSE
All tolerances are recorded in the
second week of April would be recorded
Project Plan.
under the Tolerances section of the
Project Plan.
4 An Exception Plan may be required
BECAUSE
Stage 1 activities do NOT require a plan. if a Stage Plan is forecast to
exceed its tolerance.
5 The completion of the invitation to tender

BECAUSE Milestones represent the
and having it ready for issue may be a
completion of key activities.
suitable milestone.
6 When planning Stage 3 the products
BECAUSE The schedule is derived from the
should be broken down into a product
product breakdown structure.
breakdown structure for the Stage.

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Question Part 2
5 B A B C D E
1
2
3
4
5
6

® 8

Quality Theme 6 A 4
Using the information in the project scenario and the additional information for the Quality
question (quality notes from the Project Manager’s Daily Log) answer the following questions.
Each of the following questions relates to entries in the Product Descriptions of the project’s
products.
1 Which is a correct statement for the quality criteria entry in the “ride seats” product description?
A. They must be painted red.

B. They must be painted in RAL 3026 (red).
C. They must be comfortable.
D. The MD must like them.
2 Which is a correct statement for the quality responsibilities entry in the “plans” product
description?
A. The Park Director must check the plans to make sure they are correct.
B. The Operational Director should be involved in reviewing the plans to confirm they are
acceptable.
C. The Project Manager should check that the plans conform to current building
regulations.
D. It is not necessary to check that the plans are correct – we can take the supplier’s word
for it.
3 Which is a correct statement for the quality tolerance entry in the “plans” product description
A. All plans must be to scale 1:50.

B. All plans must be to scale 1:50 but if necessary the overall layout plans can be produced
at 1:100 scale.
C. Plans must be produced at A0 size.
D. The plans must be checked by the Operational Director.
4 Which is a correct statement for the quality method entry in the “ride seats” product
description?
A. Ask the staff if they like them.

B. Wait until the ride is ready for use and then check to make sure they are adequate
C. Ask the Park Director to check them.
D. Visual Inspection of each seat for damage prior to installation.
Question Part
6 A A B C D
1
2
3
4

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Quality Theme 6 B 4
question (quality notes from the Project Manager’s Daily Log and the extract from the Quality
Management Strategy) answer the following questions.
1 Which statement applies to the Introduction section?
A. Delete entry 1 because this is related to the project approach and should be recorded
in the Project Brief.
B. Delete entry 2 because the project’ board roles are not included here.
C. Move entry 3 to the Roles and responsibilities section.
D. Delete entries 2 and 3 because assurance roles are documented in the PID.
2 Which statement applies to the Tools and techniques section?
A. Move entry 4 to roles and responsibilities as specialist staff need to know their delegated
authority.
B. Move entry 5 to quality management procedure.
C. Move entry 4 and 5 to roles and responsibilities as these clarify roles for project quality.
D. Add the architect will check the materials.
3 Which statement applies to the Quality management procedure - quality standards section?
A. Delete entry 6 as this describes a product.

B. Add “the contractor will check that the work meets the standards”.
C. Add “there must be enough light”.
D. Add “all modifications must comply with current building regulations”.
4 Which statement applies to the Roles and responsibilities section?
A. Delete entry 7 because external suppliers cannot provide quality checking.

B. Delete entry 8 because this is the responsibility of corporate or programme
management.
C. Delete entry 9 because this is a responsibility of the Project Board.
D. Move entry 7 to reporting because checkpoint reports contain an extract of the Quality
Management Strategy.
Question Part
6 B A B C D
1
2
3
4

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2
Syllabus Area Question Number Part Marks
Quality Theme 6 C 4
question (quality notes from the Project Manager’s Daily Log and the extract from the Quality
Management Strategy) answer the following questions.
1 Which statement is a correctly defined acceptance criterion for the ride?
A. It must be safe.
B. Strong bolts must be used.
C. The fixings must comply with the Ride Standards 231/2 para 22.
D. It must be painted the right colour.
2 Which statement is a correctly defined acceptance criterion for the plans?
A. The health and safety plan has been approved by the regulatory authority.
B. They are at the right scale.
C. They are complete.
D. All parties are satisfied with them.
3 Which statement is a correct example of an “in process” method of checking the ride seats?
A. Project Assurance will check the seats.

B. As the seats are installed they are checked for damage.
C. The Project Manager will review the Quality Register periodically.
D. All seats will be painted red (RAL 3026).
4 Which statement is a correct example of an “appraisal” method of checking the ride seats?
A. Check the seats during installation to check they are the right colour.
B. The seats are to be painted red (RAL 3026).
C. Once the seats are installed they will be tested against the relevant standard (see the
product description).
D. The Health and Safety Officer will inspect the seats.
Question Part
6 C A B C D
1
2
3
4

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Processes – Starting up a Project, Initiating a Project 7 A 5
Each of the following 5 questions includes a list of true statements made during the Starting up a
Project process.
1 Which statement is an appropriate entry for the Lessons Log?
A. The last time PPL installed a ride staff wanted extra pay and there was trouble with the
unions.
B. PPL have never installed such a complex in ride in such a short timeframe before.
C. The suppliers that will be used to supply the new ride are new to PPL.
D. The Park Director wants the installation to be implemented with minimum disruption to
the business.
2 Which statement is an appropriate entry for the Project Product Description?
A. Sub-contract the work to an experienced builder.

B. The representative from the ride supplier will take the Senior Supplier role on the
Project Board.
C. It is expected that Stage 2 will take six weeks.
D. The Park Director has stated that there must be no compromise on the standard of
finishes.
3 Which statement is an appropriate entry for the Project Product Description?
A. The project must be completed within two weeks of the target date.
B. Four coats of paint have been requested on all aspects of the ride but if costs are
threatened three coats will be acceptable.
C. The seats on the ride must be capable of supporting up to 30 stones weight.
D. The Park Director has stated that the project must be kept secret for now.
4 Which statement is an appropriate entry for the project approach contained in the project
Brief?
A. When the contractor is appointed they should be represented on the Project Board.
B. The materials for the work must comply with current environmental regulation.
C. The PPL legal department will negotiate the lease and then following a tender process
a suitable builder will be contracted to undertake the work at the new offices.
D. There may be problems with negotiating the contract causing work on the ride to be
delayed.
5 Which is an appropriate entry for the Stage Plan for the initiation stage?
A. The Daily Log has been updated with new risks to the project that were identified when
preparing the Project Brief.
B. The plan is based on the ride supplier being available to assist with planning the
project.
C. The initial cost estimate for the project is £8m.
D. The Park Director has stated that the project must be completed in time for Easter.

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2
Question Part
7 A A B C D
1
2
3
4
5

® 8

Processes – Starting up a Project, Initiating a Project 7 B 2
Each of the following 2 questions includes a list of true statements made during the Initiating a
Project process.
1 Which statement is an appropriate entry for the Business Case?
A. Installing more children’s rides would have incurred a decrease in high spending visitors.
B. Bad weather may delay the work in Stage 3.
C. All plans must be checked by the Health and Safety Director.
D. The quoted timescales are based on the understanding that funding can be made
available immediately approval is granted.
2 Which statement is an appropriate entry for the Configuration Management Strategy?
A. The Health and Safety Director must approve all plans.

B. Any threats that cause more than 4 weeks delay should be classified as Very High
Impact.
C. All contracts must be approved by the legal department.
D. Any new requirements incurring costs over £250,000 must be referred to the Project
Board.
Question Part
7 B A B C D
1
2

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Processes – Starting up a Project, Initiating a Project 7 C 5
The project is now near the end of the Initiation Stage. All the work has been completed and it
just remains for the Project Initiation Documentation to be assembled and the stage 2 Plan to
be finalised.
C True False
D False True
E False False
Assertion Reason
The Risk Management Strategy
The Risk Register should have been BECAUSE
1 describes the specific techniques
created before the Initiation Stage.
and standards to be applied.
The Project Plan determines the
The Business Case cannot be finalised BECAUSE duration and cost of the project and
2
until the Project Plan is completed. this information is required in the
Business Case.
Only people working within the
The Communications Management BECAUSE project should be included in the
3 Strategy does not include people outside
Communications Management
the PPL organisation.
Strategy.
If the PPL Project Board decide to
BECAUSE Every project must have separate
delegate to a Change Authority, the
4 person or group designated as a
person(s) will be identified in the
dedicated Change Authority.
Configuration Management Strategy.
The Risk Management Strategy should BECAUSE All risks associated with Stage 2
5
define scales for probability and impact. should have an owner.
Question Part
7 C A B C D E
1
2
3
4
5

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Processes – DP, CS, SB, MP & CP 8 A 4
The project has completed Stage 2 successfully and has moved into Stage 3. The contractor
will be excavating the site and erecting the structure.
Each of the following 2 questions includes a list of true statements made during the Controlling a
Stage process.
1 Which statement is an appropriate entry for the “Foundations” Work Package?
A. The steelwork will be erected when the concrete has been signed off.
B. Access to the site can only be arranged via the site agent.
C. Stage 3 will take 15 weeks.
D. The Park Director wants the work to be implemented with minimum disruption to the
business.
2 Which statement is an appropriate entry for the first Highlight Report in stage 3?
A. The contractor has been appointed.

B. The Contractor has taken the Senior Supplier role on the Project Board.
C. The work in Stage 2 completed ahead of schedule by 3 days.
D. None of the stage tolerance has been used to date.
The project is coming to the end of Stage 3. It is 10 days ahead of schedule and the works
are being inspected.
Each of the following 2 questions includes a list of true statements made during the Managing a
Stage Boundary process.
3 Which statement is an appropriate entry for the End Stage Report?
A. Anyone working on the site until the work is completed must arrange access with the
Site Agent.
B. The Park Director is very pleased with the work done in stage 2.
C. The contractor joined the Project Board during stage 2.
D. The ride will be operational on 1 April, two weeks ahead of schedule.
4 Which is an appropriate entry for the Lessons Report produced at the end of Stage 3?
A. All the work so far in the project has been done on or ahead of schedule.
B. We incorporated suggestions from rides galore about the installation and this has saved
8 days on the schedule.
C. We have heard that there may be delays with the IT system.
D. Business has not deteriorated during the building period.
Question Part
8 A A B C D
1
2
3
4

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2
Processes – DP, CS, SB, MP & CP 8 B 4
The installation has completed as planned. The Project Manager is now working through the
Closing a Project activities.
C True False
D False True
E False False
Assertion Reason
Any unfinished work should be recorded The Daily Log provides a means for
1 in the Daily Log for action by the BECAUSE the Project Manager to record
appropriate business department. informal issues.
The End Project Report will be produced BECAUSE The End Project Report documents
2 when all the benefits of the new ride have whether all the benefits have been
been realised. achieved.
The Stage Plan for stage 5 should contain Work Packages will be required for
details of the products to be created or BECAUSE the production of the End Project
3
updated during the Closing a Project Report and to update the Benefits
process. Review Plan.
Part of handing over the finished
As part of the handover of the ride to the BECAUSE products is to ensure that the
4 customer arrangements should be made
appropriate support and
for the ongoing management of the ride.
maintenance systems are in place.
Question Part
8 B A B C D E
1
2
3
4

® 8

Processes – DP, CS, SB, MP & CP 8 C 4
The project is in Stage 4. It is on schedule.

Column 1 contains a number of true statements that should be included within the second weekly
Checkpoint Report to be produced for the IT Installation Work Package. Select from Column 2 the
appropriate heading for each statement. Each option in column 2 may be used once, more than
once or not at all.
Column 1 Column 2
1 The cable installation is on schedule but we are A Follow ups
forecasting a 2 day delay against the target due to the next
part of the work being more complex than anticipated. B This reporting period
2 The outstanding documentation from last week has been C Next reporting period
completed.
D Work Package
3 If the IT system doesn’t require reconfiguring it is possible
tolerance status
that we can bring the testing forward by 2 weeks.
4 Next week we shall test the cable installation. E Issues and risks
Question Part
8 C A B C D E
1
2
3
4

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Change Theme 9 A 4
The project is now in Stage 3.

Use the project scenario to answer the following 4 questions.
Column 1 contains a number of issues for this project. Select from Column 2 the appropriate
category for each issue. Each option in column 2 may be used once, more than once or not at all.
Column 1 Column 2
1 Although not previously considered, the Park Director A Problem or concern
wants a water feature to be included within the
landscaping work. B Request for change
2 Whilst installing the new electrical services it was C Off-specification
discovered that the incoming supply is faulty causing a
serious delay.
3 The ride seating was signed off now it appears that the
paint colour used does not match that stated in the
product description.
4 The operational staff have asked for a different type of IT
system to that previously agreed.
Question Part
9 A A B C
1
2
3
4

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Change Theme 9 B 4
The project is now in Stage 4. The MD has decided that the seats should be painted the same
colour as the ride steelwork (green). Work has already started painting the seats red and
whilst this can be achieved within the timeframes specified there will be an additional cost of
£25,000. There is £300,000 left in the Change Budget. The Change Authority specified in the
Configuration Management Strategy is the Project Board.
C True False
D False True
E False False
Assertion Reason
1 Something that should be provided
The change in requirements should be BECAUSE by the project, but currently is not
treated as a request for change.
provided is an off-specification.
2 All deviations from agreed
An Exception Plan at project level must BECAUSE
tolerances require an Exception
be produced to reflect this change.
plan.
3 If the Project Manager needs to see if any The Configuration Item record
other products are affected s/he should BECAUSE contains the relationship with other
look in the Configuration Item Record. items.
4 As the change can be paid for by the
BECAUSE The Change Authority only deals
Change Budget the Project Manager can
with changes that require funding.
authorise the change.
Question Part
9 B A B C D E
1
2
3
4

® 8

Change Theme 9 C 4
The project is now in Stage 4. The MD has decided that the seats should be painted the same
colour as the ride steelwork (green). Work has already started painting the seats red and
whilst this can be achieved within the timeframes specified there will be an additional cost of
£25,000. There is £300,000 left in the Change Budget. The Change Authority specified in the
Configuration Management Strategy is the Project Board. This issue will be handled formally.
Column 1 contains a number of statements that should be included within the Issue Report. Select
from Column 2 the appropriate heading for each statement. Each option in column 2 may be used
once, more than once or not at all.
Column 1 Column 2
1 The Project Board have approved the request and A Issue description
transferred the funds into the project budget.
B Impact analysis
2 Changing the colour of the seats will require the work
already started to be scrapped. C Recommendation
3 As work has started the Project Manager believes that the
D Severity
best option will be to continue with the original colour
scheme. E Decision
4 The cost of this change is outside the authority level of the
Project Manager and must be escalated.
Question Part
9 C A B C D E
1
2
3
4

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Suggested Answers
2
Practitioner Exam – Pleasure Park
Question Part
1 A A B C D E
1 0 1 1 0 0
2 1 0 1 0 0
3 1 0 0 1 0
4 1 1 0 0 0
5 0 1 0 1 0
6 1 0 0 1 0
Question Part
1 B A B C D E
1 0 0 0 0 1
2 1 0 0 0 0
3 0 0 1 0 0
4 0 0 0 1 0
5 0 1 0 0 0
6 0 0 0 1 0

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Question Part 2
2 A A B C D E
1 1 1 0 0 0
2 1 0 1 0
3 1 0 0 1
4 0 1 1 0
5 0 0 1 1
6 1 1 0 0
Question Part
2 B A B C D E
1 1 0 0 0 0
2 0 0 0 1 0
3 0 0 0 0 1
4 0 0 0 0 1
5 0 0 0 1 0
6 1 0 0 0 0

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Question Part 2
3 A A B C D E F
1 0 1 0 0 0 0
2 0 0 0 0 1 0
3 0 0 1 0 0 0
4 0 0 0 1 0 0
Question Part
3 B A B C D E
1 0 0 0 1 0
2 0 0 1 0 0
3 0 0 1 0 0
4 0 0 0 0 1
Question Part
3 C A B C D E F
1 0 0 0 1 0 0
2 0 0 1 0 0 0
3 1 0 0 0 0 0
4 0 0 0 0 1 0

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Question Part 2
4 A A B C D E
1 0 1 0 0
2 0 0 1 0
3 0 1 0 1 0
4 1 1 0 0 0
Question Part
4 B A B C D E
1 0 0 1 0 0
2 0 0 0 0 1
3 1 0 0 0 0
4 0 0 0 1 0
Question Part
4 C A B C D E
1 0 0 0 0 1
2 0 0 0 1 0
3 0 0 1 0 0
4 0 1 0 0 0

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Question Part 2
5 A A B C D E
1 0 0 0 1 0
2 0 0 0 0 1
3 0 0 1 0 0
4 0 0 0 1 0
5 0 1 0 0 0
6 0 0 0 1 0
Question Part
5 B A B C D E
1 0 0 0 0 1
2 1 0 0 0 0
3 0 0 1 0 0
4 0 0 0 1 0
5 1 0 0 0 0
6 0 0 1 0 0

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Question Part 2
6 A A B C D
1 0 1 0 0
2 0 1 0 0
3 0 1 0 0
4 0 0 0 1
Question Part
6 B A B C D
1 0 0 1 0
2 0 0 1 0
3 0 0 0 1
4 0 0 1 0
Question Part
6 C A B C D
1 0 0 1 0
2 1 0 0 0
3 0 1 0 0
4 0 0 1 0

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Question Part 2
7 A A B C D
1 1 0 0 0
2 0 0 0 1
3 0 1 0 0
4 0 0 1 0
5 0 1 0 0
Question Part
7 B A B C D
1 1 0 0 0
2 0 0 0 1
Question Part
7 C A B C D E
1 0 0 0 1 0
2 1 0 0 0 0
3 0 0 0 0 1
4 0 0 1 0 0
5 0 1 0 0 0

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Question Part 2
8 A A B C D
1 0 1 0 0
2 0 0 0 1
3 0 0 0 1
4 0 1 0 0
Question Part
8 B A B C D E
1 0 0 0 1 0
2 0 0 0 0 1
3 0 0 1 0 0
4 1 0 0 0 0
Question Part
8 C A B C D E
1 0 0 0 1 0
2 1 0 0 0 0
3 0 0 0 0 1
4 0 0 1 0 0

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Question Part 2
9 A A B C
1 0 1 0
2 1 0 0
3 0 0 1
4 0 1 0
Question Part
9 B A B C D E
1 0 1 0 0 0
2 0 0 0 0 1
3 1 0 0 0 0
4 0 0 0 0 1
Question Part
9 C A B C D E
1 0 0 0 0 1
2 0 1 0 0 0
3 0 0 1 0 0
4 0 0 0 1 0

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Pleasure Park Project – Rationale

2
Question 1 – Business Case Theme
Question Part
1 A Answer
1a incorrect Is a benefit.
1b correct Is a reason for doing the project – it describes the current situation.
1c correct
Is a reason for doing the project – it describes how the project supports
achievement of corporate strategies and objectives. (A 2.2 p237)
Is a reason for rejecting another business option, not a reason for doing the
1d incorrect
project.
1e incorrect Is a benefit.
Question Part
1 A Answer
2a correct This is a business option.

