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PRINCE2® 7 Practitioner Training Guide

The document provides official training materials for the PRINCE2® 7 Practitioner course, outlining its structure, objectives, and assessment methods. It includes learner materials, course content, and preparation strategies for the examination. The course aims to enhance understanding and application of PRINCE2 principles in project management contexts.

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0% found this document useful (0 votes)

37 views258 pages

PRINCE2® 7 Practitioner Training Guide

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PRINCE2® 7

Practitioner

Official Training Materials

Copyright
Published by PeopleCert International Ltd.
Publication printed in Greece or reproduced electronically in Greece
Copyright© 2023 PeopleCert International Ltd.

All rights reserved. No part of this publication may be reproduced or transmitted in any form and by any means (electronic,
photocopying, recording or otherwise) except as permitted in writing by PeopleCert International Ltd. Enquiries for permission
to reproduce, transmit or use for any purpose this material should be directed to the publisher.

Disclaimer
This publication is designed to provide helpful information to the reader. Although every care has been taken by PeopleCert
International Ltd in the preparation of this publication, no representation or warranty (express or implied) is given by PeopleCert
International Ltd as publisher with respect as to the completeness, accuracy, reliability, suitability or availability of the
information contained within it and neither shall PeopleCert International Ltd be responsible or liable for any loss or damage
whatsoever (indicatively but not limited to, special, indirect, consequential) arising or resulting of virtue of information,
instructions or advice contained within this publication.

First edition PeopleCert International Ltd. copyright 2023

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Detailed PRINCE2
Book reference Practice Question

Review multiple choice

Configuration/Setting Key learning points
question

Discuss/Reflect/ Learning Objectives

Syllabus
Activity / Objectives

Icons indicate specific actions and/or items. Timing

Please refer to the list for each icon’s meaning.
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Introductions
Introductions
State your:
• Name
• Job role
• Reason for attending the PRINCE2
Practitioner course
• Experience completing the PRINCE2
Foundation
• Theme song

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Learner materials
What is included in the Official Training Materials
for the learner?
• Learner Workbook
• Syllabus
• Sample exams
• Post-course survey

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PRINCE2 Practitioner
• Globally recognized project management
method following on from Foundation
level
• A scenario-based examination format
• Tried and tested for 25 years
• Accredited trainers and consultants
• Role of PeopleCert

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PRINCE2 Foundation

Analyse Apply

PRINCE2 Practitioner

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Efficiently
navigate the
PRINCE2 7
Demonstrate Official Book
a wider Complete the
appreciation of PRINCE2
PRINCE2 skills Practitioner
and know-how, examination
Analyse
and apply this in
information and
a realistic
Tailor best reason whether a
context
practice in course of action is
response to effective/appropriate
different project in accordance with
circumstances PRINCE2 best
practice

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Business case
Starting up a project
Initiating a project Plans, Risk, Quality, Issues,
Directing a project Progress
Controlling a stage
Managing product delivery
Workshop: Workshop: Workshop: Managing a stage boundary
Part 1 Part 2 Part 3 Closing a project

Principles
People
Organizing
Exam Course
Sample preparation
Paper tips
review
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adapts to respond to your needs

focuses on boosting confidence

and preparation for the exam

thrives on open and interactive discussions

and engagement with activities

draws on the progress made

|PRINCE2 7 Practitioner
® during the Foundation level
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How confident are you …?
… in your understanding of PRINCE2:
• Principles
• People
• Practices
• Processes?

Not confident Super

at all confident

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Not confident Super

at all confident

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PRINCE2
Foundation
Knowledge
Check
Foundation quiz
• 10 multiple choice questions
• A quick quiz to test your existing
knowledge
• A chance to refresh your memory
• Informal and just for reference
• Answers provided after each
question
• Keep note of your score

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Question 1
PRINCE2 mandates that the
project board represents the
primary stakeholder interests.
Which principle does this follow?

A. Manage by stages

B. Focus on products

C. Define roles, responsibilities and

relationships

D. Learn from experience

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A. Because stakeholders should

understand which organizational
areas are impacted by the project
B. Because the project products should
be described and subject to change
control
C. Because confidence is needed that the
project can meet its objectives and
continues to be justified
D. Because user’s quality expectations of the
project products should be understood
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A. Progress
B. Plans
C. Issues
D. Quality

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A. To establish mechanisms for

managing issues that may impact the
baseline

B. To establish methods to judge whether

the ongoing project is justified
C. To assess and control uncertain
events or situations

D. To describe how products will be

delivered that are fit for purpose

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A. It enables the project board

to assure that there is
continued business
justification

B. It covers the day-to-day activities

of the project manager

C. It ensures that there are regular

progress meetings

D. It begins on completion of the

initiating a project process
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A. The post-project benefits

reviews are performed

B. Ownership of the project's

products is transferred to the
customer

C. An end stage report is prepared for

the final stage

D. The project closure notification is

reviewed and approved

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A. To request authorization
to start the next stage
B. To ensure that all threats and
opportunities for the current
stage have been closed
C. To ensure that work on products
allocated to the team for the next
stage is authorized
D. To implement actions to resolve
tolerance deviations from the stage
plan
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A. To understand the resources

and costs to deliver the
project's products

B. To ensure that there is authority to

deliver the project's products

C. To do the minimum to decide whether

it is worthwhile initiating the project

D. To create the management products

required to control the project

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A. To agree, perform, and

deliver project work

B. To draft a plan for the next

stage
C. To agree tolerances for the stage

D. To take action so that the stage

remains within tolerance

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The managing product delivery process

provides accurate progress information to
the project manager at an agreed frequency
to ensure that expectations are managed.

A. True
B. False

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…your … your
… our plan for
confidence understanding
the course
of key concepts

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❝The PRINCE2 Practitioner

examination is intended to assess
whether a candidate can apply and
tailor the PRINCE2 project
management method.❞

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PRINCE2
Practitioner
exam
Multiple choice Pass = 60%
and matching (42/70)
questions

Open book 2 mins per

format question
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Learning outcome 1
Ensure continued business justification
Apply the PRINCE2 principles in context
Learn from experience
Analyse the application of PRINCE2
principles in context Define roles, responsibilities, and relationships

Manage by stages

Manage by exception

Focus on products

Tailor to suit the project

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Learning outcome 2
Apply effective people management in successful
projects
Leading
successful
change
Assess whether an approach to leadership and
management of teams within a project, and
people affected by a project, is appropriate People
central to
the method

Assess whether an approach to leadership and Communication

Leading
successful
management of change within a project, and teams

people affected by a project, is appropriate

Figure 3.3 People central to the method

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Learning outcome 2
Apply effective people management in successful
projects
Leading
successful
Apply the approach to the following: change

• Communications
• People central to the method People
central to
the method

Apply the key management products required

Leading
Communication successful
to support the people element of projects: teams

• Communication management approach

• Change management approach
Figure 3.3 People central to the method

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Demonstrating an Issues Quality

understanding of specific
elements for each PRINCE2 Risk Plans

practice
PRINCE2 practices

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Assess whether an approach to

Issues Quality
applying each practice is effective
and fit for purpose, taking into Risk Plans

consideration: the PRINCE2

PRINCE2 practices
principles, the effective
management and associated
techniques of the practice, and
tailoring to the project’s
environment/context.
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aspects of PRINCE2 stage stage(s) stage

processes in context Directing Directing a project

Starting
up a
Managing Managing
project Closing
Demonstrate an understanding of: a stage
boundary
a stage
boundary
a project
Managing

• The activities, inputs and outputs Initiating Controlling Controlling

a project a stage a stage

• Recommended roles and Delivering

Managing Managing
product delivery
responsibilities
product delivery

Note
• Starting up a project is used by both the directing and managing levels.

