PR2F PRINCE2 Foundation Exam Questions and Answers

Directing a Project

Managing a Stage Boundary

Controlling a Stage

Starting up a Project

Increase in agreed scope

Initiation stage

Change Authority

Handover activities

Capture lessons from previous projects

Ensure that there is a common understanding of the starting point for the project

Confirm that the Project Plan is able to deliver the Business Case

Define the quality techniques and standards to be applied during the project

To baseline a product

To provide a common understanding of what products a project will create

To define the quality methods required within a project

To determine the quality responsibilities of a project team

Define the structure of the project management team

Detail the acceptance criteria, in order for the Project Board to agree the level of quality expected of the project's product

Document approval records for those project products that have met their quality criteria

Produce the Project Plan with resource and schedule information

Accept

Fallback

Exploit

Transfer

Sign-off completed Work Packages

Ensure the Business Case is kept under review

Report progress to the Project Board

Ensure that work on products is authorized and agreed with the team

the measurement of benefits NOT yet realized

the handover of products

open issues and risks

the release of resources

End Stage Report

Team Plan

Work Package

Project Plan

The approach that will be used to prove whether the project's products have been completed

A measureable improvement resulting from a project outcome

The measureable definitions of the attributes for a set of products to be acceptable to key stakeholders

The project controls set up during the process Initiating a Project

Provide a record of each configuration item and any important relationships between them

Define how theproducts and their versions will be identified

Define whether a project will use a risk budget

Identify who will set up the Quality Register

Avoid

Reduce

Share

Reject

Producing Highlight Reports for the Project Manager

Reviewing the status of the stage

Setting WorkPackage tolerances

Ensuring delivery of products in the Managing Product Delivery process

Plans

BusinessCase

Risk

Quality

Provide the Project Board with sufficient information for approving the next stage

Approve the next Stage Plan

Review and close any risks and issues identified during the previous stage

Control the link between the ProjectManager and the Team Manager(s)

The uncertainty expressed as a negative or favourable occurrence

The issue which is affecting the project and has resulted in a risk

The impact(s) on the project objectives should the threat or opportunity occur

The change in the statusof a risk in response to actions taken to control it

Defined roles and responsibilities

Learn from experience

Manage by exception

Focus on products

Acceptance criteria are used to produce the customer's quality expectations

Acceptance criteria are less specific and precise than customer's quality expectations

Once agreed, acceptance criteria CANNOT be changed

Acceptance criteria should be agreed between the customer and the supplier

Configuration Item Record

Stage scope tolerance

Team Plan

Work Package

The post-project benefits reviews are performed

Ownership of the project's products is transferred to the customer

An End Stage Report is prepared for the final stage

The project closure notification is reviewed and approved

Corporate or programme management

Project Board

Change Authority

Project Manager

Plans

Progress

Organization

Quality

Defines specific leadership, motivational skills andother interpersonal skills required

Can be applied to any type of project

Promotes learning and continuous improvement

Defines a thorough but economical structure of reports

Review and approve the plan for project closure

Review the performance of the project against its baseline

Perform any post-project reviews

Create a Benefits Review Plan

One

Two

Three

Four

Enable a Project Boarddecision about the commitment of resources to a project

Enable an organization to understand the work that needs to be done to deliver a project's products before a project is approved

Establish solid foundations for a project

Enable the Project Board to decide whether it is worthwhile to initiate a project

Create a separate Project Board to manage the supplier elements of the project

Create multiple smaller Project Boards during the process of Starting up a Project, one for each of the project's stages.

Create user and supplier groups

Appoint corporate quality assurance to perform the Project Assurance role for all members of the Project Board

Executive

Senior User

Senior Supplier

Project Manager

Quality assurance

Risk management

Verification and audit

Progress reporting

Corporate or programme management

Risk owner

Project Manager

Senior Supplier

Only 1 is true

Only 2 is true

Both 1 and 2 are true

Neither 1 or 2 are true

exception planning

risk assessment

stakeholder engagement

status accounting

Increase in agreedscope

Increase in agreed scope

Increase in agreed scope

Handover activities

The product's quality criteria

Who will approve the product

The qualitymethod to be used

The development method to be used

1, 2, 3

1, 2, 4

1, 3 ,4

2, 3, 4

Project Board

Project Assurance

Project Manager

Project Support

Project Manager

Project Support

The authoritydefined in the Product Description

Senior Supplier

Provides a mechanism for the Project Board to assure that there is continuedbusiness justification

Covers the day-to-day activities of the Project Manager

Ensures there are regular progress meetings

Begins on completion of the Initiating a Project process

Product Description

Work Package

Project Initiation Documentation

Stage Plan

Benefits

Quality

Risk

Scope