2b incorrect This relates to the project approach.
2c correct This is a business option.
2d incorrect This relates to the project approach.
2e incorrect This also relates to the project approach.
Question Part
1 A Answer
3a correct A is a measureable benefit and is directly attributable to the move.

3b incorrect B is an expected dis-benefit.
3c incorrect C is a cost.
3d correct D is a measurable benefit of this project.
3e incorrect E relates to timescales of the project.
Question Part
1 A Answer
4a correct Both A and B are relevant to the cost heading as per appendix A2.2.
4b correct Both A and B are relevant to the cost heading as per appendix A2.2.
4c incorrect C is a benefit.
4d incorrect D is a risk.
4e
E is just a statement about the risk budget and is not relevant to the Business
incorrect
Case.

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Question Part 2
1 A Answer
5a incorrect This is just a statement of uncertainty – not a risk.

5b correct Is a risk as it has event, cause and effect.
5c incorrect Is a statement.
5d correct Is a risk it has event, cause and effect.
5e incorrect This is a statement of uncertainty – not a risk.
Question Part
1 A Answer
Both A and D relate to the timescales of this project and the benefits realisation
6a correct
period.
6b incorrect Is not relevant to the Business Case.
6c incorrect This is a statement about scope and will be included in the Project Plan.
Both A and D relate to the timescales of this project and the benefits realisation
6d correct
period.
6e incorrect Is a contingency plan for a risk.

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Question Part 2
1 B Assertion Reason
FALSE - The Do Nothing option is required as

FALSE - do nothing is always part of the
1 E part of the Business Case options section –
Business Case see A.2.2
see A 2.2
TRUE - the reason correctly explains the
TRUE - This is a possible change to the
Assertion (see para 9.3.3.2)
business benefits and the business case
2 A
should be checked (see also Change
Theme para 9.3.3.2)
TRUE - the ability to increase sales (or FALSE - see A1.2

otherwise) is a benefit of this project and
3 C
should be included within the Benefits
Realization Plan
TRUE - see 10.3.1.1
FALSE - When considering a request for
4 D change the effect on the Business case
must be considered. (see 9.3.3.2)
TRUE - The reason is also true but does not

TRUE - The costs may/will have changed
describe the reason for the assertion. The BC
5 B and this will affect the business case costs
is reviewed at each stage boundary see figure
and benefits.
4.2
FALSE - This cannot be delegated. App TRUE - Appendix C 3.1
6 D C2.1

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Question 2 – Organisation Theme

2
Question Part
2 A Answer
Both nominees have the appropriate authority to make decisions and commit
1a correct
resources on behalf of the business.
Both nominees have the appropriate authority to make decisions and commit
1b correct
resources on behalf of the business.
Sam’s role in Sales and marketing is linked to the users (public) of the ride and
1c incorrect
can represent their views.
1d incorrect Julia is more concerned with the supply side – safety etc that than the users.
1e incorrect Lucy can clearly represent the users (public) and the staff operating the ride.
Question Part
2 A Answer
2a correct Lucy can clearly represent the users (public) and the staff operating the ride.
2b incorrect Robert Roller is the supplier.
Sam’s role in Sales and marketing is linked to the users (public) of the ride and
2c correct
can represent their views.
2d incorrect Julia is more concerned with the supply side – safety etc that than the users.
Question Part
2 A Answer
Both Barry and David have the financial skills to monitor the financial aspects of
3a correct the project and maintain an eye on the business aspects. David can also
oversee the use of the quality systems.
Lucy is associated with the Operation aspects, rather than the financial and
3b incorrect
business aspects.
3c incorrect Julia is associated with the supply side rather than the business
Both Barry and David have the financial skills to monitor the financial aspects of
3d correct the project and maintain an eye on the business aspects. David can also
oversee the use of the quality systems.
Question Part
2 A Answer
4a incorrect Barry is associated with business and finance rather than the user aspects
As directors for two significant areas of the business they will be able to see
that the users interest are being considered. Barry and David are concerned
4b correct
with finance and business so would be better doing assurance for the
Executive.
As directors for two significant areas of the business they will be able to see
that the users interest are being considered. Barry and David are concerned
4c correct
with finance and business so would be better doing assurance for the
Executive.
4d incorrect David is associated with business and finance rather than the user aspects
Question Part

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2 A Answer
2
5a incorrect Lucy Large is better suited to the senior User role.
Julia Mackenzie is again better suited to Project assurance for the Senior User,
5b incorrect
making sure that the ride fulfils its safety.
The newly appointed installation contractor should be represented on the Board
5c correct
along with Robert Roller.
The newly appointed installation contractor should be represented on the Board
5d correct
along with Robert Roller.
Question Part
2 A Answer
Robert and the rep for the supplier can provide their own assurance as
6a correct
suppliers.
Robert and the rep for the supplier can provide their own assurance as
6b correct
suppliers.
6c incorrect Julia is better suited to provide assurance for the Senior User.
6d incorrect Walter is not suitable for an assurance role.
Question Part
TRUE - Both Cyril and Barry could be the TRUE – this is a key responsibility of the
1 A Executive for the reason stated Executive (see 5.3.2.2 and C.2.1). Both
nominees fulfill these criteria
FALSE - Walter is not in a position to TRUE - see 5.3.2.1
2 D represent all the users, neither does he
have the authority to commit resources.
FALSE - because this company will be FALSE - none of the PRINCE2 roles are
supplying the skills to undertake the work optional, although it is possible to have one
3 E
and should be represented on the Project person taking more than one role.
Board.
FALSE - as clearly Julia’s position as a FALSE - as the Organization theme does not
director of Health and Safety means she is state this.
4 E at too high a level in the organization to
provide project support in this type of
project.
FALSE - this is a large project where it TRUE - see 19.5.1.1
5 D would be preferable to have separate
people in the role.
TRUE - Robert Roller represents the TRUE – and correctly explains the assertion
supplier of the roller coaster and will
understand the installation requirements
6 A
and interests and as such can represent
their interests. This is explained correctly
by the reason.

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Question 3 – Risk Theme

2
Question Part
3 A Answer
1a incorrect This does not avoid the risk as flooding can still occur.
1b correct Flooding will be significantly reduced.
1c incorrect This is not a fallback action as it is taken before the risk is likely to occur.
1d incorrect This does not transfer the risk.
1e incorrect As we are doing something it is not acceptance.
1f incorrect We are not sharing the risk.
Question Part
3 A Answer
2a incorrect No effective action is taken so we have not avoided it.

2b incorrect No effective action is taken so we have not reduced the risk.
2c incorrect No effective action is taken so we have not made a fallback plan.
2d incorrect No effective action is taken so we have not transferred it.
2e correct No effective action is taken – accept.
Question Part
3 A Answer
3a incorrect No action is taken unless the risk occurs so we have not avoided it.
3b incorrect No action is taken unless the risk occurs so we have not reduced the risk.
3c correct A “plan B” has been established – fallback.
3d incorrect No action is taken unless the risk occurs so we have not transferred the risk.
Question Part
3 A Answer
Asking the contractor does not prevent the risk occurring so we have not
4a incorrect
avoided it.
4b incorrect
reduced it.
4c
incorrect
defined a fallback action.
4d correct It is now the supplier’s job to deal with the risk – transfer.
4f
We are not sharing the risk as we are asking the contractor to deal with it.
incorrect
However, this does not transfer the effect of the risk.

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Question Part 2
FALSE - New risks are captured in the Risk TRUE – See 15.4.6
1 D
Register (15.4.6)
TRUE - All forecast deviations should be TRUE – See assertion

escalated to the Project Board via an
2 A
Exception report and this is accurately
reflected by the reason. (15.4.7/10.3.3.1)
TRUE - The operational manager will be FALSE - The risk owner does not always take
3 C able to keep the project informed of any the mitigating actions. There may be a risk
adverse weather forecasts. actionee. - see 8.3.5.4
FALSE - risks can always be accepted, FALSE - events outside the project can be
4 E although it may not be a sensible thing to addressed and actions taken to mitigate their
do. effects.
Question Part
3 C Answer
This is a risk response – it describes the action that is being taken (albeit
1d correct
“acceptance”) (A25.2)
This relates to when the risk may happen – i.e. “in November” which is the
2c correct
proximity (A25.2)
3a correct This is a category of risk (schedule) A25.2.
4e correct Active is a valid status for a risk (A25.2)

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Question 4 – Progress Theme

2
Question Part
4 A Answer
Is false there is no need for all the remaining tolerance to be allocated to the
1a incorrect
final stage.
1b correct The Project Board can allocate the project tolerance however it wishes.
1c incorrect An Exception report is only required if tolerances are forecast to be exceeded.
1d incorrect Speeding up the project will not create more cost tolerance.
Question Part
4 A Answer
An Exception Plan is only required when a plan is in exception. This is not

2a incorrect
required at the normal end of a stage.
The Risk register will have been updated already when the Stage Plan was
2b incorrect
prepared.
These activities need to be completed as the Project Plan should be updated to
2c correct
reflect the Stage 3 Plan.
Updates to the Quality Register are done as the reviews take place, not at the
2d incorrect
end of the stage.
Question Part
4 A Answer
Checkpoint Reports are sent from the Team Manager to the Project Manager.
3a incorrect Increasing these in frequency will only improve the control of the Project
Manager.
This will mean the stage is shorter and provide an additional control point at the
3b correct
end of the smaller stage so the Project Board will have more control.
This will only happen if the stage exceeds tolerances and is not done on a
3c incorrect
regular basis. Therefore, the Board will not have increased control.
This will give the Board more detail of progress and therefore give them more
3d correct
control.
3e incorrect This will have no effect on Project Board control.
Question Part
4 A Answer
These reports from the team manager will give the Project Manager updates
4a correct
more frequently and therefore more control.
Having a plan which s/he can monitor from the Team Manager will give the
4b correct
project Manager more control.
Exception Reports are not appropriate between Team Managers and Project
4c incorrect
Managers.
4d incorrect This will give the Board more detail of progress not the Project Manager.
4e incorrect This will have no effect on Project Manager’s control.

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Question Part B 2
4 Answer Assertion Reason
FALSE - Although this is the final stage

TRUE - Tolerance can be allocated
1 C tolerance can be applied to stages however the
however the Project Board directs.
Project Board wishes.
FALSE - The Project Manager should FALSE - Not all issues require an issue Report
maintain the Daily Log throughout. It and an entry in the Issue Register – some can
2 E
is closed in Recommend project be handled informally. 9.3.3.1.
closure (see Figure 18.6).
TRUE - Assertion is true and is TRUE - see Reason.
3 A correctly explained by the reason.
See A18.1/2.
FALSE _ Benefit tolerance only TRUE - (see Table 10.1).
4 D applies to the Project and is noted in
the Business Case.

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Question Part 2
4 C Answer
1e correct This is a forecast of performance – when the project will finish. (A9.2).
This reflects something we should have done and should be included within the
2d correct
Lessons Report. (A9.2).
This reflects an opportunity and should be discussed under issues and risks.
3c correct
(A9.2)
This statement reflects the number of quality checks done and their result –
4b correct
quality records. (A9.2)

® 8
Question 5 – Plans Theme

2
Question Part
5 A Answer
1d correct The “Ride layout plan” already exist. It is a correctly shown external product.
This is shown as a sub product of Supports in a one to one relationship which
2e correct
is incorrect.
3c correct “Build entry platform” is an activity, not a product.
4d correct “Acceptance certificate” is part of your project – it is a correctly shown product.
“Site offices” are required as part of your project. It is incorrectly shown as an
5b correct
external product.
6d correct “Rails” are part of your project. It is correctly shown.
Question Part
FALSE - Stage plans are produced FALSE - Stage plans are produced towards
1 E towards the end of the previous stage - see the end of the previous stage - see 7.2.5.
7.2.5.
TRUE - The final stage of the project TRUE - This correctly explains the assertion.
2 A
includes the closure activities (see 18.3).
TRUE – The earliest the ride can be FALSE - Only time, cost, scope and maybe risk
completed is the end of March. The project tolerances, at project level, are recorded in the
3 C
is scheduled to finish by the second week project plan (see A16.2).
of April.
TRUE - If a stage is forecast to exceed its
FALSE - All stages should be planned
4 D tolerances then an exception plan may be
including the initiation stage. (see 12.4.6).
required - see 7.2.7 / 10.3.1.1.
TRUE - The ITT is a significant piece of TRUE - (see 7.3.6.6) this is the right reason for
5 A work and its completion would be a the assertion.
suitable milestone.
FALSE - The schedule is derived from the list
6 C
TRUE - This is first step in the planning
of activities and dependencies and estimates
procedure (see 7.3.3.2).
(see figure 7.2 and 7.3.6).

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Question 6 – Quality Theme

2
Question Part
6 A Answer
1a incorrect Is not measurable – there are many shades of red.

1b correct Is measureable and reflects the information supplied.
1c incorrect Is subjective.
1d incorrect Is subjective.
Question Part
6 A Answer
There is no specified requirement that says the Park Director “must” check the
2a incorrect
plans.
2b correct This is a stated requirement in the scenario additional information.
2c incorrect The PM does not have these skills.
2d incorrect All products should be quality checked in some form.
Question Part
6 A Answer
3a incorrect This is statement of requirement not a tolerance.

3b correct This provides a range of quality.
3c incorrect This is statement of requirement not a tolerance.
3d incorrect This is statement of requirement not a tolerance.
Question Part
6 A Answer
4a incorrect This is not an objective test.

4b incorrect This would be too late and is inappropriate.
4c incorrect This is a valid method, rather a statement of responsibility.
4d correct This is a valid and objective test.
Question Part
6 B Answer
1a incorrect Entry 1 is correct as it stands.

1b incorrect Entry 2 is correct as the Introduction section should include this.
1c correct Entry 3 should be recorded under Roles and responsibilities and is correct.
1d incorrect Entry 2 is correct.

® 8
Question Part 2
6 B Answer
Whilst this is correct on its own “c” is correct because entry 5 is also in the
2a incorrect
wrong place.
Whilst this is correct on its own “c” is correct because entry 4 is also in the
2b incorrect
wrong place.
Both entry 4 and 5 are about roles and responsibilities and not Tools and
2c correct
techniques.
2d incorrect This is a responsibility.
Question Part
6 B Answer
3a incorrect Entry 6 These are relevant standards.

3b incorrect This relates to a responsibility and would not be noted under Standards.
3c incorrect This is a quality criterion.
3d correct This is a quality standard.
Question Part
6 B Answer
4a incorrect Entry 7 is a responsibility and correctly located.

4b incorrect Entry 8 is a responsibility and correctly located.
This is a responsibility of Project Assurance not the Project Manager (see
4c correct
C7.1).
4d incorrect See A above.

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2
Question Part
6 C Answer
Whilst being safe is important this statement is not measureable and is

1a incorrect
therefore not a valid acceptance criterion.
Whilst strong bolts are important this statement is not measureable and is
1b incorrect
1c correct This is measurable and is therefore a valid acceptance criterion.
Being the right colour is important but “what is the right colour?” This statement
1d incorrect
is not measureable and is therefore not a valid acceptance criterion.
Question Part
6 C Answer
2a correct This is measurable and is therefore a valid acceptance criterion.
2b
What is the “right scale”? This statement is not measureable and is therefore
incorrect
not a valid acceptance criterion.
What represents “complete”? This statement is not measureable and is
2c incorrect
Who are “all parties” and what makes them “satisfactory”? This statement is
2d incorrect
not measureable and is therefore not a valid acceptance criterion.
Question Part
6 C Answer
3a incorrect This is a responsibility.