• How the practices may be applied

• There should be at least two stages, the first of which is the initiation stage.
• Managing a stage boundary is first used at the end of the initiation stage and repeated at the end of each subsequent stage
except the final stage. It is also used to prepare exception plans, which can be done at any time including in the final stage
.

Adapted from Figure 12.1 The PRINCE2 processes

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aspects of PRINCE2
processes in context Directing
Starting
Directing a project

up a
Managing Managing
project Closing
a stage a stage
a project
Assess whether the activities / actions, and Managing
boundary boundary

roles and responsibilities of each process Initiating Controlling Controlling

are effective and fit for purpose, taking into a project a stage a stage

consideration: Delivering
Managing Managing
product delivery product delivery
• the environment/context Note
• Starting up a project is used by both the directing and managing levels.

• the PRINCE2 practices • There should be at least two stages, the first of which is the initiation stage.
• Managing a stage boundary is first used at the end of the initiation stage and repeated at the end of each subsequent stage
except the final stage. It is also used to prepare exception plans, which can be done at any time including in the final stage
.

• the purpose and objectives of the

process Adapted from Figure 12.1 The PRINCE2 processes

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Instructions Project Stages Additional

scenario information

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cross-functional change

PROJECT

uncertainty unique

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temporary
Aspects of project performance
costs
benefits
sustainability

risk time

scope
quality
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A user who will A supplier who will A business who

specify the provide the resources provides the
desired outputs and expertise to deliver project mandate and
the products structure for project
governance

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Organizational Delivery Scale

context method

Commercial Sustainability
context
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Practices People Processes

Principles

Figure 1.1 The five integrated elements of PRINCE2

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Ensure continued business justification

Learn from experience

Practices People Processes

Define roles, responsibilities, and relationships

Manage by stages

Principles
Manage by exception

Focus on products Figure 1.1 The five integrated elements of

PRINCE2

Tailor to suit the project

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Plans

Practices People Processes

Quality

Risks

Issues Progress Principles

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Those working on the project

Practices People Processes

Those affected by the project

Principles

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Figure 1.1 The five integrated elements of PRINCE2
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Directing Directing a project

Starting
up a
project Managing Managing
a stage a stage Closing
boundary boundary a project
Managing

Initiating Controlling Controlling

a project a stage a stage

Managing Managing
Delivering
product delivery product delivery

Note
• Starting up a project is used by both the directing and managing levels.
• There should be at least two stages, the first of which is the initiation stage.
• Managing a stage boundary is first used at the end of the initiation stage and repeated at the end of each subsequent stage
except the final stage. It is also used to prepare exception plans, which can be done at any time including in the final stage .

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© Adapted from Figure 12.1 The PRINCE2 processes
The PRINCE2 journey
Project board: “Should we agree
Pre-project Initiation Subsequent Final
to authorize the next stage or
Can we authorize
stage(s)the stage
stage stop the project here?”
project and stage 2 plan?
Project authorization notification
Do we have a project?

Directing Directing a project

Outline Stage authorization Customer
Starting Authorization to initiate a project acceptance
business case, Stage authorization
Next
up a follow-up actions
project brief, Managing Managing stage
project and project
organizational a stage a stage plan Closing
structure a project evaluation
boundary The heart of day-to-day
boundary
Managing Stage project management
Plan 2
Initiating Controlling Controlling
a project Work
a stage package accepted and
a stage
work executed
Project manager Authority to deliver a
Define the project
gives Managing Managing work package
Work package
Delivering environment – PID
team manager product delivery completed
product delivery and
Completed work
authority to deliver a handed backpackage
to
work package project manager

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© Adapted from Figure 12.1 The PRINCE2 processes
Review
Do you now know:
• The characteristics of a project?
• The seven aspects of a project that need to be managed?
• The integrated elements of PRINCE2: principles, practices, processes,
people, and the project environment?

Do you now understand:

• The user, supplier and business context on which PRINCE2 is based?

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PRINCE2
Practitioner
workshop
Scenario booklet Collaboration

Learner Workbook
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Project scenario recap
What was the organization?
Not-for-profit organization that works to
eliminate discrimination of any kind.
What was the objective of
the project? Raise awareness of discrimination against
marginalized groups and reinforce brand recognition.
How many stages were
involved? Three stages.

What were the main

products? Campaign high-level requirements, options analysis,
chosen option(s) implemented.

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PRINCE2 principles
People

People
Practices

Business
Organizing Plans Quality Risk Issues Progress
case
Processes

Managing Managing
Starting up Directing a Initiating a Controlling Closing a
product a stage
a project project project a stage project
delivery boundary

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PRINCE2 principles
Syllabus
1. Understand how to apply the PRINCE2 principles in
context
1.1 Analyse the application of PRINCE2 principles
in context:
a) Ensure continued business justification (2.1)
b) Learn from experience (2.2)
c) Define roles, responsibilities and
relationships (2.3)
d) Manage by stages (2.4)
e) Manage by exception (2.5)
f) Focus on products (2.6)
g) Tailor to suit the project (2.7).

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Ensure continued
business
Tailor to suit justification Learn from
the project experience

Focus on products Define roles, responsibilities,

and relationships

Manage by Manage by
exception stages

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• Refer to questions 1-3 and 5-7 in Sample Paper 1 in the

Learner Workbook.

• We will begin with a group discussion.

• We will discuss the explanations for the

correct/incorrect answers as part of the exercise.

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Principles Sample Paper 1, Question 1
The project is in the 'starting up a project' process. The Chair of the User Group has advised that not everyone in the groups
affected by discrimination will have access to digital media. So that all homeless people know how to report discriminatory
incidents, the Contracted Project Manager has recommended that non-digital methods of communication also be included as part
of the project.
Which principle is being applied, and why?

A 'Focus on products', because the Contracted Project Manager should

identify the products needed to deliver the campaign successfully

B 'Focus on products', because the Contracted Project Manager should

estimate the work to deliver the non-digital communications

C 'Manage by exception', because the project should use a range of different

communication channels to deliver the campaign

D 'Manage by exception', because the Contracted Project Manager should be

empowered to make decisions about the detailed work

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Principles Sample Paper 1, Question 2
The project executive asked the Contracted Project Manager to implement the chosen option during stage 3 using an
iterative-incremental delivery approach. This approach will allow feedback to be gathered as the campaign is expanded and
rolled out. This will be a new way of working for NowByou. As a result, the Contracted Project Manager will undertake the
role of agile coach during the stage to assist in the use of trials and focus groups.
How well does this apply the 'tailor to suit the project' principle, and why?

A It applies it well, because an additional role of agile coach should be

appointed to advise on how to use PRINCE2 alongside agile techniques

B It applies it well, because the project management method used on the

project should be aligned with NowByou’s business processes

C It applies it poorly, because the Contracted Project Manager should coach

the project team members within a separate project

D It applies it poorly, because the role of coach is not one of the three
primary stakeholders whose interests should be represented

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Principles Sample Paper 1, Question 3
The project management maturity of NowByou is very low, with no standardized processes or templates. Previous projects
have relied heavily on the expertise of CharityM that delivers advertising campaigns on behalf of NowByou. But CharityM do
not follow a recognized project management method. As a result, the Contracted Project Manager has been asked to
perform the role of coach to the newly appointed project manager from the beginning of stage 2 and throughout the
project.
Is this an appropriate application of the 'tailor to suit the project' principle, and why?