3b correct This is valid in process method (see 6.3.2.1).
3c incorrect This is a responsibility for managing the project and not relevant.
3d incorrect This is a quality criterion.
Question Part
6 C Answer
4a incorrect This is an “in process” method.

4b incorrect This is a quality criterion.
4c correct This is a valid appraisal method (see 6.3.2.1).
4d incorrect This is a quality responsibility.

® 8
Question 7 – Processes – SU & IP

2
Question Part
7 A Answer
Is a lesson that can be usefully applied to this project – consideration must be

1a correct
given to the staff and union views as part of the project.
1b incorrect Is just a statement of fact.
1c incorrect Is just a statement of fact.
Is a quality expectation of the Park Director and should be analysed and
1d incorrect
included in the Project Product Description.
Question Part
7 A Answer
Is related to how the work will be done and should be included in the project
2a incorrect
approach.
2b incorrect Relates to the project team structure.
2c incorrect Relates to the stage 2 plan.
This is a quality expectation of the Park Director and should be recorded under
2d correct
customer’s quality expectations.
Question Part
7 A Answer
Is a statement of Project Tolerance and should be included within the Project

3a incorrect
Plan.
This is a range of quality and should be included within the Project Product
3b correct
Description under the Project-level quality Tolerances heading.
This is a quality criterion for the seats product, not the project and therefore
3c incorrect
would be noted in the Product Description for the seats.
3d incorrect This is just a statement and not relevant to the Project Product Description.
Question Part
7 A Answer
This is not relevant to the approach. It should be noted in the Daily Log and
4a incorrect
implemented when the contractor is appointed.
This is a quality criterion for the materials and should be included in the
4b incorrect
(Project) Product Description.
This describes the way in which the project will be undertaken and should be
4c correct
included within the project approach.
This is a risk and should be included within the Daily Log and transferred to the
4d incorrect
Risk Register in Initiation.

® 8
Question Part 2
7 A Answer
This describes how risks are managed in Starting up a Project and is not an
5a incorrect
entry for the Stage Plan.
This is an assumption for the Stage and it should be included with the Stage
5b correct
Plan (see A 16.2).
This is a cost estimate for the project and will form part of the outline Business
5c incorrect
Case in the Project Brief.
This is an acceptance criterion and should be included within the Project
5d incorrect
Product Description.
Question Part
7 B Answer
1a correct This is a description of a Business Option (A2.2).

1b incorrect This is a risk for Stage 3 and should be recorded in the Risk Register.
This should be recorded in the Quality Management Strategy (roles and
1c incorrect
responsibilities).
1d incorrect This is an assumption for the Project Plan.
Question Part
7 B Answer
2a incorrect Is a statement for the Quality Management Strategy

Relates to the scales for risk impact and should be noted in the Risk
2b incorrect
Management Strategy
2c incorrect Relates to the Quality Management Strategy
Relates to the Change Authority and will be included within the Roles and
2d correct
Responsibilities entry.

® 8
Question Part 2
7 C Assertion Reason
FALSE - the Risk Register is created in TRUE - This is the purpose of the Risk
1 D Prepare the Risk Management Strategy. Management Strategy. (see A24.1).
(see 14.4.1).
TRUE - this correctly explains the assertion
TRUE - Assertion is correctly explained by
2 A Assertion is correctly explained by the Reason.
the Reason. (see 14.4.6 & 7).
(see 14.4.6 & 7).
FALSE - The Communications FALSE - The Communications Management
Management Strategy defines Strategy defines communications for all
3 E
communications for all stakeholders. (See stakeholders. (See A4.1).
A4.1).
TRUE - the Change Authority is defined in FALSE - Whether a separate Change Authority
the Configuration management Strategy is established is decided by the Project Board
4 C
(see A6.2). on a project by project basis (see 5.3.2.4).
TRUE - by definition (see A24.2 – Scales). TRUE - all risk should have an owner but this is
5 B
The Reason is also true. not the reason for the assertion.

® 8
Question 8 – Processes – DP, CS, SB, MP & CP

2
Question Part
8 A Answer
1a incorrect Is a statement of fact and will be reflected in the Stage Plan.

1b correct Is a constraint and should be recorded as such in the Work package.
1c incorrect Is just a statement of fact.
Is a quality expectation of the MD and should be analysed and included in the
1d incorrect
Project Product Description.
Question Part
8 A Answer
This relates to work completed in Stage 2 and would not be discussed in a

2a incorrect
Highlight report for Stage 3.
B This would have been decided at the End Stage Assessment between stages
2b incorrect
2 and 3 and is not relevant to the Highlight Report.
2c incorrect This would have been noted in the End Stage Report for Stage 2. (see A9.2).
This would be noted in the highlight Report under Project and stage tolerance
2d correct
status. (see A 11.2).
Question Part
8 A Answer
3a incorrect This is a constraint and should be included in the relevant work packages.
3b incorrect This information should be recorded in the End Stage Report for Stage 2.
3c incorrect This information should be recorded in the End Stage Report for Stage 2.
This is a correct entry for the End Stage report for Stage 3. It should be
3d correct
recorded under “forecast”. (see A9.2).
Question Part
8 A Answer
4a incorrect This is a statement of fact and should be recorded in the End Stage Report.
4b correct This is a lesson which could be applied to other projects.
4c incorrect This is a rumour and should be recorded as a risk?
4d incorrect This is a statement of fact.

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Question Part 2
FALSE - unfinished work should be TRUE - (see A7.1)

1 D recorded as a follow on action
recommendation. (see 18.4.3)
FALSE - The End Project Report is FALSE - Only benefits achieved at closure are
produced before the project closes. noted in the End Project Report. (see A8.2)
2 E
Benefits are normally achieved post project
as will the case with the PQR move.
TRUE - Closure is part of the final stage FALSE - Work Packages are not used to
3 C and therefore the activities involved should produce management products.
be included within the Stage Plan.
TRUE - Assertion is true and correctly TRUE - Assertion is true and correctly
4 A explained by the reason - answer A. (see explained by the reason - answer A. (see
18.4.3) 18.4.3)
Question Part
8 C Answer
This relates to the amount of time tolerance being used - actuals and forecast.
1d correct
(A3.2).
This refers to outstanding work from last week – the checkpoints are weekly.
2a correct
(A3.2).
This reflects an opportunity and should be discussed under issues and risks.
3e correct
(A3.2)
4c correct This refers to quality work to be carried out in the next period. (A3.2)

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Question 9 – Change Theme

2
Question Part
9 A Answer
1b correct This is a new requirement and should be classified as a request for change.
2a correct This is a problem or concern as it is an unforeseen event. It requires attention.
Despite being signed off against the PD it seems a mistake was made and the
3c correct
paint colour is not correct. This is an off-specification.
Something different is required from that currently agreed so this is a request
4b correct
for change.
Question Part
TRUE - this is a proposal to change the TRUE - by definition (Table 9.1) but it is not the
1 B
requirements. reason for the assertion. Answer B
FALSE - An Exception may be required at FALSE - Raising an Exception Plan is only one
stage level but as the change can be of many options open to the project Board in
2 E
handled within the project tolerances then such a situation – (Table 9.2)
the assertion is false.
TRUE - And is correctly explained by the TRUE - And correctly explains the assertion –
3 A
reason. (See A5.2). (see A.5.2)
FALSE - All changes must be referred to FALSE - The Change authority deals with all
4 E the Change Authority and in this scenario change requests.
that is the Project Board.
Question Part
9 C Answer
This statement reflects the decision made by the Change Authority (in this case
1e correct
the Project Board). (A13.2)
This is part of the impact analysis – the effect of incorporating the change.
2b correct
(A13.2)
3c correct This is a recommendation. (A13.2)
This statement reflects the severity – the level of management required to
4d correct
make a decision on the issue. (A13.2)

® 8
Sample Practitioner Exam Question

2
Project Scenario 2
EX02 - The Calendar Project

(Note: The companies and people within the scenario are fictional.)
There has been a reduction in the number of orders at the MNO Manufacturing Company due in part
to the increased marketing activities of its competitors. To help counter this, the company has decided
to create a promotional calendar for next year for all its current and prospective customers.
The end product of this project will be a prepared calendar pack, ready for printing. The design of the
calendar will be similar to one sent out previously, and must reflect the company image as described
in the existing corporate branding standards. Another project is currently producing a new company
logo which is to be printed on each page of the promotional calendar.
The prepared calendar pack will consist of:
 Design for each month - correctly showing all public holidays and new company logo
 Selected photographs - 12 professionally-produced photographs, showing different members of
staff
 Selected paper and selected envelope - for printing and mailing the calendar
 Chosen label design - competition to design a label be held as part of this project
 List of customers - names and addresses of customers to whom the calendar will be sent
The project is currently in initiation and will have two further stages:
 Stage 2 will include the activities to:
o Create the customer list using information from the Accounts and Marketing
departments
o Confirm compliance with the Data Protection Legislation
o Create a design for each month - this will be done by the internal creative team
o Select and appoint a professional photographer
o Gather photograph design ideas from previous project and agree photographic
session schedule
o Prepare a production cost forecast
o Select paper and envelope.
 Stage 3 will include the activities to:
o Produce and select the professionally-taken photographs

o Hold the label design competition and choose the label design
o Assemble the prepared calendar pack
A production cost forecast, based on the options and costs for the paper, envelope, printing and
mailing of the calendar is to be produced in stage 2. However, the actual production and distribution of
the calendars is not within the scope of this project. The production cost forecast will be reviewed by
the Project Board to determine whether the project should continue.
It is now 05 October and the prepared calendar pack must be delivered to the print company by 30
November, to enable printing and distribution of the calendar in time for Christmas. The cost of the
activities to develop the specialist products and the cost of the project management activities are
estimated to be £20,000. There is a project time tolerance of +1 week / -2 weeks and a project cost
tolerance of +£6,000 / -£6,000. A change budget of £500 has been allocated but there is no risk
budget.

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Question 1: Business Case Theme - Additional Information

2
During the initiation stage the Project Manager met with the Marketing Director to find out more about
the requirements of the promotional calendar and recorded the following notes:
There has been a reduction in the number of orders at the MNO Manufacturing due in part to the
increased marketing activities of its competitors. 10% of customers have not re-ordered in this
financial year and staff morale is poor. A number of skilled staff have left as a result and replacement
staff have not been recruited due to the reduced operation. If the project is successful, a recruitment
campaign will be required to fill the existing staff vacancies and there may be a requirement for
additional staff. Operational costs are likely to increase because skilled staff are expensive and difficult
to find.
In financial terms, there were a total of 1,500 orders in the last financial year, each with an average
profit of £2,000. The Marketing department believes that sending a promotional calendar to the
company’s current and prospective customers would increase orders by at least 10%, with a minimum
of 10 further orders from the list of prospective customers within 12 months from the date of
distribution.
The Marketing Director will be funding the project from the business marketing budget. She believes
that the effect of a good company image portrayed by a successful calendar would last into a second
year. She has forecast the same increase in orders for a second year and predicts that the annual
employee satisfaction survey will show a measurable improvement in staff morale.
A number of alternatives were explored, including:
 20% discount for all repeat customers - not cost-effective and very short term
 A promotional calendar as a free Christmas gift - would target current and prospective
customers and the benefits would last into a second year
 A series of television and press advertisements – would be too expensive
 Creation of an internet website - would not suit all customers.
The calendar is seen as the favoured option, as long as the company's competitors do not increase
their marketing activity. Whilst the Marketing department wants a very high quality, glossy product, the
project management team must be aware of the cost this will incur.

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Question 2: Organization Theme - Additional Information

2
Chief Executive Officer (CEO): He started the company 25 years ago and knows his job very well.
He injured his leg two years ago which has restricted his visits to the engineering area. As CEO he
has an overall perspective of the business strategic requirements and the authority to commit
resources as required.
Marketing Director: She has been with the company for three years, following a successful career
with a publicity company. She has the ability to represent the needs of the business, particularly as
this is a marketing project. She has the authority to commit the annual business marketing budget,
from which the project will be funded, as she sees appropriate. She will be responsible for monitoring
the expected benefits of the calendar, in particular the improvement of the company's image.
Engineering Manager: He has been responsible for many engineering innovations in the company
and is still as keen and energetic as the day he started. Whilst he will not be part of the project team,
his staff will feature in the photos for the promotional calendar.
Central Records: This group of five staff looks after all company records and document control. They
now maintain all project files.
Bright Lights: This is the local office supplies company. It supplies all the stationery and office
equipment needs of the company and will supply the stationery for this project.
Portraits Ltd: This is a professional photographic company with a number of excellent photographers
and a history of successful work. This company has been selected to take the photos for the company
calendar. It has yet to be decided which of the photographers to use.

® 8
Question 3: Quality Theme - Additional Information

2
Extract from the Project Product Description (with errors)
Composition 1. Design for each month

2. 100gsm glossy paper
3. Full colour
4. Selected envelope
5. Chosen label design
6. List of customers
7. Selected photographs
8. Photo session schedule
Derivation 9. New company logo design
10. Previous calendar designs
11. Internal creative team
12. Production cost forecast
Development Skills Required 13. Photographer
14. Internal creative team
15. Printer
Customer’s Quality Expectations 16. Professional photographs
17. 10% more calendars than required should be
printed to allow for any late additions to the list of
customers
18. Compliance with applicable corporate standards
19. The calendar should reflect the company image as
described in the corporate branding standards
20. The calendar will increase orders by at least 10%
with a minimum of 10 further orders from the list of
prospective customers within 12 months.
Acceptance Criteria 21. Appearance: each photograph should be sufficiently
attractive and humorous that the customer wants to
display it.
22. Appearance: new company logo promotes strong
image
23. Security: complies with Data Protection Act
24. Accuracy: public holidays match the list supplied by
marketing

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Question 5: Risk Theme - Additional Information

2
A photographer from Portraits Ltd, a professional photographic company, has taken on the role of
Team Manager after taking some time to understand the requirements of the project. A contract for
their services has been set up and is being monitored by the Purchasing Manager, and a Work
Package has been agreed. This contract specifies that the photographer must arrange a meeting with
the Engineering Manager to establish a schedule for the photographic sessions to minimize the impact
on the Engineering staff. This meeting should have occurred week ago. The photographic sessions
are scheduled to take place in two days time.
The Engineering Manager was made aware of this requirement. However, when asked by the Project
Manager, he reported that he had received no communication from the photographer. The Project
Manager has tried to call the photographer and has had no response. The Project Manager believes
there is a risk that Portraits Ltd are overbooking work and prioritizing other clients’ work. If Portraits Ltd
do not deliver on schedule the project will be delayed and the expected benefits will be reduced.
The contract is to be reviewed and Portraits Ltd reminded of their agreement.

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Question 6: Plans Theme - Additional Information

2
Product Summary
A list of customers will be collated. This will use existing information from the Accounts department
about current customers, and existing information from the Marketing department about prospective
customers.
Using the tariff of mailing costs available from the Post Office, a production cost forecast will be
produced to allow the CEO and the Marketing Director to decide whether to continue with the project.
If they decide to continue, they will give the approval to launch the internal label design competition.
Competition rules will be drawn up and details of the competition will be communicated to the staff.
The chosen label design will then be chosen from the competition entries.
The photographs for the calendar must be based on existing photograph design ideas available from
the Marketing department. Designs for each month will be created to show the required layout of each
page.

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Question 6: Plans Theme - Additional Information

2
Extract from Stage Plan for Stage 3.
(All entries are true statements but may not be shown under the correct heading or in the correct
document).
Plan description 1. Stage 3 is the final stage of the project and will deliver the
photographs, the label design competition entries, the
winning label design and the prepared calendar pack.
Plan prerequisites 2. Increase in orders and improved company image.
3. The production cost forecast must be acceptable to the
Project Board if the photography and the label design
competition are to go ahead.
4. The customer list is accurate and complete.
External dependencies 5. A separate project has been reviewing the company's
branding. The company logo, required for the label design
competition, is being updated. The new company logo is to
be supplied by the other project in two weeks time.
6. Customer details will be supplied from the Accounts
department and the Marketing department customer
databases for the customer list.
7. The label design must contain the new company logo.
Planning assumptions 8. A suitable entry will be received from the label design
competition.
9. The photographic session schedule created two weeks ago
correctly reflects the availability of the engineering staff.
10. Each photograph must feature different members of the
Engineering team.
Monitoring and control 11. The Project Plan is to be updated with actuals throughout
the stage.
12. A Highlight Report will be created every two weeks.
13. The Stage Plan will be reviewed at the end of each day, to
assess forecast against actuals.
14. Product Status Accounts will be produced by Project
Support, at the request of the Project Manager, to
summarize current and historical data concerning each of
the project’s products.
Budgets 15. Cost £5,000 for specialist products
16. Time 4 weeks
17. Risk £0

® 8

Business Case Theme 1 A 7
Using the Project Scenario and the additional information provided for this question in the
Scenario Booklet, answer the following questions.
Each question provides a list of only true statements about the Calendar project, but only 2
statements are appropriate entries for that heading of the Business Case.
Remember to select 2 answers to each question.
1 Which 2 statements should be recorded under the Reasons heading?

A The Marketing department believes that sending a promotional calendar to current
and prospective customers will increase orders by at least 10%.
B 10% of customers have not re-ordered in this financial year.
C 1,500 orders are expected, each with an average profit of £2,000.

D The Marketing department believes that the effect of a good company image,
portrayed by a successful calendar, would last into a second year.
E MNO Manufacturing is experiencing a reduction in order numbers due in part to the
increased marketing activities of its competitors.
2 Which 2 statements should be recorded under the Business options heading?
A Produce a promotional calendar as a free Christmas gift to current and prospective
customers.
B Use a professional photographer to create the photographs for the calendar.
C Create the photographs for the calendar internally.
D Outsource the creation of the calendar to a professional marketing company.
E Do nothing.
3 Which 2 statements should be recorded under the Expected benefits heading?
A Increase orders by at least 10% with a minimum of 10 further orders from the list of
prospective customers within 12 months.
B The calendar will be similar to calendars sent out in previous years.
C The Marketing department believes that the benefits of a good company image, as
portrayed by a successful calendar, would last into a second year and bring the same
increase in orders.
D The calendar will contain photographs of both staff and company products.
E The Marketing department want a very high quality, glossy product as they believe this
will be more appealing to customers.
Question continues on next page
Question continued

® 8
2
4 Which 2 statements should be recorded under the Expected dis-benefits heading?
A A high quality, glossy product will involve additional costs.
B Individuals in the engineering team who are not selected to appear in the calendar
photographs will become de-motivated.
C The calendar may not result in the expected 10% increase in orders.
D As the Calendar project is a priority for the MNO Manufacturing Company, the delivery
of other projects within the Marketing department will be delayed.
E The calendar may not result in the 10 further orders from the list of prospective
customers in 12 months.
5 Which 2 statements should be recorded under the Timescale heading?
A Benefits will be lost if the project is not completed on time.
B A recruitment campaign to fill the existing staff vacancies will need to take place in the
next 12 months.
C Additional 10% increase in orders in year two.
D The prepared calendar pack must be delivered by the first week in December.
E The print company requires a 2 week notification period of the calendar pack delivery.
6 Which 2 statements should be recorded under the Costs heading?

A The MNO marketing budget this year is £120,000.
B The project will be funded from the business marketing budget.
C 10 further orders with an average profit of £2,000 will deliver a benefit of £20,000 in
the first year.
D The new company logo is estimated to cost £4,000.
E Project costs are estimated to be a total of £26,500.
7 Which 2 statements correctly define a Business Case risk which should be recorded under the
Major risks heading?
A Operational costs will increase as a result of the recruitment campaign.
B The prepared calendar pack is to be delivered to the printers by the first week in
December.
C If the calendar quality is poor customers will not use it, creating the reverse effect and
reducing orders further.
D If any competitors launch a calendar at the same time this will reduce the impact of the
MNO calendar and benefits will be reduced.
E Staff morale will improve as a result of the promotional calendar.

® 8
Question Part 2
1 A A B C D E
1
2
3
4
5
6
7

® 8

Business Case Theme 1 B 5
Using the additional information provided for this question in the Scenario Booklet, answer
the following question.

C True False
D False True
E False False
Assertion Reason
1 If the calendar option is changed there
The Business Case includes options
should be a review of, and possible BECAUSE
for the delivery of the chosen solution.
changes to, the Business Case.
2 The Business Case will no longer be
The Business Case is no longer viable
viable if the prepared calendar pack is BECAUSE
if stage tolerances are exceeded during
not available for printing until the first
the project.
week of December.
3 The fact that the project’s aim is to try The outline Business Case contains
to counter the fall in orders should be BECAUSE the reasons why the project is needed
documented in the Project Brief. and forms part of the Project Brief.
4 The Benefits Review Plan should The Benefits Review Plan contains
include an assessment in 12-months BECAUSE details of benefits reviews to be
time of the increase in orders. conducted during the project.
5 The expected improvement in staff Only those benefits that can be
morale should NOT be recorded as a BECAUSE measured in financial terms should be
benefit in the Business Case. defined in the Business Case.
Question Part
1 B A B C D E
1
2
3
4
5

® 8

Organization Theme 2 A 7
The following questions include only true statements about an individual from the project
organization. Only 2 statements explain why, in the context of roles and responsibilities within a
PRINCE2 organization structure, the individual is a suitable candidate for that role.
1 Which 2 statements explain why the Marketing Director would be appropriate as the Executive
for this project?
A She has been with the company for three years.
B She previously had a successful career in publicity.
C She is able to represent the business needs of MNO Manufacturing.

D She has authority to commit the marketing budget, from which the project will be
funded.
E She requires more experience working with the engineering industry.
2 Which 2 statements explain why the CEO would be appropriate as the Executive for this
project?
A He started the company 25 years ago.
B He knows his job very well.
C He restricts his visits to the engineering area.
D He has the authority to commit resources as required.
E He has an overall perspective of the business's strategic requirements.
3 Which 2 statements explain why the Marketing Director would be appropriate as a Senior User
for this project?
A She can represent the Marketing department.
B She previously had a successful career in publicity.
C The Marketing department will help to deliver the benefits of this project.
D The project will be funded from the business marketing budget.
E A number of the products will be produced by the Sales department and the Marketing
department.

® 8
Question continued
2
4 Which 2 statements explain why the Sales Manager would be appropriate as a Senior User for this
project?
A He joined the company last year with huge enthusiasm.
B He would like to move into the Marketing department in the future and sees this as an
opportunity to work closely with the Marketing Director.
C The launch of a company calendar will impact the Sales department.
D He reports directly to the Marketing Director.
E He is able to represent current and prospective customer interests.
5 Which 2 statements explain why the Purchasing Manager would be appropriate as a Senior
Supplier for this project?
A He is responsible for advising on the acceptance methods to be included in supplier
contracts.
B He will procure the resources and materials required for the project's products.
C He was an engineer and worked in that area before taking up his current position.
D He can monitor the production cost forecast against the Business Case and ensure
value for money.
E He is not appropriate for the role of Executive or Senior User.
6 Which 2 statements explain why the Sales Manager would be appropriate in a user assurance role
for this project?
A He joined the company last year with huge enthusiasm and is keen to increase sales.
B He can provide an evaluation of the potential impact the calendar will have on sales.
C He is able to advise on suitable stakeholder engagement of current and prospective
customers.
D He would like to move into the Marketing department in the future and sees this as an
opportunity to work closely with the Marketing Director.
E He can resolve any conflict in requirements between the Sales department and the
Marketing department.
7 Which 2 statements explain why Central Records would be appropriate in a Project Support role
for this project?
A They have knowledge of specialist tools and techniques that are required for this project.
B The department already exists within the organization and its staff members have been
with the company for many years.
C They will ensure compliance with all company policies and procedures.
D They perform a quality assurance function across all projects.
E They have knowledge of the organizational standards that will be applicable to the project.

® 8
Question Part 2
2 A A B C D E
1
2
3
4
5
6
7

® 8

Organization Theme 2 B 5

C True False
D False True
E False False
Assertion Reason
1 The Executive role should be shared
BECAUSE The Executive is responsible for
by the CEO and the Marketing
securing the funding for the project.
Director.
2 The Senior User role should be Those who provide specialist resources
shared by the Marketing Director and BECAUSE to the project development teams
the Engineering Manager. should perform a Senior User role.
3 Bright Lights and Portraits Ltd are both Anyone who can affect a project is a
stakeholders on the Calendar project. BECAUSE stakeholder on that project.
4 A single member of Central Records
BECAUSE It is necessary to keep Project Support
should NOT perform both a Project
and Project Assurance responsibilities
Support and a Project Assurance role
separate.
on this project
5 The Engineering Manager should be The Communication Management
included in the Communication BECAUSE Strategy describes the communication
Management Strategy. tools to be used.
Question Part
2 B A B C D E
1
2
3
4
5

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Quality Theme 3 A 3
Column 1 is a list of objectives. For each objective in Column 1, select from Column 2 the quality
activity that addresses it. Each selection from Column 2 can be used once, more than once or not at
all.
Column 1 Column 2
1 Understanding the customer’s quality expectations. A Quality assurance
2 Approval of the project's products. B Quality control
3 Confirmation that corporate management standards C Quality planning
and policies are being adhered to.
Question Part
3 A A B C
1
2
3

® 8

Quality Theme 3 B 4
An address label is required for the envelope. The design of the label will be selected from
entries to an internal label design competition. The winning label design will be included in
the prepared calendar pack given to the printing company. The label should be half the size of
the selected envelope (+5% / - 5%), and use an attractive, large font for the customer’s name
and address. The new company logo must be integrated into the label design. The Project
Board will be asked to review all entries and select the winning label design.
The information in Column 1 may be entered in the Product Description for the chosen label design.
Column 2 is a list of the quality headings (excluding Quality Method) in a Product Description. For
each entry in Column 1 decide if it should be included under one of the Product Description headings
shown and select the appropriate answer from Column 2.
Each selection from Column 2 can be used once, more than once or not at all.
Column 1 Column 2
1 Half the size of the selected A NOT included
envelope.
B Quality criteria
2 Printing company.
C Quality tolerance
3 Project Board.
D Quality skills required
4 +5% / -5% of the required label size. E Quality responsibilities
Question Part
3 B A B C D E
1
2
3
4

® 8
Using the Project Syllabus

Scenario and the additional information
Area Question provided
Number for this
Part question Marks
in the
Scenario Booklet, answer the following 5 questions about the Project Product 2 Description.
Quality Theme 3 C 5
1 Which 2 statements apply to the Composition section?

A Amend entry 2 to 'Selected paper'.
B Delete entry 3 because this is NOT a major product to be delivered by this project.
C Move entry 6 to Derivation because this product already exists.

D Delete entry 7 because these will be produced by the photographer.
E Add 'Calendars distributed to customers'.
2 Which 2 statements apply to the Derivation section?

A Move entry 9 to Composition because this is within the scope of the project.
B Delete entry 10 because this is NOT a source product for this project.
C Delete entry 11 as this is already correctly shown under Development Skills
required.
D Move entry 12 to Composition, because this is within the scope of this project.
E Add ’Professional photographer’.
3 Which 2 statements apply to the Development skills required section?
A Move entry 13 to Composition because the appointment of the photographer is within
the scope of this project.
B Move entry 13 to Derivation because this is a source of information for this project.
C Delete entry 14 because this skill is NOT required within this project.
D Delete entry 15 because this skill is NOT required within this project.
E Add 'Knowledge of Data Protection Legislation'.
4. Which 2 statements apply to the Customer's quality expectations section?
A Delete entry 16 because this should be shown on the Product Description for the
photos.
B Delete entry 17 because this is beyond the scope of this project.
C Delete entry 18 because standards should NOT be shown here.
D Delete entry 19 because this should appear in the Product Description for the calendar
and not the Project Product Description.
E Delete entry 20 because this is an expected benefit and should be recorded in the
Business Case.
Question continued

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5. Which 2 statements apply to the Acceptance criteria section?

A 2
Amend entry 21 to ’Appearance - 12 photographs each showing different members of
staff’.
B Move entry 21 to Composition because the photographs are part of the project
product.
C Delete entry 22 because the development of the new company logo is not within the
scope of the Calendar project.
D Move entry 23 to Derivation because the Data Protection Legislation already exists.
E Delete entry 24 because this is NOT a suitable acceptance criteria for this project.
Question Part
3 C A B C D E
1
2
3
4
5

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Starting Up a Project + Initiating a Project Processes 4 A 3
Column 1 is a list of decisions to be made within the project. For each decision in Column 1, decide
whether or not it is made in the Starting up a Project process and indicate in which order the
decisions will occur.
Column 1 Column 2
1 Approval of the feasibility study by the Project Board before any A Not made in
work on the project can commence. the Starting
up a Project
2 Assess which parties should be involved during the project, as process
suggested by previous development projects.
B First
3 Evaluate possible candidates for Project Manager and decide C Second

which should be appointed.
D Third
Question Part
4 A A B C D
1
2
3

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Starting Up a Project + Initiating a Project Processes 4 B 3
Using the Project Scenario answer the following question.
The Project Manager has been asked to prepare the Project Brief for the Calendar project. The
following questions include only true statements about the project, but only one statement is an
appropriate entry for that heading of the Project Brief.
1. Which statement should be recorded under the Project definition heading?
A This project must interface with the project that is producing a new company logo.
B The design of the calendar will be derived from the design used to create previous
calendars.
C The calendar will be designed by the internal creative team.
D A professional photographer will be commissioned to take the photographs.
2. Which statement should be recorded under the Outline Business Case heading?
A 10% more calendars than required should be printed to allow for any late additions to
the list of customers.
B A production cost forecast will be reviewed by the Project Board to determine whether
the project should continue.
C There has been a reduction in the number of orders due in part to the increased
marketing activities of competitors.
D The Project Board have stated that the project cost tolerance can be used to speed up
the project if necessary.
3. Which statement should be recorded under the Project approach heading?

A The end product of this project will be a prepared calendar pack, ready for printing.
B The photography for the calendar is to be outsourced to a professional photographer.
C A production cost forecast, based on the costs for the materials, printing and mailing is
to be produced in stage 2.
D The actual production and distribution of the calendars is not within the scope of this
project.
Question Part
4 B A B C D
1
2
3

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Starting Up a Project + Initiating a Project Processes 4 C 6
Using the Project Scenario, answer the following 6 questions about the Starting up a Project
and the Initiating a Project process.
Decide whether the actions taken represent an appropriate application of PRINCE2 for this project
and select the response that supports your decision.
1 When designing the project management team, the Project Manager created a Team Manager
role description for the Team Manager role which the professional photographer will perform in
stage 3. Is this an appropriate application of PRINCE2 for this project?
A No, because the professional photographer should create their own role description
when they are appointed in stage 2.
B No, because the professional photographer is external to the corporate organization.
C Yes, because role descriptions help to identify candidates for each of the project
management team roles, and can be used when proposing the most appropriate
people for them.
D Yes, because the Project Manager should create role descriptions for all members of
the project management team.
2 When creating the Project Plan, the Project Manager identified the new company logo as an
external dependency.
Is this an appropriate application of PRINCE2 for this project?
A No, because the new company logo should be identified in the Business Case as part
of the reasons for undertaking the project.
B No, because the new company logo should be identified in the Project Plan as an
internal dependency.
C Yes, because the new company logo is required to produce the calendar and is being
produced by another project.
D Yes, because the production of the new company logo will need to be controlled by
the Project Manager.
3 During the initiation stage, the Project Manager created the Product Description for the
designs for each month.
A No, because all Product Descriptions should be created during the Managing a Stage
Boundary process, when preparing the Stage Plan.
B No, because it is the Project Product Description that should be created to define
what the project must deliver in order to gain acceptance.
C Yes, because the Project Manager should create Product Descriptions for all of the
products to be delivered by the project as part of the Project Plan.
D Yes, because Product Descriptions for the major products of the project should be
created when preparing the Project Plan.

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4 2 two end stage

When setting up the project controls, the Project Manager identified dates for
assessments, one for each of the management stages following initiation.
A No, because the Closing a Project process is used at the end of the final stage.
B No, because there are three stages in this project.
C Yes, because the Project Manager needs to report how the stage performed and
provide an update on the Business Case.
D Yes, because the Project Board needs to be made aware of these dates so as to
ensure its availability.
5 The Project Manager has now completed the Project Plan which contains the Work
Packages for each of the project's products.
A No, because Work Packages should be created during the Starting up a Project
process to support the Project Product Description.
B No, because the Project Plan does not contain the content of each Work Package.
C Yes, because the tolerance(s) set in the Project Plan are derived from the Work
Package tolerance(s).
D Yes, because the Project Board will require this information in order to set
tolerance(s) for the Team Manager(s).
6 At the end of the initiation stage, the Project Manager has updated the Project Plan to show
how and when all of the expected benefits of the promotional calendar will be measured and
captured.
A No, because any changes to the Project Plan should be approved by the Project
Board.
B No, because most of the expected benefits will be achieved after the project has
closed.
C Yes, because it is important to define each benefit in quantifiable terms so that
measurable improvements can be made.
D Yes, because the expected benefits of the promotional calendar can be measured
during the life of the project.
Question Part
4 C A B C D
1
2
3
4
5
6

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Risk Theme 5 A 6
The project is now in stage 2. The Project Manager has heard about the possibility of a
competitor also producing a calendar to be delivered earlier than the target date for this
project. There is a threat that the early release of a competitor's calendar may weaken the
impact of the MNO Manufacturing Company calendar, thereby reducing the anticipated
benefits of the Calendar project.
Column 1 contains a number of risk responses identified by the Project Manager following an
assessment of this risk. Column 2 contains a list of threat response types. For each risk response in
Column 1, select from Column 2 the type of response it represents. Each option from Column 2 can
be used once, more than once or not at all.
Column 1 Column 2
1 Record the risk in the Risk Register and monitor the situation. A Avoid
2 Decide not to compete and cancel the project. B Reduce
3 Bring the target date of this project forward. C Fallback
4 Wait for confirmation of the rival’s calendar and, if required, D Transfer
include additional gifts with the calendar as an extra incentive. E Accept
5 Carry on with the project as planned on the basis that the MNO F Share
Manufacturing Company calendar is believed to be of better
quality.
6 Add a unique reference number to every calendar and hold a
prize draw each month.
Question Part
5 A A B C D E F
1
2
3
4
5
6

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Risk Theme 5 B 6
C True False
D False True
E False False
Assertion Reason
1 The fact that there has been no contact Any forecast to exceed the agreed
with the photographer should have been BECAUSE stage tolerances should be
raised as an issue. escalated to the Project Board.
2 As the person monitoring the contract, the A risk actionee should be the
BECAUSE
Purchasing Manager would be an person most capable of managing
appropriate owner for the risk. the risk.
3 A separate Risk Register should be

The photographer should have raised any BECAUSE created for each Work Package to
concerns about their availability for the
monitor specialist risks associated
work as a risk before accepting the Work
with the creation of specialist
Package.
products.
4 If estimation of the risk shows that it is When the impact of a risk has been
likely to impact upon time, the Project BECAUSE identified, an Issue Report will be
Manager will need to raise an Issue required to implement any agreed
Report. risk actions.
5 Regular Checkpoint Reports from the Checkpoint Reports should provide
photographer will help the Project BECAUSE early warning of any delay in the
Manager manage the risk. photographer’s work.
6 As a Work Package has been agreed When selecting the most
with the photographer, responsibility for appropriate risk response to take,
the risk will automatically have been BECAUSE the best option is usually the least
transferred to this third party. expensive.