A Yes, because the Contracted Project Manager should be given a role to pass on
their skills to the project team, for the benefit of this, and future, projects

B Yes, because CharityM uses different processes and terminology when

delivering the advertising campaigns on behalf of NowByou

C No, because the Contracted Project Manager is unlikely to be available full-

time throughout the delivery of the advertising campaign

D No, because the project manager should manage the relationship with
CharityM to deliver the advertising campaign

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Principles Sample Paper 1, Question 5
The project is in the 'starting up a project' process. The Contracted Project Manager has recognized that the
Campaign against Discrimination Project has a short timescale and is being delivered in three stages. Based on
their work on their last project for another NGO, they have recommended that work to analyse options should
start during the initiation stage, rather than stage 2. They believe this will save time for the project.
Is this an appropriate application of the 'learn from experience' principle, and why?

A No, because the project should have two stages including an initiation
stage

B No, because the project should be properly initiated before work starts on
options analysis

C Yes, because experiences from previous projects should be reviewed when

starting up a project

D Yes, because projects are unique and the project team should continue to
learn during each of the three stages

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Principles Sample Paper 1, Question 6
The project is approaching the end of the 'initiating a project' process and the Chief Finance Officer has
secured funding for the project from a few major donors. The Chief Finance Officer will continue to have
one-to-one contact with these major donors throughout the project to inform them of progress and how
the chosen campaign option will support NowByou’s objectives.
Which principle is being applied by the Chief Finance Officer when meeting regularly with the donors, and
why?
'Define roles, responsibilities and relationships', because the Chief Finance
A Officer should build relationships with these major donors throughout the
project

'Define roles, responsibilities and relationships', because the major donors are
B business stakeholders whose interests should be represented on the project
team

C 'Ensure continued business justification', because the Chief Finance Officer

should justify the project to the major donors to secure the funding

D 'Ensure continued business justification', because the chosen campaign

option should support the business objectives of NowByou

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Principles Sample Paper 1, Question 7
NowByou runs consecutive fund-raising campaigns lasting approximately eight weeks each. The success of these campaigns
determines the funds available to the organization for the coming months. During the 'initiating a project' process, the project
manager is preparing the project plan for the Campaign against Discrimination Project. The project manager has consulted the Chief
Finance Officer, who has recommended that the stage ends should coincide with the end of these NowByou fund-raising campaigns.
This is to allow the funding of the project to be reviewed based on donations made to NowByou during the previous campaign period.
Is this an appropriate application of the 'manage by stages' principle, and why?

A Yes, because the Chief Finance Officer should delegate authority to the project
manager for managing each stage, based on the defined stage ends

B Yes, because the project manager should plan the stage ends to take into account
the influence that the fund-raising campaigns will have on the project finances

C No, because the Chief Finance Officer should review the viability of the project
more frequently to retain control over the project

D No, because the project manager should divide the project into shorter stages
because the project management maturity of NowByou is low

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People
Syllabus
2. Understand how to apply effective people management in
successful projects
2.1 Assess whether an approach to leadership and
management of teams is appropriate (3.3, 3.1)
2.2 Assess whether an approach to leadership and
management of change within a project, and people
affected by a project, is appropriate (3.2, 3.1)
2.3 Apply the approach to the following:
• communications (3.4)
• people central to the method (3.5)
2.4 Apply the key management products required to
support the people element of projects:
• communication management approach (3.4)
• change management approach (3.2).

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People element recap
How much can you remember? Why is a clear
approach to
What is the communication
purpose of important for a
the change project?
What are the
management
challenges
approach?
in leading a
project
team?
How can we
define the How
term would you
stakeholder? describe
culture?

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Leading
successful
change

People
central to
the method
Leading
Communication successful
teams

Figure 3.3 People central to the method

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Leadership and change management

Current
Target state
state

PID: Change management approach

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Co-creation

Collaboration

Management

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Communication management
• Focus on listening and understanding
perceptions and concerns as much as
broadcasting to allow tailoring of messaging

• Involve key influencers to shape messaging

and support communications

• Provide information in multiple formats for

sharing and feedback

• Can be adapted for communication across

co-located, remote and hybrid teams

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• Refer to questions 8-12 in Sample Paper 1 in the Learner

Workbook

• The group will be split into pairs to look at the five questions

• We will come back together to discuss the explanations

for the correct/incorrect answers as part of the
exercise

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People Sample Paper 1, Question 8
The project is in the 'starting up a project' process and the new project manager has now been appointed. They have asked a
trainee to gather the high-level requirements because the trainee has just become a PRINCE2® Practitioner. The project
manager wants them to gain some practical experience and they are the only member of the project team available for this
task. However, no progress has been made on this task due to the trainee's inexperience. The project manager has asked the
Contracted Project Manager to perform this task instead, with the trainee shadowing them to gain experience.
Is this solution an appropriate way of 'leading successful teams' according to the 'people' element, and why?
Yes, because requirements gathering should be completed by the Contracted
A Project Manager who has no conflict of interest in the outcome

Yes, because the trainee’s competency gap should be addressed by shifting

B responsibility to the Contracted Project Manager, while upskilling the trainee

No, because the new project manager should have chosen a team member with
C appropriate competency and capability from the start

No, because the trainee is a PRINCE2® Practitioner and therefore should be capable
D of completing this task without assistance

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People Sample Paper 1, Question 9
Some of the project team members are based at the head office, but most of them work from home at least a few days a
week, in line with NowByou's working practices. The project manager has organized a dedicated project meeting room and
has asked team members to attend the office every day to promote social cohesion and information sharing. This has been
met with resistance. One project team member has even complained to the CEO of NowByou.
Is this an appropriate way of 'leading successful teams' according to the 'people' element, and why?

Yes, because co-locating the team should promote the sharing of information
A organically through informal networks

Yes, because the project manager should decide how the team should work
B together to promote team-working

No, because the project manager should organize specific co-location days for the
C remote team members to build relationships

No, because the project manager should have consulted the project executive
D before implementing a change to NowByou's working practices

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People Sample Paper 1, Question 10
The project is in the 'initiating a project' process. The project manager has held a stakeholder analysis workshop with the
project team to produce the communication management approach. At the workshop, all the project team members were
identified as stakeholders and their communication needs were discussed. No other stakeholders were identified, but the
project manager expects them to make themselves known as the project continues. The project manager drafted the
communication management approach, ready for submission to the project board.
Is this an appropriate application of 'leading successful change' according to the 'people' element, and why?

A Yes, because the project manager should repeat stakeholder identification and
analysis throughout the project lifecycle to identify additional stakeholders

B Yes, because the project team should use different communication frequency
and channels for new stakeholders identified as the project progresses

C No, because the project manager should have consulted with project assurance
when deciding who to invite to the stakeholder analysis workshop

D No, because the project manager should have identified additional stakeholders,
including support groups, who influence the campaign requirements and options

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People Sample Paper 1, Question 11
The project is in stage 3. The issue management approach requires a 'new issue form' to be completed in order to raise an issue to the project
manager. On many occasions, team members have not used the 'new issue form' and have emailed the project manager instead as it is easier.
Feedback from the project team has revealed that they find the form difficult to complete, with too much detail being required. The project manager
has simplified the form and has also agreed that project support will complete the form based on an email, if required.
Is this an appropriate application of 'leading successful change' according to the 'people' element, and why?

A Yes, because the project manager should realign ways of working to the
emerging project culture based on feedback from the project team

B Yes, because the project team should not waste time completing unnecessary
administrative tasks when project support should help

C No, because the issue management approach should be protected from uncontrolled
change once it has been baselined at the end of the 'initiating a project' process

D No, because communication with the project team should be improved to

ensure future compliance with the approved issue management approach

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People Sample Paper 1, Question 12
One of the graduate trainees was appointed as project manager during the initiation stage. At the beginning of the project, the new project
manager was reporting on progress every week to the project board. However, the project is now in stage 2, the requirements gathering has been
completed on time and to budget, and the option analysis is progressing well. As a result, the project board has agreed that highlight reports
should be produced every two weeks, and the cost and time tolerances for the stage have been relaxed. This should empower the project manager
to make more decisions.
Which principle is being applied by this example of 'people and relationships central to the PRINCE2 method'?

A Learn from experience

B Manage by exception

C Manage by stages

D Focus on products

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Practices: chapter structure
• Purpose (X.1)
• Guidance (X.2)
• Techniques (X.3)
• Applying (X.4)
• Management products (X.5)
• Key roles (X.6)
• Key relationships (X.7)

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Organizing
Syllabus
3. Understand how to apply and tailor relevant aspects of PRINCE2
practices in context
3.2.1 Apply the PRINCE2 ‘organizing’ practice, demonstrating an
understanding of:
a) the key management products required to support the
‘organizing’ practice (6.5):
• PID: project management team structure
• PID: role descriptions
• PID: commercial management approach
b) The areas of focus for key roles associated with the
‘organizing’ practice (tab 6.4)
c) Effective management and associated techniques (6.2,
6.3)
3.2.2 Analyse whether an approach to applying the ‘organizing’
practice is effective and fit for purpose, taking into
consideration: the PRINCE2 principles, and the effective
management and associated techniques of the practice,
and tailoring to the project’s environment/context (6.2,
6.3, 6.4, 6.7).
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Organizing practice recap
How much can you remember? What should
Why is it you include
important to when
have a work designing the
breakdown project
What is the structure? ecosystem?
purpose of
the
organizing What are the
practice? roles (and their
responsibilities)
in the project What are
management the three
team? project
interests?

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Figure 6.1 The three project stakeholder groups

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team roles
Senior Senior
Executive
user(s) supplier(s)

Senior
user(s)

Inside the project

Senior
management team
user(s)
From the business Lines of authority

From the supplier Project assurance

responsibility Senior
Other roles in a project
Lines of support/advice user(s)
management team
Outside the project
management team
Senior
user(s)

Figure 6.3 Project management team structure

Team members
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Transition
Understand Manage changes
Design project Develop project project into
organizational to project
ecosystem ecosystem organizational
ecosystem ecosystem
ecosystem

Figure 6.4 PRINCE2 technique for organizational design and development

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Supporting techniques for
organizing
Delivery model
The organizational and commercial arrangements to be deployed to meet the project
objectives given the project constraints and capabilities of the user, business, and
supplier organizations. It is described in the commercial management approach
and reflected in the project management team structure.

RACI chart
• Responsible One or more people who perform the task
• Accountable The single person who ‘owns’ the task
• Consulted The people whose input is required for the task
• Informed The people who are informed of progress or completion of the task

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Role
descriptions

Commercial Project
management management
approach
team structure

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Knowledge
Check!
Organizing exercise: approach
• This exercise features a different
question format: a matching activity.

• The answer options can be used

once, multiple times, or not at all.

• Questions 19-22 in Sample Paper 1.

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Organizing Sample Paper 1, Questions 19-21
Here are three roles relating to the NowByou Project.
Which individual (A-F) would be most appropriate for each role according to the
'organizing' practice?
Choose only ONE individual for each role. Each individual can be used once, more than
once, or not at all.

19) Project manager A.

B.
C.
Chief Chief
Graduate
Executive Financial
Trainees
Officer Officer
20) Project executive
E.
D.
Head of F.
Marketing
21) Senior supplier Publicity Head of
Agency
and Social IT
Director
Media
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Organizing Sample Paper 1, Question 22
NowByou has just made the decision to run the 6-month campaign as a project. As a result, the
Director of Campaigns has appointed the Chief Finance Officer (CFO) as the project executive so that
the 'starting up a project' process can commence.
Is this appointment an appropriate application of the ‘organizing’ practice, and why?

A Yes, because the CFO should be in a position to ensure that the project
contributes to the financial standing of the organization

B Yes, because the project executive should be the single point of accountability
for the Campaign against Discrimination Project

C No, because the Director of Campaigns is sponsoring the project and is advised
and mentored by the Contracted Project Manager to oversee the project

No, because the Head of Publicity and Social Media should be responsible for the
D outcome ‘increased awareness of discrimination’ from the delivered multi-
channel campaign

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PRINCE2 principles
People

People
Practices

Business
Organizing Plans Quality Risk Issues Progress
case
Processes

Managing Managing
Starting up Directing a Initiating a Controlling Closing a
product a stage
a project project project a stage project
delivery boundary

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Business case
Syllabus
3. Understand how to apply and tailor relevant aspects of
PRINCE2 practices in context
3.1.1 Apply the PRINCE2 ‘business case’ practice,
demonstrating an understanding of
a) the key management products required to support
the ‘business case’ practice (5.5):
• business case
• PID: benefits management approach
• PID: sustainability management approach
• project brief
b) The areas of focus for key roles associated with the
‘business case’ practice (tab 5.1)
c) Effective management and associated techniques
(5.2, 5.3)
3.1.2 Analyse whether an approach to applying the ‘business
case’ practice is effective and fit for purpose, taking into
consideration: the PRINCE2 principles, and the effective
management and associated techniques of the practice,
and tailoring to the project’s environment/context (5.2,
5.3, 5.4, 5.7,).

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Define each of these key concepts:

• Output
• Outcome
• Benefit
• Dis-benefit

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Measured
by

Outputs Capabilities Outcomes Beneﬁts

Deliver Embed

Lead
to

Figure 5.1 Relationship between outputs, outcomes, and benefits

Business
objectives

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Project Contains the outline business

brief case in response to the
mandate

Business Provides the full business case

case in response to the project brief

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Figure 5.2 Evolution of the business case
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Business case development path
Confirm Confirm Confirm
benefits benefits benefits

Subsequent Final
Initiation
Pre-project delivery delivery Post-project
stage
stage stage

Check outline Check full Check updated

business case business case business case

Develop business Maintain business

case case
Outside the project lifecycle
Within the project lifecycle

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Figure 5.3 Business case through the project lifecycle
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Supporting techniques for the
business case

strategic
range of techniques

Investment Multi-case
economic
appraisal model

Implementation/control

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Format and
Part of a Organizational Delivery
Scale detail of
programme context method
business case

Customers
Commercial Effectiveness
and Sustainability
context of investment
suppliers -
appraisal
justifications

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Sustainability
management
Benefits
approach
management
approach
Project brief

Business
case

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Knowledge
Check!
Business case Sample Paper 1, Questions 14-16
Here are three actions related to the business case for the project.
Under which heading of the business case (A-E) should the statements be recorded?
Choose only ONE heading for each action. Each heading can be used once, more than
once, or not at all.

14. The project is at the end of stage 2 and after a

review it is now anticipated there will be a one B.
month delay. The project will now take 7 months to A. C.
Business
complete Action Time
options
15. There has been an increase in the number of
incidents being reported relating to discrimination
against refugees and the homeless

E.
16. Funding will be a mix of both public sector and D.
private sector donations Major
Costs
risks

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Business case Sample Paper 1, Question 17
The project executive has decided to treat stage 2 as a separate feasibility project with its own business case. The output from
this project will be high-level requirements and a recommended option. The project manager has documented the following
benefit in the business case for the Feasibility Study Project.
"A 10% increase in the donations received from existing individual donors and donor organizations."
Is documenting this as a benefit of the Feasibility Study Project an appropriate application of the ‘business case’ practice, and
why?