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Question Part 2
5 B A B C D E
1
2
3
4
5
6

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Plans Theme 6 A 2
Answer the following questions about plans.

1 During which 2 activities should a plan be produced?

A When a Work Package is authorized, in the Controlling a Stage process.
B When preparing for planned closure, in the Closing a Project process.
C When a Work Package is accepted, in the Managing Product Delivery process.
D When escalating issues and risks, in the Controlling a Stage process.
E When planning project closure, in the Managing a Stage Boundary process.
2 Which 2 statements concerning responsibility for creating plans are correct?
A The Team Manager is responsible for creating Stage Plans.
B The Team Manager is responsible for creating Team Plans.
C Project Support is responsible for creating Team Plans.
D The Project Board is responsible for creating the Project Plan.
E The Project Manager is responsible for creating the Project Plan.
Question Part
6 A A B C D E
1
2

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Plans Theme 6 B 5
Using the Project Scenario and the Product Summary provided as additional information for
this question in the Scenario Booklet, answer the following 5 questions about the plan for
this project.
Decide whether the statements reflect an appropriate application of the product-based planning
technique for this project and select the response that supports your decision.
1 'Production cost forecast' has been shown as an external product in the product flow diagram.
Is this an appropriate application of product-based planning for this project?
A No, because the 'production cost forecast' is required for making the decision.
B No, because the 'production cost forecast' is being created within the scope of the
plan.
C Yes, because the 'production cost forecast' is dependent on the external product.
D Yes, because the 'production cost forecast' is required for making a decision.
2 'Tariff of mailing costs' has been shown in the product breakdown structure as a product to be
created or modified by the project.
A No, because the tariff of mailing costs’ is being supplied by the Post Office.
B No, because the ‘tariff of mailing costs’ already exists.
C Yes, because the 'tariff of mailing costs' will be used to create the ‘production cost
forecast’.
D Yes, because the project costs may change.

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Question continued
2
3 'Accounts information' has been shown on the product flow diagram as an external
dependency for the 'list of customers'.
A No, because 'accounts information' already exists and should not be shown on the
product flow diagram.
B No, because the 'accounts information' should be shown as an internal dependency
for the ‘list of customers’.
C Yes, because ‘accounts information’ is being supplied by the Accounts department.
D Yes, because ‘accounts information’ already exists and will be required to produce
the ‘list of customers’.
4 'Choose label design' has been shown on the product breakdown structure as a product to
be created or modified by the project.
A No, because ‘choose label design’ is an activity.
B No, because the competition entries are external to the scope of the plan.
C Yes, because the label design will be chosen from entries to the competition.
D Yes, because the competition entries are within the scope of the plan.
5 'Prepared calendar pack' has been shown as the final product on the product flow diagram.
A No, because the 'prepared calendar pack' should appear as the first product at the
top of the product breakdown structure.
B No, because the calendars still require printing.
C Yes, because 'prepared calendar pack' is the final product of the project.
D Yes, because all other products are dependent on the ‘prepared calendar pack’.
Question Part
6 B A B C D
1
2
3
4

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Plans Theme 6 C 5
Using the Project Scenario and the Extract from Stage Plan for stage 3 provided as additional
information for this question in the Scenario Booklet, answer the following 5 questions.
The Stage Plan for stage 3 has been produced.
The Engineering Manager insists that there are to be no interruptions to operations whilst
photographs are being taken of the engineering staff performing their everyday duties and
operating machinery. Two weeks ago the professional photographer produced the
photographic session schedule based on the operational staff schedule. The operational staff
schedule is produced weekly and maintained by the Engineering Manager.
None of the £500 change budget has been used to date and this is available for the stage.
1 Which 2 statements apply to the Plan prerequisites section?
A Delete entry 2 because these are project benefits not prerequisites of the stage.
B Delete entry 3 because the production cost forecast is a deliverable of stage 2, not a
prerequisite for stage 3.
C Delete entry 4 because the customer list is NOT needed to start the work in stage 3.
D Add 'Engineering team must be made available for the photographic session’.
E Add ‘Compliance with the Data Protection Legislation’.
2 Which 2 statements apply to the External dependencies section?

A Delete entry 5 because the new company logo is being delivered by a separate
project and will be detailed in the plans for that project.
B Move entry 5 to Plan prerequisites because the new company logo will influence the
label designs.
C Move entry 5 to Plan description because the new company logo will be delivered
during stage 3.
D Delete entry 6 because the customer details were used in stage 2 to create the
customer list.
E Delete entry 7 because it should be shown in the Product Description for the label
design.

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Question continued
2
3 Which 2 statements apply to the Planning assumptions section?
A No change to entry 8 because this cannot be confirmed until all of the label designs
entries have been received and an assessment made.
B Move entry 8 to External dependencies because the label designs are created
outside of the scope of the project.
C Delete entry 9 because the photographic session schedule should have been
approved as part of stage 2.
D Move entry 9 to External dependencies because the photographic session
schedule is created by the professional photographer.
E Delete entry 10 because the inclusion of different members from the Engineering
team in each photo should be shown in the Product Description for the photographs.
4 Which 2 statements apply to the Monitoring and control section?
A Delete entry 11 because this relates to the monitoring and controlling of the Project
Plan, not the Stage Plan.
B No change to entry 12 because this describes how the Project Board will control the
stage.
C Move entry 12 because the Highlight Reports are deliverables of this stage and
should be shown under Product descriptions.
D Delete entry 13 because this is part of the Controlling a Stage process.
E Delete entry 14 because the Product Status Account is NOT an ad-hoc report. It is
produced at the end of each stage to identify any variations between planned status,
reported status and actual status of the stage's products.
5 Which 2 statements apply to the Budgets section?
A Amend entry 15 because it should also include the cost of management activities.
B Delete entry 16 because timescales should NOT be shown under the heading of
budgets.
C Delete entry 17 because the risk budget should be shown in the Risk Management
Strategy.
D Add ‘Change budget - £500’.
E Add ‘Cost tolerance - +£6,000 / -£6,000’.
Question Part
6 C A B C D E
1
2
3
4
5

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2
Progress Theme 7 A 6
Using the Project Scenario, answer the following 6 questions about the use of PRINCE2
controls in this project.
1 At the end of initiation there is +1 week / -2 weeks time tolerance for this project. Which
statement is true?
A There can be no time tolerances for any of the stages.
B All of the project level time tolerance can be allocated to stage 2.
C The Stage Plan for stage 2 could create some additional project time tolerance by
allowing no time tolerance in Team Plans.
D Additional time tolerance for the project could be found by adding extra resources
without affecting other tolerances.
2 During stage 2, if the Project Manager decides to recommend that the Project Plan is revised
to finish three weeks later, which statement is correct?
A The tolerances stated in the Project Plan CANNOT be changed.
B The Executive needs to seek formal approval from corporate management to
implement this change.
C The current project must close prematurely and be restarted with a new Project Plan,
a new Business Case and new Risk Register.
D The revision of the Project Plan would have to wait until the end stage assessment of
stage 2.
3 During stage 2, an early review of the photograph design ideas from the Marketing department
has highlighted the need for engineering machinery to be operating in the background during
the photographic sessions. This requires a change to the baselined Product Description for the
photographs. What action should the Project Manager take?
A Log the change in the Issue Register as a request for change.
B Raise an Exception Report to the Project Board.

C Revise the Product Description for the photographs and issue it to the Engineering
Manager to ensure that the machinery will be operating during the photographic
sessions.
D Include this requirement on the next Checkpoint Report to the photographer.

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Question continued
2
4 As the project approaches the end of stage 2, the Project Manager has requested a Product
Status Account to ensure that all products are at their expected point of development.
Although the list of customers has been quality reviewed, it has not been baselined because
the Marketing department has not provided all of the prospective customers' details. What
initial action should the Project Manager take?
A Delay producing the End Stage Report until the list of customers has been
baselined.
B Raise an Exception Report to the Project Board to highlight the issue.
C Check the target sign-off date for the list of customers.
D Update the product status to ‘baselined’ and obtain a commitment from the
Marketing department to finish this work within the next few days.
5 Whilst identifying the mailing costs for the calendars the Project Manager was surprised to
find the costs could vary considerably depending on the size of the package and the delivery
service used. For the purpose of this project, the Project Manager has selected an
appropriate service but feels that a corporate standard for postage would have reduced the
time and effort invested. It could reduce the company's overheads by up to £20,000 per year.
How should the Project Manager record this observation within the project?
A Produce a project mandate, outlining the potential savings to be achieved by the
introduction of a corporate standard.
B Make a note of the observation in the Daily Log to be transferred to a Benefits
Review Plan at the end of the project.
C Record the observation in an Exception Report to the Project Board.
D Make an entry in the Lessons Log for future consideration by corporate

management.
6 The team member collating the list of customers has now forecast that it will NOT be
complete by the end of this stage as originally planned, due to a number of new prospective
customers' details not yet being available. What action should the team member take?
A Report the forecast delay in the next Checkpoint Report to the Executive.
B Add the product to the next Stage Plan in order to allocate additional resources and
complete the work.
C Make an entry in the Risk Register so the Project Manager can decide on
appropriate action.
D Raise an issue to inform the Project Manager.

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Question Part 2
7 A A B C D
1
2
3
4
5
6

® 8

Progress Theme 7 B 6

C True False
D False True
E False False
Assertion Reason
1 The label design competition should be A decision can only be made by the
planned and managed as two BECAUSE Project Board at the end of a
management stages. management stage.
2 Any forecast threat to time
Quality tolerances allocated to the
tolerance should first be resolved
photographs can be used to remedy a BECAUSE
by use of any available quality
forecast threat to time tolerance.
tolerance.
3 A suitable point for a stage boundary
A stage boundary represents a
would be after the production cost BECAUSE
go/no go decision point.
forecast has been produced.
4 A negative project time tolerance
With +1 week / -2 weeks time tolerance,
indicates the total permissible delay
the project is permitted to finish two BECAUSE
to a project schedule before an
weeks later than 30 November.
exception situation occurs.
5 If the forecast is for project
If the project is forecast to exceed the
tolerances to be exceeded, the
cost tolerance of +£6,000, the Project
BECAUSE Project Board no longer has the
Manager should send an Exception
authority to continue with the
Report straight to corporate management.
project.
6 The production cost forecast should be
reviewed by the Project Board during the The Project Board reviews all
BECAUSE
Directing a Project process to determine products at the end of each stage.
whether the project should continue.

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Question Part 2
7 B A B C D E
1
2
3
4
5
6

® 8

Change Theme 8 A 6
Using the Project Scenario, answer the following question. The Plan for stage 3 has been
approved and work has commenced.
Column 1 contains a number of issues for this project. Select from Column 2 the appropriate
category for each issue. Each selection from Column 2 can be used once, more than once or not at
all.
Column 1 Column 2
1 Although NOT previously considered, the Engineering A Problem or concern
Manager now wants to amend the Product Description
B Request for change
for the photographs to include images of his latest
production machinery. C Off-specification
2 The Marketing Director feels that the calendar may NOT
be of sufficient quality to achieve the projected benefits.
3 The Marketing department has identified some new
customers and wants to include them in the approved
list of customers.
4 The photographer has ignored the agreed photographic
session schedule. He has interrupted the work of the
engineering staff to take the photographs for the
calendar.
5 The chosen label design has been signed-off in error as
the old company logo has been used. Inclusion of the
new company logo was specified.
6 The Project Manager has received notification of a
postal strike occurring in December.
Question Part
8 A A B C
1
2
3
4
5
6

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Change Theme 8 B 6
There is a major concern over an apparent lack of control of project documentation.
For each concern listed in Column 1, select from Column 2 the configuration management task that
could help address the problem. Each selection from Column 2 can be used once, more than once
or not at all.
Column 1 Column 2
1 As a number of people are involved in the A Produce a Product Status
project it is becoming increasingly difficult to Account
keep track of what documentation each person
B Maintain a record of all copies
has.
issued
2 Both current and previous versions of the
C Record the link between version
photographic session schedule are in
and the Issue Report that
circulation.
caused its change
3 A revised list of customers has been issued but D Notify copy holders of any
it is not clear what was wrong with the previous
changes
one.
E Recall and archive superseded
4 The Marketing department has lost the chosen product copies
label design and no copy was made.
F Retain master products, issuing
5 The Marketing department staff cannot say with copies only
any certainty which photographs were approved
and which still require work. G Maintain a record of
relationships between products
6 The Marketing Director has complained that the
accounts information has been changed and
that no consideration has been given to the
impact this will have on the list of customers.
Question Part
8 B A B C D E F G
1
2
3
4
5
6

® 8
Directing a Project + Managing a Stage Boundary +

9 A 6
Closing a Project Processes
It is now late October and the project is in stage 3. The label design competition has been held
and the photos of the staff have been taken. The CEO and Marketing Director still need to
choose the winning label design and the 12 photographs for the calendar.
The Executive has learned that two competitors are issuing calendars to MNO's customers by
the middle of November. After analysing the impact of this issue, one of the options the
Project Manager has presented to the Project Board is to close the project prematurely. There
are a number of key facts relating to this project that would need to be recorded if the project
were to be closed early.
Column 1 contains key facts recorded in the project’s Daily Log. For each fact in Column 1, select
from Column 2 the activity within the Closing a Project process, which, if applied appropriately, should
capture this fact. A selection from Column 2 may be used once, more than once or not at all.
Column 1 Column 2
1 The staff photographs are suitable for use in future A Prepare planned closure.
promotional materials. The photographer will be
asked to provide all photographs into a useable B Prepare premature closure.
format before this Work Package is approved.
C Hand over products.
2 Staff photographic sessions were disruptive to the
Engineering Department as they had been D Evaluate the project.
scheduled during peak work times without
consultation with the Engineering Manager. E Recommend project closure.
3 If anybody has any remaining resource costs to be

charged to the project, they should ensure this is
done by 10 November.
4 The project has not achieved the objectives defined

in the Project Initiation Documentation.
5 Staff morale will be further affected if a winning label

design is not selected and announced. This should
be completed before the project is closed.
6 The risk of a competitor producing a calendar at the

same time was identified at the beginning of the
project but the assessment and management of this
risk was poor.

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Question continued
2
Question Part
9 A A B C D E
1
2
3
4
5
6

® 8
Directing a Project + Managing a Stage Boundary +

9 B 6
Closing a Project Processes
The Calendar project was delivered as originally planned, and is now preparing for planned
closure.
C True False
D False True
E False False
Assertion Reason
1 Whether the calendar achieves its
The Benefits Review Plan is
objective of countering the decline in BECAUSE
created in the Closing a Project
orders will be confirmed in the Closing a
process.
Project process.
2 A formal quality review meeting, chaired The Project Product Description is
by the Project Manager, should be held BECAUSE used by the Closing a Project
for the Project Board to compare the final process to verify that the project
deliverable against the Project Product has delivered what was expected of
Description. it.
3 The End Project Report must be An End Project Report should be
completed before 30 November. BECAUSE produced before a project closes.
4 The Stage Plan for stage 3 should
BECAUSE Closure activities should be
contain details of the products to be
planned as part of the Stage Plan
created or updated during the Closing a
for the final management stage.
Project process.
5 As part of the handover of the final A service agreement or
product, a contract should be agreed with BECAUSE maintenance contract should
Marketing for ongoing support of this always be included as a product of
product. the final stage.
6 An objective of the Managing a
At the end of stage 3, the Managing a
Stage Boundary process is to
Stage Boundary process should be used
BECAUSE review, and if necessary, update
to update the Project Plan with actuals
the Project Initiation
from the final stage.
Documentation.

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Question Part 2
9 B A B C D E
1
2
3
4
5
6

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Suggested Answers
2
Practitioner Exam – Calendar Project
Question Part
1 A A B C D E
1 0 1 0 0 1
2 1 0 0 0 1
3 1 0 1 0 0
4 0 1 0 1 0
5 0 0 1 1 0
6 0 1 0 0 1
7 0 0 1 1 0
Question Part
1 B A B C D E
1 0 0 1 0 0
2 0 0 0 0 1
3 1 0 0 0 0
4 0 1 0 0 0
5 0 0 0 0 1

® 8
Question Part 2
2 A A B C D E
1 0 0 1 1 0
2 0 0 0 1 1
3 1 0 1 0 0
4 0 0 1 0 1
5 1 1 0 0 0
6 0 1 1 0 0
7 1 0 0 0 1
Question Part
2 B A B C D E
1 0 0 0 1 0
2 0 0 0 0 1
3 1 0 0 0 0
4 1 0 0 0 0
5 0 1 0 0 0

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Question Part 2
3 A A B C
1 0 0 1
2 0 1 0
3 1 0 0
Question Part
3 B A B C D E
1 0 1 0 0 0
2 1 0 0 0 0
3 0 0 0 0 1
4 0 0 1 0 0
Question Part
3 C A B C D E
1 1 1 0 0 0
2 0 0 1 1 0
3 0 0 0 1 1
4 0 1 0 0 1
5 1 0 1 0 0

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Question Part 2
4 A A B C D
1 1 0 0 0
2 0 0 1 0
3 0 1 0 0
Question Part
4 B A B C D
1 1 0 0 0
2 0 0 1 0
3 0 1 0 0
Question Part
4 C A B C D
1 0 0 1 0
2 0 0 1 0
3 0 0 0 1
4 1 0 0 0
6 0 1 0 0
6 0 1 0 0

® 8
Question Part 2
5 A A B C D E F
1 0 0 0 0 1 0
2 1 0 0 0 0 0
3 0 1 0 0 0 0
4 0 0 1 0 0 0
5 0 0 0 0 1 0
6 0 1 0 0 0 0
Question Part
5 B A B C D E
1 0 1 0 0 0
2 0 0 1 0 0
3 0 0 1 0 0
4 0 0 0 0 1
5 1 0 0 0 0
6 0 0 0 0 1

® 8
Question Part 2
6 A A B C D E
1 0 0 1 0 1
2 0 1 0 0 1
Question Part
6 B A B C D
1 0 1 0 0
2 0 1 0 0
3 0 0 0 1
4 1 0 0 0
5 0 0 1 0
Question Part
6 C A B C D E
1 1 0 1 0 0
2 0 0 0 1 1
3 1 0 0 0 1
4 1 1 0 0 0
5 1 0 0 1 0

® 8
Question Part 2
7 A A B C D
1 0 1 0 0
2 0 1 0 0
3 1 0 0 0
4 0 0 1 0
5 0 0 0 1
6 0 0 0 1
Question Part
7 B A B C D E
1 0 0 0 0 1
2 0 0 1 0 0
3 1 0 0 0 0
4 0 0 0 0 1
5 0 0 0 1 0
6 0 0 1 0 0

® 8
Question Part 2
8 A A B C
1 0 1 0
2 1 0 0
3 0 1 0
4 1 0 0
5 0 0 1
6 1 0 0
Question Part
8 B A B C D E F G
1 0 1 0 0 0 0 0
2 0 0 0 0 1 0 0
3 0 0 1 0 0 0 0
4 0 0 0 0 0 1 0
5 1 0 0 0 0 0 0
6 0 0 0 0 0 0 1

® 8
Question Part 2
9 A A B C D E
1 0 1 0 0 0
2 0 0 0 1 0
3 0 0 0 0 1
4 0 0 0 1 0
5 0 1 0 0 0
6 0 0 0 1 0
Question Part
9 B A B C D E
1 0 0 0 0 1
2 0 0 0 1 0
3 0 0 0 1 0
4 1 0 0 0 0
5 0 0 0 0 1
6 0 0 0 1 0

® 8
Calendar Project – Rationale

2
Question Part
1 A Answer
This is an Expected Benefit of this project. The Reasons should show why the
1a incorrect
project outcome is needed, the background. Ref. A.2.1 / 4.3.4.1.
1b correct This is an explanation of why the project is required. Ref. A.2.1 / 4.3.4.1.
1c
This is the total number of orders last year, the position to measure against. It
incorrect
is not the expected benefit for this project. Ref. Scenario Booklet / 4.3.4.3.
This is an Expected Benefit of this project. The Reasons should show why the
1d incorrect
project outcome is needed, the background. Ref. A.2.1 / 4.3.4.1.
1e correct This is an explanation of why the project is required. Ref. A.2.1 / 4.3.4.1.
Question Part
1 A Answer
2a correct
This is one of the options considered to achieve the project outcome.
Ref. 4.3.4.2 / A.2.1.
2b incorrect
This is an approach to deliver the required products and should
therefore be documented in the Project Brief. Ref. A.19.2.
2c incorrect
2d
incorrect
2e correct
This option is always considered in the Business Case as a starting
point to act as a comparison for other options. Ref. 4.3.4.2 / A.2.1.
Question Part
1 A Answer
3a correct
This is a stated measurable benefit anticipated from this project. Ref.
4.3.4.3 / A.2.1.
Using a similar format to previous years may have contributed to the
3b incorrect selection of the business option but it is not a project benefit. Ref.
4.3.4.3 / A.2.1.
3c correct
This is a stated measurable benefit anticipated from this project. Ref.
4.3.4.3 / A.2.1.
The Business Case does not contain a breakdown of the products to be
3d incorrect delivered within the project. This would be documented under
'Composition' in the associated Product Description. Ref. A.17.2.
3e incorrect
This is a requirement of the project product which should be stated in
the Project Product Description. Ref. A.21.2.

® 8
Question Part 2
1 A Answer
4a incorrect
This relates to the cost of quality within the deliverables. It is NOT a
negative consequence of the project. Ref. 4.3.4.4.
4b correct
This is a negative consequence of the calendar project. Ref. 4.3.4.4 /
A.2.1.
4c
This is a threat to the expected benefits, NOT a negative consequence
incorrect
of the project. Ref. 4.3.4.4 / 8.2.1.
4d correct
This is a negative consequence of the calendar project. Ref. 4.3.4.4 /
A.2.1.
4e
This is a threat to the expected benefits, NOT a negative consequence
incorrect
of the project. Ref. 4.3.4.4 / 8.2.1.
Question Part
1 A Answer
5a incorrect
This is a risk. It has not happened yet, but the impact should be
considered and recorded under ‘Major Risks'. Ref. 8.2.1.
5b incorrect
The recruitment campaign is likely to be a follow-on action that is not
within the scope of this project. Ref. 18.4.4.
5c correct
When benefits are expected to be achieved should be stated under the
Timescale heading in the Business Case. Ref. 4.3.4.5 / A.2.1.
5d correct
This is the timescale for project delivery and should be stated here
under the heading of Timescale. Ref. 4.3.4.5 / A.2.1.
5e incorrect This is not a timescale for project delivery. Ref. 4.3.4.5 / A.2.1.
Question Part
1 A Answer
6a
The fact that MNO have allocated £120k to the marketing budget for
incorrect
this year is not a cost of the project. Ref. 4.3.4.6 / A.2.1.
6b correct
The Business Case should show the funding arrangements under the
heading of Costs within the Business Case. Ref. 4.3.4.6 / A.2.1.
6c incorrect
This is an Expected Benefit, it is not a cost of the project, i.e. expected
income rather than outgoings. Ref. 4.3.4.3 / A.2.1.
6d incorrect
The new company logo is not within the scope of this project. Ref.
Scenario Booklet.
The costs section of the Business Case should include the total of
6e correct forecast costs, including allocated tolerances, risk and change budgets.
Ref. 4.3.4.6 / A.2.1.

® 8
Question Part 2
1 A Answer
7a incorrect
This is a dis-benefit of the project outcome, not a risk to the project.
Ref. 4.3.4.4 / 8.2.1.
7b incorrect
This is not a risk, this is stated as fact in the Project Scenario. Ref.
Project Scenario / 8.2.1.
This is a risk to the project. Risks facing the project can either
7c correct reduce/enhance the benefits or reduce/increase the cost. Ref. 4.3.4.8 /
A.2.1.
This is a risk to the project. Risks facing the project can either
7d correct reduce/enhance the benefits or reduce/increase the cost. Ref. 4.3.4.8 /
A.2.1.
7e incorrect
This is stated as a fact and not an uncertainty/potential threat. Ref.
8.2.1.

® 8

2
Question Part
True - Each option considered within False - Options considered for the delivery
the Business Case would represent a of the chosen solution should be covered
1
different project and investment Ref in the project approach (Project Brief). The
4.3.4.3 / 9.3.3.2 business options in the Business Case
refer to the various solutions considered.
Ref. A.2.2 / A.19.2.
False - Printing within the first week of False - Further tolerance may be available
December remains within the project’s for the stage in which case the Business
2
time tolerance of +1 week. Ref. 10.2.3 Case may still be viable. Ref. 10.2.3.
/ 4.3.4.6.
True - The outline Business Case True - The Project Brief includes high-level
contains the reasons why the project is information on what needs to be done,
needed and forms part of the Project why, who will need to be involved, and
3
Brief. Ref. 4.3.1 / A.19.2. how and when it will be done. This reason
explains the assertion, therefore the
answer is A. Ref. A.19.2.
True - The Benefits Review Plan is True - At the end of each stage the
used to define for the Executive how Benefits Review Plan will be examined
and when a measurement of the and reviewed for the results of any
4 achievements of the project’s benefits benefits reviews undertaken during the
can be made. Ref. A.1.2. stage. The assertion refers to some-time
after the project has closed. Therefore the
answer is B. Ref. 17.4.3.
False - This is a positive consequence False - All benefits, both financial and non-
of the Calendar project which is financial, should be recorded in the
5 measureable and should therefore be Business Case. Ref. A.2.2.
recorded in the Business Case. A.2.2 /
4.3.4.3.

® 8
Question 2 – Organisation Theme

2
Question Part
2 A Answer
1a
The length of service of an individual is not a PRINCE2 reason for the
incorrect
appointment of an Executive. Ref. 5.3.2.2.
Although this may be useful from a specialist knowledge point of view,
1b incorrect this is not a PRINCE2 reason for the appointment of an Executive. Ref
5.3.2.2.
An Executive should be able to represent the business interests on a
1c correct
project. Ref. 5.3.2.2.
The Executive should be able to commit resources to the project and
1d correct
make decisions on behalf of the business. Ref. 5.3.2.2.
1e
The development needs of an individual is not a PRINCE2 reason for
incorrect
the appointment of an Executive. Ref 5.3.2.2.
Question Part
2 A Answer
The length of service of an individual is not a PRINCE2 reason for the
2a incorrect
Knowledge of a functional position is not a PRINCE2 reason for the
2b incorrect
Physical involvement is not a PRINCE2 reason for the appointment of
2c incorrect
an Executive. Ref. 5.3.2.2.
The Executive should be able to commit resources and make decisions
2d correct
on behalf of the business. Ref. 5.3.2.2.
The Executive has knowledge of the business strategic requirements
2e correct and a responsibility to ensure that the project is aligned to these
strategies. Ref. 5.3.2.2.
Question Part
2 A Answer
The Senior User should be able to make decisions on behalf of the
users and, as a representative of the main users of the deliverable from
3a correct
the project, the Marketing Director would be suitable for this role. Ref.
5.3.2.2.
This would be useful for the role responsible for supplying the specialist
3b incorrect knowledge for this project. The Senior User role does not require
specialist knowledge. Ref. 5.3.2.2.
The Senior User should represent those for whom the product will
3c correct achieve an objective or those who will use the products to deliver
benefits. Ref. 5.3.2.2.
The Executive role represents the funding of the project, not the Senior
3d incorrect
User. Ref. 5.3.2.2.
Those producing the products within the project are suppliers and
3e incorrect
should be represented by the Senior Supplier. Ref. 5.3.2.2.

® 8
Question Part 2
2 A Answer
4a
The length of service and motivation of an individual are not PRINCE2
incorrect
reasons for the appointment of a Senior User. Ref. 5.3.2.2.
The development needs of an individual are not a PRINCE2 reason for
4b incorrect
the appointment of a Senior User. Ref. 5.3.2.2.
The Senior User should represent those who are affected by the
4c correct
project. Ref. 5.3.2.2.
PRINCE2 does not recognise reporting structures within the business
4d incorrect or hierarchies. The reporting structure within the project will be agreed
within the project. Ref. 5.3.2.2.
The Senior User should represent the interests of those who will use
4e correct
the final product(s) of the project. Ref. 5.3.2.2.
Question Part
2 A Answer
The Senior Supplier role is responsible for advising on the selection of
5a correct
design, development and acceptance methods. Ref. C.4.1.
The Senior Supplier role is responsible for ensuring that supplier
resources required for the project are made available. Ref. C.4.1. The
5b correct Senior Supplier(s) represents the interests of those designing,
developing, facilitating, procuring, and implementing the project’s
products. Ref 5.3.2.2.
The Purchasing Manager's experience of Engineering has no bearing
5c incorrect on the project or the role of Senior Supplier within the project. Ref.
5.3.2.2.
It is the Executive that has to ensure that the project gives value for
5d incorrect money, ensuring a cost-conscious approach to the project, balancing
demands of the business, user and supplier. Ref. 5.3.2.2.
Just because an individual is not appropriate for the role of Executive or
5e incorrect Senior User, does not make them appropriate as a Senior Supplier.
Ref. 5.3.2.2.
Question Part
2 A Answer
The length of service and motivation of an individual are not PRINCE2
6a incorrect
reasons for the appointment of a Project Assurance role. Ref. 5.3.2.2.
As a user of the project's product(s), the Sales Manager would be well
placed to evaluate the impact of potential changes from the user point
6b correct
of view on behalf of the Senior User, which is a Project Assurance
responsibility. Ref. 5.3.2.2.
Current and prospective customers are stakeholders within the project
6c correct and the Sales Manager is well placed to advise on how best to
communicate with them, a role of the User Assurance. Ref. 5.3.2.2.
The development needs of an individual are not a PRINCE2 reason for
6d incorrect
the appointment of a Project Assurance role. Ref. 5.3.2.2.
The resolution of conflicts between users is a responsibility of the
6e incorrect
Senior User, not Project Assurance. Ref. 5.3.2.2.

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2
Question Part
2 A Answer
One of the key competencies required of Project Support is the
knowledge of specialist tools and techniques. Having this knowledge
7a correct
makes Central Records an appropriate resource for this role. Ref.
C.9.2.
7b
The length of service and general existence are not PRINCE2 reasons
incorrect
for the appointment of a Project Support role. Ref. 5.3.2.8.
This is a quality assurance responsibility which may be delegated to
7c incorrect
Project Assurance, but NOT Project Support. Ref. 6.2.6.
The quality assurance function may be delegated to Project Assurance,
7d incorrect
but NOT Project Support. Ref. 6.2.6.
7e correct This is a competency required of Project Support. Ref. C.9.2.
Question Part
False - The Executive role is vested in True - The Executive is ultimately
1
one individual so that there is a single responsible for the project and would seek
point of accountability for the project. approval for the investment from corporate
Ref. 5.3.2.2. or programme management. Ref. C.2.1.
False - The Senior User role can be False - The Senior User commits user
shared by more than one individual, resources for the purpose of quality
2
but the Engineering Manager does not checking. It is the Senior Supplier role that
represent a user on this project. Ref. provides specialist resources for the
5.3.2.2. design and development of the project's
products. Ref. 5.3.2.2.
True - They each need to interact with True - The term 'Stakeholder' applies to
the project and can affect the project any individual, group or organization that
outcome. They are therefore can affect, be affected by, or perceive
3
stakeholders. Ref. 5.3.5.1. itself to be affected by, a project. Ref
Glossary. Bright Lights and Portraits Ltd
will interact with, and may affect, the
project. This is the reason for the
assertion. The answer is therefore A.
True - Project Support and Project True - Project Assurance must be kept
Assurance roles should be kept separate from Project Support in order to
4 separate in order to maintain the maintain their independence. This is an
independence of Project Assurance. explanation of the assertion. Therefore the
Ref. 5.3.2.8. answer is A. Ref. 5.3.2.8.
True - The Engineering Manager is a True - The Communication Management
stakeholder from within the Strategy describes the tools to be used for
organization, but external to the project each step in the communication process.
5 management team. He is not a This is not why the Engineering
supplier or a user, but he does have an Manager should be included. Therefore
interest and some influence. Ref. the answer is B. Ref. A.4.2.
5.3.5.3.

® 8
Question 3 – Quality Theme

2
Question Part
3 A Answer
Quality Planning – This covers agreement on overall quality
1 C expectations, the products required with their associated quality criteria,
the means by which quality will be achieved and assessed. Ref 6.3.1.
Quality Control – This covers the activities undertaken by the project
2 B team to ensure that the products meet their respective quality criteria.
Ref 6.3.2.
Quality Assurance – This activity manages the organization's Quality
3 A
Management System, not part of the project. Ref 6.2.6.
Question Part
3 B Answer
This states a measurable requirement of the product and should be
1 B
noted under Quality Criteria. Ref A17.2.
The product is to be given to the printing company. The printing
2 A company is not involved in the creation or review of the product. Ref
A17.2.
The Project Board will be asked to review the label entries and will
3 E
therefore appear as reviewer under quality responsibilities. Ref A17.2.
Given the quality criteria, this is a measure of what would be
4 C
acceptable as a quality tolerance. Ref A17.2.
Question Part
3 C Answer
1a correct The product is selected paper, and not the paper itself. Ref A.21.2.
1b correct This is not a major product to be delivered by this project. Ref A.21.2.
1c
This is a major product to be delivered by this project, derived from
incorrect
Marketing and Accounts information. Ref A.21.2.
Regardless of the source, this is a major product to be delivered by the
1d incorrect
project. Ref A.21.2.
This is beyond the scope of this project. The final product will be the
1e incorrect
prepared calendar pack. Ref A.21.2.