A Yes, because a benefit is the measurable improvement resulting from an

outcome perceived as an advantage by the investing organization

B Yes, because the benefits should be identified in the business case to support
the business justification at the beginning of the project

C No, because business justification for the Feasibility Study Project should
consider the value of a project, not just the benefits

No, because the output of the Feasibility Study Project will be a recommended
D option that will not result in the required outcomes to realize the stated benefit

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Directing Directing a project

Starting
up a
project Managing Managing
a stage a stage Closing
boundary boundary a project
Managing

Initiating Controlling Controlling

a project a stage a stage

Managing Managing
Delivering
product delivery product delivery

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© Adapted from Figure 12.1 The PRINCE2 processes
Processes: chapter structure
• Purpose (X.1)
• Guidance (X.2)
• Techniques (X.3)
• Applying (X.4)
• Management
products (X.5)
• Key roles (X.6)
• Key relationships
(X.7)

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Assess previous This is an activity within a PRINCE2 process. Each activity

lessons contains a number of actions.

This is an event or decision that triggers a PRINCE2 process.

The direction of the arrow indicates which process is being
Project initiation triggered. Where the arrow goes to the business layer, it serves
request to notify the business of an update or request. Double triggers
indicate that there are alternative triggers for a process.

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Starting up a project
Syllabus
4. Understand how to apply (and tailor) relevant aspects of
PRINCE2 processes in context
4.1.1 Carry out the ‘starting up a project’ process,
demonstrating an understanding of:
a) The activities, inputs and outputs (tab 13.1, 13.4)
b) The recommended roles and responsibilities within
the process (RACI table (tab 13.2)
c) How the practices are applied (tab 13.3)
4.1.2 Analyse whether the ‘starting up a project’ process
activities, roles and responsibilities are effective and fit
for purpose, taking into consideration: tailoring to the
project’s environment/context, the PRINCE2 practices,
and the purpose and objectives of the process (13.1,
13.2, 13.4, 13.5, 13.6, 13.7).

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What is the purpose of the starting up a project process?

What are the main activities of this process?

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a project
a project

Project Business Project initiation

mandate layer request

Appoint the Starting up

executive and
project manager
a project

Assess previous Appoint the project

lessons management team

Prepare the Select the project

outline business approach
case

Assemble the
project brief

Plan the Request

initiation stage project initiation

Figure 13.1 Overview of starting up a project

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Starting up a project roles and
responsibilities
Business Project Senior Senior Project Team Project Project
Activity
executive user supplier manager manager assurance support
Appoint the project executive
and project manager A/R1 R
Assess previous lessons C A R
Prepare the outline business
case C A/R1 C3 C3 R
Appoint the project
management team A R
Select the project approach A C C R C2 C
Assemble the project brief A C C R C C
Plan the initiation stage A C C R I2 C C
Request project initiation A C C R I2 C I

R = Responsible, A = Accountable, C = Consulted, I = Informed

Table 13.2 RACI chart for starting up a project
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Knowledge
Check!
Starting up a project Sample Paper 1, Question 56
The project is in the 'starting up a project' process. The Head of Publicity and Social Media will be
responsible for brand management, press releases and social media for the Campaign against
Discrimination Project. Therefore, it has been decided that they should be appointed as senior supplier.
Which role should be accountable for this decision?

A Business layer

B Project executive

C Project manager

D Project support

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Starting up a project Sample Paper 1, Question 57
The project is in the 'starting up a project' process and a decision has been taken to offer a role in the
Campaign against Discrimination Project to one of the graduate trainees. The Contracted Project Manager will
now act as a mentor to the graduate trainee in their new role in delivering this three-stage project.
Which role should be accountable for this appointment?

A Business layer

B Project executive

C Project assurance

D Project support

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Directing a project
Syllabus
4. Understand how to apply (and tailor) relevant aspects of PRINCE2
processes in context
4.2.1 Carry out the ‘directing a project’ process, demonstrating an
understanding of:
a) The activities, inputs and outputs (tab 14.1, 14.4)
b) The recommended roles and responsibilities within the
process (RACI table) (tab 14.2)
c) How the practices are applied (tab 14.3)
4.2.2 Analyse whether the ‘directing a project’ process activities,
roles and responsibilities are effective and fit for purpose,
taking into consideration: tailoring to the project’s
environment/context, the PRINCE2 practices, and the purpose
and objectives of the process (14.1, 14.2, 14.4, 14.5, 14.6,
14.7).

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What is the purpose of the directing a project process?

What are the main activities of this process?

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Overview of directing a project
Initiation Project Project board Advice and
notice authorization request for decisions from Closure notice
notice advice the business

Authorize Authorize the Directing a project

initiation project

Authorize a stage or Give ongoing direction Authorize

exception plan project closure

Stage Next stage Advice Project board’s

authorized request request advice and
decisions
OR OR OR

Exception plan Exception plan Exception plan Exception

authorized approval request request raised

Project initiation Project initiation Project Premature Project closure

request authorized authorization close notice request
request

Starting up Initiating Managing a Closing a project

a project a project stage boundary

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© a stage Figure 14.1 Overview of directing a project
Directing a project roles and
responsibilities
Business Project Senior Senior Project Team Project Project
Activity
layer executive user supplier manager manager assurance support

Authorize initiation I A/R

Authorize the project I A/R C C I I C I
Give ongoing direction C A/R1 R2 R3 C/I I C I
Authorize a stage or exception
plan I A/R C C I I C I
Authorize project closure I A/R C C I I C I

R = Responsible, A = Accountable, C = Consulted, I = Informed

Table 14.2 RACI chart for directing a project

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Knowledge
Check!
Directing a project Sample Paper 1, Question 50
The project is in stage 3. The project manager has recorded a request for change to implement the campaign using an
additional social media channel. This request for change will cause a stage-level exception. As a result, the project
manager has issued an exception report to the project board. The project executive, in the 'directing a project'
process, needs to ensure that the impact has been adequately assessed before responding to the exception report.
Which role should the project executive consult?

A Senior user

B Project assurance

C Team manager

D Project support

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Directing a project Sample Paper 1, Question 51
The project manager is preparing the plan for the high-level requirements gathering and
options analysis. The project board has approved this plan as part of the 'directing a project'
process.
Which role should be informed about this decision?

A Senior supplier

B Project executive

C Project manager

D Project assurance

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Initiating a project
Syllabus
4. Understand how to apply (and tailor) relevant aspects of PRINCE2
processes in context
4.3.1 Carry out the ‘initiating a project’ process, demonstrating an
understanding of:
a) The activities, inputs and outputs (tab 15.1, 15.4)
b) The recommended roles and responsibilities within the
process (RACI table) (tab 15.2)
c) How the practices are applied (tab 15.3)
4.3.2 Analyse whether the ‘initiating a project’ process activities,
roles and responsibilities are effective and fit for purpose,
taking into consideration: tailoring to the project’s
environment/context, the PRINCE2 practices, and the purpose
and objectives of the process (15.1, 15.2, 15.4, 15.5, 15.6,
15.7).

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How much can you remember?

What is the purpose of the initiating a project process?

What are the main activities of this process?