® 8
Question Part 2
3 C Answer
2a
The new logo design is being created by another project and therefore
incorrect
is not within scope. Ref A.21.2.
This already exists and it provides the basis upon which this calendar
will be designed. The design of the calendar will incorporate the design
2b incorrect
of the new logo.
It is therefore a derivation and should not be moved. Ref A.21.2.
The Internal Creative team will be required to create products and are
2c correct therefore already correctly shown under Development skills required.
Ref A.21.2
2d correct This is a product to be delivered by this project. Ref A.21.2.
This is not a source product from which the project is derived. Ref
2e incorrect
A.21.2.
Question Part
3 C Answer
This is a supplier to this project, it is not a major product to be delivered
3a incorrect
by this project. Ref A.21.2.
This is a supplier to this project, it is not a derivation or source of
3b incorrect
information for this project. Ref A.21.2.
3c incorrect This skill is required in the project. Ref A.21.2.
The printing of the calendar is outside of the scope of this project. Ref
3d correct
A.21.2.
This skill/person/group is required to help create the customer list. Ref
3e correct
A.21.2.
Question Part
3 D Answer
This is one of the quality expectations stated, the photos are to be
4a incorrect
professional. Ref A.21.2.
4b correct Printing is beyond the scope of this project. Ref A.21.2.
Customer's quality expectations is a description of the quality expected
4c incorrect of the Project Product and the standards and processes that will need
to be applied to achieve that quality. Ref A.21.2.
This is stated as a customer quality expectation, a description of the
4d
quality expected of the Project Product and the standards and
incorrect
processes that will need to be applied to achieve that quality. Ref
A.21.2.
This is an expected benefit (positive consequence) of this project and
4e correct should not be recorded under customer's quality expectations. Ref
A.21.2.

® 8
Question Part 2
3 E Answer
The existing entry is not measurable, 'attractive' and 'humorous' are not
defined. This amendment is a measurable definition of the attributes
5a correct
that must apply to the set of products to be acceptable to key
stakeholders. Ref A.21.2.
Acceptance criteria can be expressed as many things, including
5b incorrect
appearance. This is not a composition item. Ref A.21.2.
The new company logo is being produced by another project. It is
5c correct required for inclusion within the Calendar project but the quality of it will
not be assessed during this project. Ref A.21.2.
This is a measurable definition of the criteria that the Project Product
5d incorrect must meet before the customer will accept. Derivation provides the
source from which the product will be created. Ref A21.2.
Acceptance criteria can be expressed as many things, including
5e incorrect accuracy, as long as it is measurable. Dates are to be shown correctly
as stated in the Scenario Ref A.21.2.

® 8
Question 4 – Starting Up a Project & Initiating a Project Processes

2
Question Part
4 A Answer
The term project mandate applies to whatever information is used to
trigger the project, be it a feasibility study or the receipt of a ‘request for
1 A
proposal’ in a supplier environment. The project mandate is what
triggers the Starting up a Project process. Ref 12.3/19.8.3
Capturing previous lessons is the responsibility of the Project Manager
2 C during the Starting up a Project process. The Project Manager must
therefore have been appointed prior to this activity. Ref 12.4.2
The appointment of the Project Manager allows for the project to be
3 B
managed on a day-to-day basis on behalf of the Executive. Ref 12.4.1
Question Part
4 B Answer
1a correct The Project definition includes interfaces. Ref A.19.2

This information should be recorded in the Product Description for the
1b incorrect
calendar design. Ref A.17.2
1c
This should be recorded under the Project approach heading. Ref
incorrect
A.17.2
This should be recorded under the Project approach heading. Ref
1d incorrect
A.19.2
Question Part
4 B Answer
The printing of the calendars is not within the scope of the project.
2a incorrect Project scope, and any scope tolerance, should be recorded under the
Project definition heading. Ref A.19.2
This information would be captured in the Project Plan, during the
2b incorrect
Initiating a Project process. Ref A.16.2
This is the reason why the project is needed and should be recorded
2c correct
under the Outline Business Case heading. Ref A.19.2
This relates to the Project controls and should be recorded in the
2d incorrect
Project Initiation Documentation. Ref A.20.2
Question Part
4 B Answer
This is the required outcome and should be recorded under the Project
3a incorrect
definition heading. Ref A.19.2
To define the choice of solution that will be used within the project to
3b correct deliver the selected business option, taking into consideration the
operational environment into which the solution must fit. Ref A.19.2
This is a deliverable within the project – it may be recorded under
3c incorrect Project definition heading, as part of Project scope and exclusions. Ref
A.19.2
This should be recorded under the Project definition heading, as part of
3d incorrect
Project scope and exclusions. Ref A.19.2

® 8
Question Part 2
4 C Answer
When designing and appointing the project management team,
consideration should be given to whether or not separate Team
Managers are needed, or whether the Project Manager will be filling
1a incorrect this role. If appropriate, role descriptions should be created. Ref.
12.4.3. It is the responsibility of the Project Manager and the
Executives to produce project management team role descriptions. Ref
12.4.3
If selected as a Team Manager, the professional photographer will
become a member of the project management team. Both internal and
1b incorrect
external resources can be members of the project management team.
Ref. 5.3.2.2
Consideration should be given to whether or not separate Team
Managers are needed, or whether the Project Manager will be filling
1c correct
this role. If appropriate, role descriptions should be created. Ref.
12.4.3.
The Executive is responsible for preparing a role description for the
1d incorrect
Project Manager. Ref. 12.4.1.
Question Part
4 C Answer
The Business Case should contain the reasons for undertaking the
project and explain how the project will enable the achievement of
2a incorrect corporate strategies and objectives. Ref. A.2.2. The production of a
new company logo by another project is not the reason for the
Calendar project. Ref. Project Scenario.
Internal dependences are those under the control of the Project
Manager. The new company logo is being produced by another project
2b incorrect
and is therefore an external dependency. Ref. Glossary / Project
Scenario.
When creating the Project Plan, the Project Brief should be checked for
understanding of any prerequisites, external dependences, constraints
and assumptions. Ref. 14.4.6. / A.16.2. External dependences are
2c correct
those dependencies outside the control of the Project Manager - for
example, the delivery of a product required by this project from another
project. Ref. Glossary / Project Scenario.
External dependences are those dependences outside the control of
2d incorrect the Project Manager - for example, the delivery of a product required by
this project from another project. Ref. Glossary / Project Scenario.

® 8
Question Part 2
4 C Answer
When producing the Project Plan, during initiation, Product Descriptions
3a incorrect for the major products of the project should be created. If necessary,
these are then updated when planning the relevant stage. Ref. 14.4.6.
The Project Product Description should be created during the Starting
up a Project process. However, when producing the Project Plan,
3b incorrect
during initiation, Product Descriptions for the major products of the
project should be created. Ref. 14.4.6 / 14.4.7.
for the major products of the project should be created. Ref. 14.4.6.
3c incorrect When producing the Stage Plan for the next stage, Product
Descriptions are created or updated for the products to be delivered by
the next stage. Ref. 17.4.1.
3d correct for the major products of the project should be created. If necessary,
these are then updated when planning the relevant stage. Ref. 14.4.6.
Question Part
4 C Answer
The Managing a Stage Boundary process is used at the end of the
initiation stage and repeated at the end of each subsequent stage,
4a correct
except the final stage. The end of the final stage is managed by the
activities of the Closing a Project process. Ref. Fig. 11.1 / 11.2.4.
The end of the initiation stage is recorded in the Initiation Stage Plan
and agreed prior to commencing initiation. It is only the remaining end
4b incorrect stage assessments that need to be agreed during initiation. Also, the
end of the final stage will be managed by the Closing a Project process.
Fig 11.1 / 12.4.6.
Towards the end of each management stage, except for the final one,
the Project Manager provides information to the Project Board in order
for it to assess the continuing viability of the project and make a
4c incorrect decision to authorize the next stage. During the final stage, this
information is provided within the closure activities which are planned
and approved as part of the stage approval for the final stage. Ref. 11.1
/ 11.2.4.
The Project Board does need to schedule these dates and be available.
However, there is only one end stage assessment to be scheduled
4d incorrect following initiation. Ref Project Scenario. The end of the final stage is
managed by the activities of the Closing a Project process. Ref 11.1 /
11.2.4

® 8
Question Part 2
4 C Answer
Work Packages are agreed between the Project Manager and Team
Manager (s) during the Controlling a Stage process and Managing
5a incorrect Product Delivery process. Ref 15.4.1 / 16.4.1. A Work Package is used,
by the Project Manager, to define and control the work to be done, and
also to set the tolerances for the Team Manager(s).
The Project Board does not require Work Packages as part of the
Project Plan. Work Packages are agreed between the Project Manager
5b correct
and Team Manager(s) during the Controlling a Stage process and
Managing Product Delivery process. Ref 15.4.1 / 16.4.1.
Project tolerances are set by corporate or programme management.
5c incorrect Ref 10.3.1.1. Project tolerances should be derived from the project
mandate and documented in the Project Brief. Ref 12.4.5.
Work Packages are agreed between the Project Manager and Team
Manager(s) during the Controlling a Stage process and Managing
5d incorrect Product Delivery process. Ref 15.4.1 / 16.4.1. A Work Package is used,
by the Project Manager, to define and control the work to be done, and
also to set the tolerances for the Team Manager(s).
Question Part
4 C Answer
Once approved, any changes to a baselined document should be
approved by the Project Board, or delegated Change Authority. The
6a incorrect Project Manager should review the Business Case to create the
Benefits Review Plan. This should contain details of how and when
benefits are to be measured. Ref. 14.4.7.
During initiation, the Project Manager should review the Business Case
6b correct to create the Benefits Review Plan. This should contain details of how
and when benefits are to be measured. Ref. 14.4.7.
During initiation, the Project Manager should review the Business Case
6c incorrect to create the Benefits Review Plan. This should contain details of how
and when benefits are to be measured. Ref. 14.4.7.
Projects benefits may be measured during the life of a project.
However, on this project the calendar is not despatched until after the
6d incorrect
project has closed. Therefore, any benefits will be achieved after the
project has closed. Ref. Scenario Booklet / 4.3.3.

® 8
Question 5 – Risk Theme

2
Question Part
5 A Answer
‘Accept’ - A conscious decision to do nothing but monitor and ensure
1 E
that the threat remains tolerable. Ref Table 8.2.
‘Avoid’ - By not completing the project or changing some aspect of the
2 A project so that the threat can no longer have an impact or can no longer
happen. Ref Table 8.2.
‘Reduce’ - Bringing the delivery date forward is a form of proactive
3 B action taken to reduce the probability and/or the impact of the event
should it occur. Ref Table 8.2.
‘Fallback’ - Waiting to see if a rival calendar is produced and
4 C developing a plan for extra incentives to be implemented after the risk
occurs will reduce the impact, but not the probability. Ref Table 8.2.
‘Accept’ - A conscious decision to do nothing but monitor and ensure
5 E
that the threat remains tolerable. Ref Table 8.2.
‘Reduce’ - This does not stop the risk from occurring but is a form of
6 B proactive action taken to reduce the probability and/or the impact of the
event should it occur. Ref Table 8.2.

® 8
Question Part 2
True - At stage level, exception situations
True - This could have an effect on the
should be escalated to the Project
project and should therefore be
1 B Board in an Exception Report. This does
recorded as an issue (problem). Ref
not explain the assertion. The answer is
9.2.4.
therefore B. Ref 10.3.4.
True - The Purchasing Manager False - The person most capable of
should be monitoring the contract managing the risk is the risk owner, not
2 C situation and is therefore the person the risk actionee. Ref. 8.3.5.4.
best situated to manage, monitor and
control this risk. Ref 8.3.5.4.
True - When accepting a Work False - There is only one Risk Register for
Package a Team Manager should the project, created during Initiating a
3 C perform a risk analysis identifying any Project. Ref 14.4.1.
risks, and the means of managing
them. Ref 16.4.1.
False - If a risk is likely to impact upon False - Risk action may be implemented
time, the risk response should mitigate within tolerance or risk budget if there is
4 E this and be added to the Risk Register. one. There is no need for an Issue Report.
Only when the risk occurs, does it Ref 8.3.5.
become an issue. Ref 8.3.5.
True - The Checkpoint Report is a True - The Checkpoint Report will provide
major data-gathering tool for the a summary of actual and forecast
5 A Project Manager and should contain a progress, highlighting any potential areas
summary of the risk status. Ref 8.3.5.5 for concern. This explains the assertion,
/ 16.4.1. the answer is therefore A. Ref A.3.
False - Transfer is a risk response False - When selecting the risk response,
where a third party takes on the it is a question of balancing the cost of
responsibility for some of the financial taking that response against the likelihood
6 E impact of a threat. Agreeing a Work and impact of allowing the risk to occur.
Package does not automatically Ref 8.3.5.3.
transfer the responsibility for a risk.
Ref. Table 8.2.

® 8
Question 6 – Plans Theme

2
Question Part
6 A Answer
Only the Work Package is authorized by the Project Manager during
1a incorrect the Controlling a Stage process. Team Plans are created during the
Managing Product Delivery process. Ref 15.4.1
The Project Plan should be updated with actuals, but no plan is
1b incorrect
produced. Ref 18.4.1
The Team Manager will produce a Team Plan while accepting a Work
1c correct
Package during the Managing Product Delivery process. Ref 16.4.1
An Exception Report and Issue Report is used to escalate issues and
1d
risks in the Controlling a Stage process. Ref 15.4.7. If the Project Board
incorrect
requires an Exception Plan, this is produced during the Managing a
Stage Boundary process. Ref 17.4.5
The Stage Plan for the next stage is produced near the end of the
1e correct current stage. Closure activities should be planned as part of the Stage
Plan for the final stage. Ref 17.4.1 / 18.3
Question Part
6 A Answer
The Project Manager is responsible for producing the Stage Plans, but
2a incorrect this is not something that is done in isolation from other project
management team members. Ref 17.4.1 / C.5.1
The Team Manager will produce a Team Plan while accepting a Work
2b correct Package during the Managing Product Delivery process. Ref. 16.4.1 /
7.2.6
Project Support may contribute expertise in specialist planning tools
and techniques, but they are not responsible for the creation of any
2c incorrect plans. Ref C.9.1. The Team Manager will produce a Team Plan while
accepting a Work Package during the Managing Product Delivery
process. Ref. 16.4.1 / 7.2.6
The Project Manager is responsible for producing the Project Plan, but
2d incorrect this is not something that is done in isolation from other project
The Project Manager is responsible for producing the Project Plan, but
2e correct this is not something that is done in isolation from other project

® 8
Question Part 2
6 B Answer
The 'production cost forecast' is required to allow the CEO and
Marketing Director to decide whether to continue with the project, but
1a incorrect this does not determine whether or not it an external product. External
products already exist or are being created or updated outside of the
scope of the project. Ref 7.3.3.2
The 'production cost forecast' is being created within the scope of the
1b correct project and does not already exist. It should not therefore be shown as
an external product. Ref 7.3.3.2
1c incorrect this does not make it an external product. External products already
exist or are being created or updated outside of the scope of the
project. Ref 7.3.3.2
1d incorrect this does not make it an external product. External products already
exist or are being created or updated outside of the scope of the
project. Ref 7.3.3.2
Question Part
6 B Answer
Although the 'tariff of mailing costs' is being supplied by a third party,
this is not the reason that it should be shown as an external product.
2a incorrect Products both within and external to the plan can be supplied by a third
party. External products already exist or are being created or updated
outside of the scope of the plan. Ref 7.3.3.2
If a product already exists or is being created or updated outside the
2b correct scope of the plan, it should be shown as an external product. Ref
7.3.3.2
An external product is one that already exists or is being created or
updated outside the scope of the plan and are required in order to
2c incorrect create one or more of the plan's products. The 'tariff of mailing costs'
already exists and should therefore be shown as an external product.
Ref 7.3.3.2
The 'tariff of mailing costs' already exists and is being supplied by the
2d incorrect Post Office. The Project Manager is not accountable for the creation of
this product. Ref 7.3.3.2

® 8
Question Part 2
6 B Answer
All of the products of the plan should appear on the product flow
3a incorrect diagram. The product flow diagram also identifies dependencies on any
products outside of the scope of the plan. Ref 7.3.3.4
Internal dependencies are those within the control of the Project
Manager. External dependencies are those outside the control of the
Project Manager. The 'accounts information' is not being created or
3b incorrect
updated within the plan, but it is required by the project in order to
produce one or more project products. It is therefore an external
dependency. Ref 7.3.4.2 / Glossary
Products being produced both within and external to the plan can be
3c incorrect supplied by third party suppliers. It is not the fact that a product is being
supplied by a third party that makes it an external product. Ref 7.3.3.2
'Accounts information' already exists (external product) and will be
3d correct required to produce the 'list of customers' (dependency). This is
correctly shown. Ref 7.3.4.2 / Glossary
Question Part
6 B Answer
'Choose label design' is an activity and therefore not a product. The
4a correct
product would be 'chosen label design'. Ref 7.3.3
The entries would be external products, in that they are outside of the
scope of the plan and are not controlled by the Project Manager.
However, the 'chosen label design' is within the scope of the plan and
4b incorrect
within the control of the Project Manager. 'Choose label design' is an
activity and therefore not an appropriate application of product-based
planning. Ref 7.3.3
'Choose label design' is an activity and therefore not a product. The
4c incorrect
product would be 'chosen label design'. Ref 7.3.3
Although the 'label design competition' is within the scope of the plan,
the Project Manager has no control over the creation and submission of
4d incorrect
the 'label design entries'. The entries should be shown as external
products. Ref 7.3.3.2.
Question Part
6 B Answer
The 'prepared calendar pack' is the final project product and should be
5a incorrect
shown as the exit on the product flow diagram. Ref 7.3.3.4
5b
The final deliverable of this project is the 'prepared calendar pack'. Ref.
incorrect
Scenario.
The 'prepared calendar pack' is the final project product and should be
5c correct
shown as the exit on the product flow diagram. Ref 7.3.3.4
The 'prepared calendar pack' is dependent on all of the other project
5d incorrect
products. It is the final project product. Ref 7.3.3.4

® 8
Question Part 2
6 C Answer
Whilst the Project Board would, in Directing a Project, assess whether
1a correct the planned benefits could still be achieved, the actual benefits
themselves are clearly not a prerequisite for the stage. Ref A16.2.
Whilst this is a deliverable of stage 2, the Project Board must agree to
this in their decision to progress to stage 3. It is a major product of this
1b incorrect
project and the reason for the stage boundary. It is a pre-requisite of
stage 3. Ref A16.2.
This is not a plan prerequisite for stage 3. As a product of stage 2 this
1c correct should have been quality-checked and signed-off, but work can
commence on stage 3 even if this product is incomplete. Ref A16.2.
This is not a prerequisite of the stage. The stage can commence
1d incorrect without the engineering staff, but may be delayed if they are not
available when required. This may be identified as a risk. Ref A16.2.
This is confirmed during stage 2. The results of this check are not a
1e incorrect
prerequisite for stage 3. Work can commence without this. Ref A16.2.
Question Part
6 C Answer
This is a deliverable that is not created within the scope of this project,
2a incorrect but may influence the plan, it is therefore an external dependency. Ref
A16.2.
This is not required for the stage 3 to start. This is a deliverable that is
2b incorrect not created within the scope of this project, but may influence the plan.
Ref A16.2.
The logo is required during stage 3, but is not created within the scope
2c incorrect
of this project. Ref A16.2.
This is within the scope of this project and as a product of stage 2 this
2d correct
should have been quality checked and signed-off. Ref 16.4.2 / A16.2.
Whilst the company logo is an external dependency, the composition of
2e correct the label design should be shown in the relevant Product Description.
Ref A17.2.