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initiating a project Initiate a

project
authorization
Project
authorization
request

Agree tailoring
requirements

Agree the
management
approaches

Establish Prepare the

project controls project plan

Prepare the
full business
case

Assemble the Request

Initiating a
project initiation project
Figure 15.1 Overview of initiating a project project documentation authorization

Stage
Managing a

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approaching
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Initiating a project roles and
responsibilities
Business Project Senior Senior Project Team Project Project
Activity
executive user supplier manager manager assurance support

Agree tailoring requirements A C C R C C I

Agree the management
approaches A C C R C C I
Establish project controls A C C R C C I
Prepare the project plan A C C R C C C
Prepare the full business case A C C R C C I
Assemble the project initiation
documentation C C C A C C R
Request project authorization I A C C R I C I

R = Responsible, A = Accountable, C = Consulted, I = Informed

Table 15.2 RACI chart for initiating a project

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Knowledge
Check!
Initiating a project Sample Paper 1, Question 53
The project is in the 'initiating a project' process. The Contracted Project Manager has worked with the project team,
including the Marketing Agency Director, to estimate the time and cost to define and implement the marketing
campaign. The Contracted Project Manager has updated the business justification with these updated timescales and
costs and the aggregated risks from the project log.
Which role should approve this updated information?

A Business layer

B Project executive

C Project manager

D Project assurance

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Initiating a project Sample Paper 1, Question 54
The project is in the 'initiating a project' process. The Contracted Project Manager has requested a meeting with the
project board. At the meeting, they will explain how the campaign will raise awareness of discrimination against
marginalized groups, reinforce NowByou's brand recognition and explain what happened during project initiation.
During which activity of the 'initiating a project' process should this meeting occur?

A Agree tailoring requirements

B Agree the management approaches

C Establish project controls

D Request project authorization

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PRINCE2 principles
People

People
Practices

Business
case
Organizing Plans Quality Risk Issues Progress
Processes

Managing Managing
Starting up a Directing a Initiating a Controlling Closing a
product a stage
project project project a stage project
delivery boundary

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Plans
Syllabus
3. Understand how to apply and tailor relevant aspects of PRINCE2
practices in context
3.3.1 Apply the PRINCE2 ‘plans’ practice, demonstrating an
understanding of:
a) the key management products required to support the
‘plans’ practice (7.5):
• plan (project, stage, team & exception plans)
• project product description
• work package description
b) The areas of focus for key roles associated with the ‘plans’
practice (tab 7.1)
c) Effective management and associated techniques (7.2, 7.3)
3.3.2 Analyse whether an approach to applying the ‘plans’ practice
is effective and fit for purpose, taking into consideration: the
PRINCE2 principles, and the effective management and
associated techniques of the practice, and tailoring to the
project’s environment/context (7.2, 7.3, 7.4, 7.7).

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What is the purpose of the plans practice?

Which questions are answered by defining

the means of delivering the products?

What is the definition of a plan?

What are the four types of plan?

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Project
plan

Initiation Subsequent Exception Outside the project

stage plan stage plans plans Within the project

Dependent on
(as necessary) Infuenced by

Team
plans
Figure 7.1 Relationship between PRINCE2 plans

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Stages
Stage 1 Stage 2 Stage 3 Stage 4
• Balancing
Stage 4 • Number of stages
Specification • Length of stages
• Stages and work
High-level Detailed
design design
packages

Site Ground
preparation works Utilities

Substructure

Superstructure
Public
Fit-out Mobilised
Mobilizedoperations
realm
operations

Operations plan Mobilised operations

Figure 7.2 Illustration of stages and work packages

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PRINCE2 technique for planning
Defning and analysing products
Write a project product description For project plan only

Organizing work packages

Analysing risks

Create a product breakdown structure

Preparing estimates Repeated for:
• Project plan
• Stage plan
• Team plan For all levels
Preparing schedule
Write product descriptions of plan

Preparing the budget

Create a product fow diagram

Documenting the plan

Figure 7.3 the PRINCE2 planning procedure Figure 7.4 Analysing products

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Estimating
Prioritizing

Scheduling

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Planning Aspects that

Organizational Delivery
policies and Scale affect
context method
procedures planning

Supplier Product;
relationships Commercial
context Sustainability Delivery;
, plans, Benefits
contracts

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Which role (A-F) should be responsible for each action?

Choose only ONE role for each action. Each role can be used once, more than once, or not at all.

24. Check the stage 2 plan to ensure that enough

time has been allowed to obtain input and
feedback from the User Group on the high-level B.
A. C.
requirements gathering and options analysis Project
Business Senior user
layer executive

25. Provide any NowByou standards that exist,

based on what was used on previous projects,
that could be used when preparing the stage 2
plan
D. E. F.
26. Prepare the schedule for the requirements Senior Project Team
gathering work package for input to the stage supplier manager manager
2 plan

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Plans Sample Paper 1, Question 27
The project is in stage 1 and the Head of Publicity and Social Media has asked that the project complies with
NowByou's procedures for data privacy and confidentiality. This requirement has been documented in the project
initiation documentation. The multi-channel campaign is being implemented by an external marketing agency during
stage 3. The team managers implementing the campaign will need to understand this requirement.
According to the 'plans' practice, where should the team managers find this information?

A Commercial management approach

B Project product description

C Stage plan

D Work package description

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Plans Sample Paper 1, Question 28
The project is at the end of stage 2. The project executive has suggested that stage 3 should be divided into two
separate stages. The first stage (stage 3a) would implement the chosen campaign option, and the second one (stage
3b) would close the project. The project executive has instructed the project manager to plan both stage 3a and stage
3b at the end of stage 2 to save time at the end of the next stage.
Is this decision by the project executive an appropriate application of the ‘plans’ practice, and why?

A Yes, because the ‘closing a project’ process should provide a fixed point at which
acceptance of the delivered multi-channel campaign should be confirmed

Yes, because the work package to implement the chosen campaign option should be
B in the stage 3a plan, and the work to close the project should be in the new stage 3b
plan

C No, because the activities to complete the 'closing a project' process should be
planned at the end of stage 2, not at the end of stage 3a

D No, because the activities to complete the 'closing a project' process should be
planned towards the end of the final stage

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Quality
Syllabus
3. Understand how to apply and tailor relevant aspects of PRINCE2
practices in context
3.4.1 Apply the PRINCE2 ‘quality’ practice, demonstrating an
understanding of:
a) the key management products required to support the
‘quality’ practice (8.5):
• product description
• project log: product register
• PID: quality management approach
• project log: quality register
b) The areas of focus for key roles associated with the ‘quality’
practice (tab 8.1)
c) Effective management and associated techniques (8.2, 8.3)
3.4.2 Analyse whether an approach to applying the ‘quality’ practice
is effective and fit for purpose, taking into consideration: the
PRINCE2 principles, and the effective management and
associated techniques of the practice, and tailoring to the
project’s environment/context (8.2, 8.3, 8.4, 8.7).

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What is the purpose of the quality practice?

What do the following terms mean?

• Quality
• Quality management
• User's quality expectations
• Acceptance criteria
• Quality specifications

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Quality terminology
A. Quality 1. A statement about the quality expected from the project
product, captured in the project product description.

B. Quality
management 2. The degree to which a set of inherent characteristics of a product, service,
process, person, organization, system, or resource fulfils requirements.

C. User’s quality
expectations 3. A prioritized list of criteria that the project product must meet
before the customer will accept it.
D. Acceptance
criteria
4. A description of the quality measures that will be applied by
those performing quality control and the levels that a finished
product must meet.
E. Quality
specifications
5. The coordinated activities to direct and control an
organization with regard to quality.
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Quality terminology: answers
A. Quality 2. The degree to which a set of inherent characteristics of a product, service,
process, person, organization, system, or resource fulfils requirements

B. Quality
management
5. The coordinated activities to direct and control an
organization with regard to quality

C. User’s quality
expectations 1. A statement about the quality expected from the project
product, captured in the project product description
D. Acceptance
criteria
3. A prioritized list of criteria that the project product must meet
before the customer will accept it
E. Quality
specifications 4. A description of the quality measures that will be applied
by those performing quality control and the levels that a
finished product must meet
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Quality planning
Project product
description Quality management approach

Product descriptions

Quality specifcations
Quality methods
and tolerances

Quality control
Quality control
Quality register
activities

Product register

Acceptance Product

Figure 8.1 Product quality lifecycle

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Supporting techniques for
the quality practice
• Verification
• Validation
• Prototyping
• Testing
• Inspection
• Certification

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Organizational
quality system; Organizational Delivery Cost of
Scale
Quality assurance context method quality
function management

Supplier Product and

quality Commercial
context Sustainability environmental
control; sustainability
Acceptance

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Product
Quality register
register
Product
description

Quality
management
approach

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Knowledge
Check!
Quality Sample Paper 1, Question 33
The Contracted Project Manager is drafting the quality management approach during stage 1. The Director of
Campaigns has suggested that the objective of project quality management should be to ensure that the project team
is familiar with, and able to use, a variety of media (tv, press, and social networks) by the end of the project.
Is this an appropriate application of the ‘quality’ practice, and why?

A Yes, because the use of media by the project team is a user quality expectation
to be achieved by the delivered multi-channel campaign

B Yes, because the use of media by the project team is an acceptance criterion to
be achieved by the delivered multi-channel campaign

C No, because the use of media by the project team is an outcome to be

achieved, rather than a purpose of project quality management

D No, because the use of media by the project team is an output to be produced
as part of the delivered multi-channel campaign

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Quality Sample Paper 1, Question 34
The project is in stage 1 and the project manager is preparing the quality management approach. The Human Resources (HR)
Director has stated that all partner organizations (contributors and suppliers) must have an appropriate equality and diversity
policy in place. In addition, they must be able to provide evidence that they comply with this policy. The project manager has
documented this requirement in the quality management approach, which will be baselined at the end of the initiation stage.
Is the project manager's action an appropriate application of the ‘quality’ practice, and why?

A Yes, because the quality management approach should define the quality
standards for the project

B Yes, because the quality management approach should be baselined at the end
of the initiation stage

C No, because this requirement should be documented in the quality register as

part of the project's quality controls

D No, because quality tolerances should be defined to allow for deviation from
the defined standard

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Risk
Syllabus
3. Understand how to apply and tailor relevant aspects of PRINCE2
practices in context
3.5.1 Apply the PRINCE2 ‘risk’ practice, demonstrating an
understanding of:
a) the key management products required to support the
‘quality’ practice (9.5):
• PID: risk management approach
• project log: risk register
b) The areas of focus for key roles associated with the ‘risk’
practice (tab 9.3)
c) Effective management and associated techniques (9.2, 9.3)
3.5.2 Analyse whether an approach to applying the ‘risk’ practice is
effective and fit for purpose, taking into consideration: the
PRINCE2 principles, and the effective management and
associated techniques of the practice, and tailoring to the
project’s environment/context (9.2, 9.3, 9.4, 9.7).

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What is the purpose of the risk practice?

What is the definition of a risk?

What are the recommended risk

responses?

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Risk responses
NowByou has decided to implement some changes to their structure and to also introduce an
automated fundraising app. However, none of the charity trustees has any experience of
restructuring or fundraising technology. This has been identified a project risk. Here are five possible
responses. Select the type that each one most closely represents:

1. Contract a restructuring specialist to take a consulting role to provide advice to the

Reduce
project manager

2. Include a clause in the contract with the selected technology supplier stating that,
Transfer if the functionality of the solution is not appropriate, the selected supplier will
reduce their fees accordingly.

Reduce 3. Hire experienced restructuring contractors to assist staff throughout the project.

4. Rely on the selected supplier to act in a reliable and conscientious manner to

Accept
provide the support and advice that will protect the charity’s interests.
Contingent 5. Request assistance from a consultancy with restructuring expertise if difficulties
plan arise in understanding what is happening.
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Risk management
• Responses actioned,
reviewed, amended • Define context
and objectives
• Identify threats
and opportunities
Communicate

• Identify and evaluate

appropriate • Prioritize
responses • Assess combined
• Who to manage the risk profile
risk
• Continual
• Inside and outside
project Adapted Figure 9.2 Prince2 technique for risk management
• Reports
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Supporting techniques for
the risk practice
• Cause and effect diagrams
• Horizon scanning
• Prompt lists
• Pre-mortem
• Swiss cheese
• Data

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Alignment to Effective
assess overall Organizational Delivery decision
Scale
risk exposure context method making, not
bureaucracy

Commercial Risks to
Additional risk Sustainability
context sustainability
registers

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Risk register
Risk
management
approach

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Knowledge
Check!
Risk Sample Paper 1, Questions 35-37
The following risk has been recorded in the risk register:
"As the project management maturity of NowByou is low, there is a risk that if the Contracted Project Manager is
unavailable to work, the project will be delayed."
In response to this risk, an experienced project support person is to be found to work alongside the Contracted Project
Manager. Here are three items of information.
Under which heading of the risk register (A-E) should the information be recorded?
Choose only ONE heading for each item of information. Each heading can be used once, more than once, or not at all.

35. The Contracted Project Manager has been

asked to find an experienced project support
person to provide administrative support A. C.
B.
Risk Risk
Risk impact
36. The Contracted Project Manager has advised proximity likelihood
that they may not be available during the
implementation in stage 3

37. If an experienced project support person is

not found, the project could be delayed
beyond project time, and possibly, cost D.
E.
tolerances, putting the business justification Risk action
Risk owner
of the project at risk owner

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Risk Sample Paper 1, Question 38
The following entry has been recorded in the risk register:
Risk description: "The project management maturity of the organization is very low.“
Is this an appropriate risk register entry, and why?

A Yes, because the low maturity is likely to have a negative impact on objectives

B Yes, because the low maturity could influence the achievement of objectives

No, because the low maturity is an issue and should be entered in the issue
C register

D No, because the description does not include the source of the risk

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Issues
Syllabus
3. Understand how to apply and tailor relevant aspects of PRINCE2
practices in context
3.6.1 Apply the PRINCE2 ‘issues’ practice, demonstrating an
understanding of:
a) the key management products required to support the
‘issues’ practice (10.5):
• PID: issue management approach
• Issue register
• Issue log
b) The areas of focus for key roles associated with the ‘issues’
practice (tab 10.2)
c) Effective management and associated techniques (10.2,
10.3)
3.6.2 Analyse whether an approach to applying the ‘issues’ practice
is effective and fit for purpose, taking into consideration: the
PRINCE2 principles, and the effective management and
associated techniques of the practice, and tailoring to the
project’s environment/context (10.2, 10.3, 10.4, 10.7).

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What is the purpose of the issues practice?

What are the five types of issue?