® 8
Question Part 2
6 C Answer
The label designs are to be delivered during this stage, however, the
3a correct results of the competition are unknown and cannot be qualified. This is
therefore an assumption. Ref A16.2.
The label designs are within the scope of this project. If external
3b incorrect resources are required to create a product, the product does not then
become external, it is still within the scope of this project. Ref 7.3.3.2.
The operational staff schedule on which the photographic session is
3c incorrect based is updated weekly. The availability of staff shown in the
photographic session schedule may now be incorrect. Ref A16.2.
This product is produced by an external resource, within the scope of
3d incorrect
this project. It is not an external dependency. Ref 7.3.3.2.
Whilst this is a requirement, the composition of the photographs should
3e correct
be shown in the relevant Product Description. Ref A16.2.
Question Part
6 C Answer
It is the Stage Plan that is updated with actuals throughout the stage.
4a correct Ref 15.4.4. The Project Plan is updated at the end of each stage. Ref
17.4.2.
The Stage Plan covers the products, resources, activities and controls
specific to the stage and is used as a baseline against which to monitor
4b correct
stage progress. The Highlight Report is a control for the Project Board.
Ref A.16.2
The Highlight Report is a management product. The Product
4c incorrect
Descriptions section shows the specialist products of the plan. A16.2.
The frequency at which the stage will be reviewed should be recorded
4d incorrect
here. Ref A16.2.
Product Status Account can be requested by the Project Manager at
4e incorrect any time. This is likely to be required to support the Highlight Report.
Ref 15.4.5.
Question Part
6 C Answer
The stage budget should cover both the costs of products and the
5a correct
resources and management required to deliver them. A16.1.
The budgets section of the Stage Plan covers time and cost, including
5b incorrect
provisions for risks and changes. Ref 16.2.
5c incorrect
provisions for risks and changes. Ref A16.2.
5d correct
provisions for risks and changes. Ref A16.2.
Time, cost and scope tolerances for the level of plan should be shown
5e incorrect
under a separate heading of ‘Tolerances’. Ref A16.2.

® 8
Question 7 – Progress Theme
Question Part
7 A Answer
There is a positive tolerance of 1 week which can be allocated to any of
1a incorrect
the stages, as appropriate. Ref 10.3.1.2.
Tolerance is allocated based on the level of risk and confidence of
1b correct estimates for any given stage. All project tolerance can be allocated to
a single stage, but the risk of doing so must be assessed. Ref 10.3.1.2.
The project tolerance is approved by corporate/programme
1c incorrect management. This cannot be affected by early completion of stages or
Work Packages. Ref 10.3.1.1.
If a project has +1 week tolerance (e.g. its target completion date is 4
February, but 11 February would be acceptable), it doesn't matter how
1d incorrect
much extra resource is used. The target date for the project and the
allowable deviation does not change. Ref 15.4.8
Question Part
7 A Answer
Tolerances stated in the Project Plan can be changed through formal
2a incorrect change control and approval of corporate/programme management.
Ref 10.3.4.
Tolerances stated in the Project Plan can be changed through formal
2b correct change control and approval of corporate/programme management.
Ref 10.3.4.
Where tolerance is forecast to be exceeded, the exception procedure is
2c incorrect followed and an Exception Plan created to replace the Project Plan. Ref
10.3.4.
Exception situations are dealt with as they occur and not left until the
2d incorrect end of the stage. An exception assessment would be scheduled. Ref.
10.3.4.
Question Part
7 A Answer
A Product Description should be baselined when the plan containing
the creation of that product is baselined. If the product is later changed,
3a correct
the Product Description must also pass through change control. Ref
7.3.3.3
3b incorrect The project is not forecast to exceed tolerance. Ref 10.3.4.
3c
Any change to a baselined product should first pass through change
incorrect
control. Ref 9.3.2
Checkpoint Reports are created by the Team Manager, not the Project
3d incorrect
Manager. Ref 10.3.3.4.

® 8
Question Part 2
7 A Answer
If a product has not been delivered to agreed timescales as a result of
4a incorrect rework, the stage should not be delayed, the rework should be planned
into the next stage. Ref 17.4.4.
There is no indication that the stage is forecast to exceed tolerance.
4b incorrect
Ref 10.3.4.
By checking the target sign-off date the Project Manager will know if
4c correct there is an actual delay or whether the Marketing department has
exceeded the time allocated for follow-up actions. Ref 17.4.4 / 10.3.3.2.
4d incorrect No products should be baselined until they are signed-off. Ref 9.3.2.
Question Part
7 A Answer
There is no indication that a further project has been agreed and the
5a incorrect production of a project mandate is not within the scope of the Calendar
project.
This is not an expected benefit of this project and would not therefore
appear in the Benefits Review Plan. Also, the Benefits Review Plan is
5b incorrect
updated at the end of each stage, not just the end of the project. Ref
A1.
Exception Reports provide information to the Project Board when
5c incorrect
tolerance is forecast to be/or has been exceeded. Ref 10.3.4.
The Lessons Log captures lessons learned during the project that can
usefully be applied to other projects. Notes should be made of any
5d correct
good and bad experiences in the use of the management and specialist
products and tools as they occur. Ref 10.3.3.3.
Question Part
7 A Answer
Checkpoint Reports are provided to the Project Manager, not the
6a incorrect Executive. Also, an issue should be raised to the Project Manager if
tolerance is forecast to be exceeded. Ref 10.3.3.4. / 10.3.4.
Team members do not have the authority to change a Stage Plan. If a
6b incorrect product is late, the Project Manager may plan the remaining work into
the next stage and amend the Work Package accordingly. Ref 10.3.3.1.
The Team Manager should raise this as an issue. If the Project
6c incorrect Manager determines it is a project risk, the Project Manager should
record it in the Risk Register. Ref 10.3.3.4.
All problems, questions and queries should be raised as an issue. Ref
6d correct
10.3.4.

® 8
Question Part 2
False - Management stages are False - The Project Board can make a
determined primarily by the level of decision whenever it needs to do so. Ref
1
risk, major decision points and 13.4.4.
commitment of resources. The label
design competition does not justify this
level of control. Ref 10.3.2.1.
True - It may be cheaper to produce False - The use of one tolerance to
black and white photographs, rather resolve the issues with another tolerance
2 than full colour, thus reducing quality will depend on the objectives of the
but saving cost. Ref 15.4.8. project. If quality is the focus then this will
not be the first to go.
True - Stage boundaries should be True - The production cost forecast
scheduled around key decision points provides a key decision point for the
3
for the Project Board. Ref 10.3.2.1. Project Board whether to continue with the
project. This reason explains the
assertion, therefore the answer is A. Ref
10.3.2.
False - There is +1 week project False - Negative project time tolerance
tolerance, indicating the project can does NOT indicate the latest permissible
4 complete one week later than planned, date, it indicates the earliest acceptable
NOT two, and still remain within completion date, before exceeding
tolerance. tolerance. Ref 10.3.4.
False - The Project Manager should True - Project tolerance is set by corporate
first escalate exception situations to or programme management. Any forecast
5 the Project Board. They may then to exceed this must be escalated
need to escalate to corporate accordingly. Ref 10.3.1.1.
management. Ref 10.3.1.1.
True - The projected costs will False - Products are reviewed and
influence the Project Board decision to approved by nominated parties as and
6
proceed with stage 3. All Project Board when they are completed, not at the end
decisions are made during the of each stage. Ref 16.4.2.
Directing a Project process. Ref
10.3.1.2.

® 8
Question 8 – Change Theme

2
Question Part
8 A Answer
The Plan is approved, this includes the PD for the photographs. This
1 B requirement was not included within the original composition of the
photographs, it is therefore a request for change. Ref. Tab 9.1
‘May’ tells us this has not yet happened, and is therefore a concern at
this time. A problem or concern is any other issue (not an Off-
2 A
specification or an RFC) that the Project Manager needs to resolve or
escalate. Ref Table 9.1.
The list of customers has been approved. Once approved a product
3 B should not be changed without an authorized request for change. Ref
Table 9.1.
There is not a problem with the schedule, this is not off-specification.
There is an issue with the performance of a team member. This is a
4 A
problem that needs to be addressed by the Project Manager. Ref Table
9.1.
The chosen label design is off-specification because the product does
5 C
not contain the correct data, as specified. Ref Table 9.1.
The probability of this risk is 100%. This is neither a request for change
6 A nor an off-specification. It is therefore a problem. A problem or concern
that the Project Manager needs to resolve or escalate. Ref Table 9.1.
Question Part
8 B Answer
Maintaining a record of all copies issued will provide a list of who has
1 B
been issued products and which versions they have. Ref 9.3.2.
The recall of superseded versions from all copyholders would ensure
2 E
that only the correct products are in circulation. Ref 9.3.2.
The Record of links between version and the Issue Report that caused
3 C its change will provide an audit between each version of a product and
a reference to further information regarding the change. Ref A5.2
The Retention of all master copies ensures that the original is
4 F
protected, traceable and always available. Ref 9.3.2.
The Product Status Account tracks products through their design,
5 A development, review and approval, providing a summary of product
status. Ref 9.3.1.3
Maintaining a record of relationships between configuration items
6 G ensures that no product is changed without being able to check for
possible impacts on related products. Ref 9.3.1.2.

® 8
Question 9 – Directing a Project, Managing a Stage Boundary & Closing a

Project Processes 2
Question Part
9 A Answer
Work is not simply abandoned. The means for recovering products that
1 B
have been completed or are in progress is agreed. Ref 18.4.2
Nothing can be done to resolve this now, but future projects may learn
from this experience. A review of what went well, what went badly and
2 D any recommendations for corporate/programme management
consideration are recorded in the Lessons Report during the Evaluate
the Project activity. Ref 18.4.4
The Project Board advises those who have provided the support
infrastructure and resources for the project that these can now be
3 E
withdrawn. This should indicate a closing date for costs being charged
to the project. (13.4.5/18.4.5)
An End Project Report is created during the Evaluate the Project
activity to review how the project performed against the version of the
4 D Project Initiation Documentation used to authorize the project. A review
of the project objectives are recorded in the End Project Report. Ref
18.4.4
When closing a project prematurely the Project Manager must ensure
5 B that work in progress is not simply abandoned. The project should
salvage anything of value created to date. Ref 18.4.2
Future projects may learn from this experience. A review of what went
well, what went badly and any recommendations for
6 D
corporate/programme management consideration are recorded in the
Lessons Report during the Evaluate the Project activity. Ref 18.4.4

® 8
Question Part 2
False - Countering the decline in False - The Benefits Review Plan is
orders is a positive consequence created in the Initiating A Project process.
1 E
(benefit) of this project that cannot be Ref 14.4.7. It is reviewed and may be
measured until 12 months after the updated at the end of each stage and
project has closed. during the Closing a Project process. Ref
18.4.3.
False - The Acceptance Method in the True - The PPD contains the Acceptance
PPD will state the means by which the Criteria of the Project Product and the
2 D acceptance will be confirmed. This standards and processes that will need to
could simply be done by confirming all be applied to achieve this. Ref A21.1 /
the products have been approved. 18.4.1.
False - The Project Scenario explains True - This report is produced by the
that the prepared calendar pack must Project Manager towards the end of the
3 D
be ready by 30 November, but there is project, during the Closing a Project
also a time tolerance of +1 week. process, and is used by the Project Board
to evaluate the project and authorize
closure. Ref A8.1.
True - The final management stage of True - The Closing a Project process
a PRINCE2 project should include the takes place towards the end of the final
4 A
products of project closure. The management stage. Closure is not a
Closing a Project process takes place stage, it is a process. This is the reason
within the final management stage. Ref for the assertion. The answer is A. Ref
11.2.4. 18.3.
False - Whilst handover of False - Where a product requires a lot of
responsibility for the products is potentially expensive support and
necessary during the Closing a Project maintenance, the Project Manager should
5 E process, this contract is not in the ensure that a suitable service agreement
scope of this project. The product or contract is in place. Ref 18.4.3.
should be handed over to the
Marketing department.
False - The Closing a Project process True - At the end of each stage the Project
should be followed at the end of stage Manager should update the Project
3, rather than the Managing a Stage Initiation Documentation (e.g. the
6 D Boundary process, as this is the final Business Case, Project Plan, project
stage. Ref 17.2 / 18.3 approach, strategies, project management
team structure and role descriptions). Ref
17.2.

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PRINCE2® Practitioner

PRINCE2® is a Registered Trade Mark of the Office of the Cabinet Office.

© 2009 ILX Group plc

© 2009 ILX Group plc

Session 1 - Course Introduction 3

Session 2 - PRINCE2 Walkthrough 5

Session 3 - PRINCE2 Project Simulation 7

Session 5 - Practical Practitioner Exercises 58

Session 6 - Practitioner Exam Technique 82

Session 7 - Practitioner Exam Simulator 83

Session 8 - Practitioner Exam Questions 84

© 2009 ILX Group plc

o Develop your basic knowledge of PRINCE2

© 2009 ILX Group plc 1

© 2009 ILX Group plc 2

We’ll take a few moments to describe each in a little more detail.

 An Advanced PRINCE2 process model walkthrough

 PRINCE2 Practitioner Simulations

 Marking Up The Manual

 Practical Practitioner Exercises

© 2009 ILX Group plc 3

 PRINCE2 Practitioner Exam Simulator

© 2009 ILX Group plc 4

© 2009 ILX Group plc 5

 An Advanced PRINCE2 process model walkthrough

© 2009 ILX Group plc 6

PRINCE2 Project Simulation

© 2009 ILX Group plc 7

These are project 1 – Accounts, project 2 – Facilities and project 3 – Staff.

 Stage 2 – this stage will include the following:

 Stage 3 – this stage will include the following:

© 2009 ILX Group plc 8

o Building the extension to the North West branch building.

© 2009 ILX Group plc 9

Exercise 1 – Organisation Simulation

© 2009 ILX Group plc 10

© 2009 ILX Group plc 11

Exercise 2 – Business Case Simulation

Interviewer “How much do you think the project will cost?”

Secondly we considered staying as we were, but re-organising into different work

© 2009 ILX Group plc 12

Interviewer “So when do you expect the extension to be ready?”

Angela “Well there are a number of things I reported.

Additionally, the general improvement in staff morale will provide a number of

Interviewer “How do you propose to address these issues?”

Interviewer “Thank you for your time Angela.”

Angela “Thank you.”

© 2009 ILX Group plc 13

Exercise 3 – Product Based Planning Simulation

Monica “Hello, I’m Monica, Team Manager for electrical services.”

Monica “What’s the Flow diagram?”

Stacey “What do you think that will entail?”

© 2009 ILX Group plc 14

Jeff “Bye everybody, see you later.”

© 2009 ILX Group plc 15

© 2009 ILX Group plc

Furniture / Flooring Infrastructure Sale IT

Group Group Group Group

Advert Agreed Removal

Carpets & Desks Chairs Storage Décor

 Sample Product Flow Diagram

Product Flow Diagram

ITT Replie Contract Foundations Walls Roof