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Request for advice

Request for advice
or exception report

Capture Assess Recommend Decide Implement

• Determine • Assess • Identify • Escalate if • Take

issue type impacton options beyond corrective
project delegated action
• Determine business case • Evaluate authority
severity/ and project options • Update
priority risk profile • Approve, records and
• Recommend reject, ask for project
• Register • Check options an exception baseline, if
the issue severity/ plan, and necessary
priority request more
information

Project log: Issue register

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What support
Programme
Organizational Delivery required
issue Scale
context method Maturity
management
Tools
system
Sensitivity

Issues
Contractual Commercial especially
change context Sustainability likely from
control external
procedures sources
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Issue report

Issues
management
approach

Issue register

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Knowledge
Check!
Issues Sample Paper 1, Questions 40-42
The project team has received some great news. They have received a large anonymous donation. As a
result, they have decided to extend the scope of the project. It has been agreed that they should now hold
some workshops and actively visit large corporate organizations to do presentations and distribute
merchandise to enable publicity. The project team believes that this will increase awareness of
discrimination significantly.
Here are three actions. Which role (A - E) should be responsible for each action?
Choose only ONE role for each action. Each role can be used once, more than once, or not at all.
40. Decide if adding the workshops, presentations
and merchandise will increase awareness of
discrimination B. C.
A. Senior Project
Senior user supplier assurance
41. Create product descriptions and additional
work packages for the workshops,
presentations and merchandise

42. Update the project log to confirm the decision D. E.

to add the workshops, presentations and Project Team
merchandise to the project scope manager manager

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Issues Sample Paper 1, Question 43
The newly appointed project manager recorded the following entry in the issue register and
then immediately created an exception report to assess its impact:
“The project management maturity of the organization is very low, with no standardized
processes or templates in place.”
Is this an appropriate application of the ‘issues’ practice, and why?
Yes, because an exception report should be created for every issue recorded on the issue
A register

Yes, because an exception report should offer options and recommendations for how to
B proceed

No, because the issue should be recorded in an issue report to describe its impact on the
C project baseline

D No, because the issue owner should create the exception report, not the project manager

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Progress
Syllabus
3. Understand how to apply and tailor relevant aspects of PRINCE2 practices in
context
3.7.1 Apply the PRINCE2 ‘progress’ practice, demonstrating an
understanding of:
a) the key management products required to support the ‘progress’
practice (11.5):
• project log: daily log
• project log: lessons log
• lessons report
• end stage report
• end project report
• checkpoint report
• highlight report
• exception report
• PID: digital and data management approach
b) The areas of focus for key roles associated with the ‘progress’
practice (tab 11.3)
c) Effective management and associated techniques (11.2, 11.3)
3.7.2 Analyse whether an approach to applying the ‘progress’ practice is
effective and fit for purpose, taking into consideration: the PRINCE2
principles, and the effective management and associated techniques
of the practice, and tailoring to the project’s environment/context
(11.2, 11.3, 11.4, 11.7).

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The purpose of the progress practice is

divided into three parts: what are they?

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progress Project
plan
Project
tolerances
Project progress
/exceptions
Project
status/
Exception
report
Reporting
format and
frequency to
be confirmed
with business
layer

Project board

Highlight Reporting
Stage Stage Stage progress report/ format and
plan tolerances /exceptions Exception frequency to
report be confirmed
with the
project board

Project manager

Work Checkpoint Reporting

Work package Work package
package report/ format and
tolerances progress/issues
description Issue frequency to
be confirmed
with project
manager
Team manager
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Stage 2 Stage 2a (new)

Directing a project

2 3 5 4

Exception Exception New stage

report plan plan 6
2 4
Managing a stage
Controlling a stage
boundary
6 Controlling a stage

!
Issue 1
1
Managing product
delivery

Figure 11.3 PRINCE2 technique for exception management

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The seven tolerances
Tolerance areas Project level Stage level Work package Product level
tolerances tolerances level tolerances tolerances
Benefits Business case
Defining target benefits in terms of ranges

Time Project plan Stage plan Work package

± amount of time on target completion
dates

Cost Project plan Stage plan Work package

± amount of planned budget

Quality Project product Product description

description (quality specifications)
Defining quality targets in terms of ranges
(acceptance criteria)

Scope Project plan Stage plan Work package

Permitted variation of the scope of a project solution

Sustainability Business case Stage plan Work package

Limits on the agreed metrics for
sustainability

Risk Business case Stage plan Work package

Limit on the aggregated value of threats

Table 11.1 The seven tolerance types by level

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Event Time
driven driven

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Which
Timing of
management
governance; Organizational Delivery
Scale products;
Common context method
Data
controls
distribution

Data and
Contract Commercial evidence to
context Sustainability
constraints support
compliance

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©
Management products to
support the progress practice
• Data management approach
• Daily log
• Lessons log
• Checkpoint report
• Highlight report
• Lessons report
• Exception report
• End stage report
• End project report

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Knowledge
Check!
Progress Sample Paper 1, Question 48
The project is in stage 1 and the Contracted Project Manager is drafting the controls to be included in the project
initiation documentation. The Contracted Project Manager has identified that the project management maturity of
NowByou is low. As a result, they suggested that the stage 2 plan should include details of what is to be achieved
week by week. This will enable more frequent reporting against the stage plan by the team managers gathering
the high-level requirements and completing the options analysis.
Is this an appropriate application of the ‘progress’ practice, and why?

Yes, because the project management maturity of the organization is very low, and
A reporting should be more frequent when teams are inexperienced

Yes, because the project manager should negotiate the effort, cost and time to deliver
B each of the work packages with the team managers

No, because the team managers should be allowed to control the work of the work
C packages within the tolerances agreed with the project manager

No, because the project manager should have agreed tolerances for each of the seven
D types of tolerance with the team managers to enable control

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Progress Sample Paper 1, Question 49
The project is in stage 1 and tolerances need to be defined. The Contracted Project Manager is holding a
workshop with the Director of Campaigns and other project board members. They need to decide whether
delivering a high-quality campaign that will generate more donations and awareness is more important
than on time delivery.
Is making this decision an appropriate application of the ‘progress’ practice, and why?
Yes, because the project board should 'manage by exception' by monitoring progress
A against the project plan

Yes, because the project board should prioritize the constraints in order to allocate
B tolerances for the project and each stage

No, because the project manager should work with the team managers to prioritize the
C constraints and set work package tolerances

No, because the project manager should include the required level of detail in the project
D plan to enable control by the project board

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Controlling a stage
Syllabus
4. Understand how to apply (and tailor) relevant aspects of
PRINCE2 processes in context
4.4.1 Carry out the ‘controlling a stage’ process,
demonstrating an understanding of:
• The activities, inputs and outputs (Tab 16.1,
16.4)
• The recommended roles and responsibilities
within the process (RACI table) (tab 16.2)
• How the practices are applied (tab 16.3)
4.4.2 Analyse whether the ‘controlling a stage’ process
activities, roles and responsibilities are effective
and fit for purpose, taking into consideration:
tailoring to the project’s environment/context, the
PRINCE2 practices, and the purpose and objectives
of the process (16.1, 16.2, 16.4, 16.5, 16.6, 16.7).

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What is the purpose of the controlling a

stage process?

What are the objectives of the controlling

a stage process?

What are the activities of the

controlling a stage process?

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Objectives of controlling a stage
the agreed
products for the
The objectives of the controlling a management
stage process are to ensure that: stage are
delivered to stated
quality standards
within cost, effort,
risks and and time agreed
attention is issues are to achieve defined
benefits the project
focused on kept under management
delivery of control team is
the focused on
management delivery within
the
stage’s the tolerances
business
products laid down.
case is
kept
under
review
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Overview of Exception plan

authorized
project

controlling a OR
Stage
authorized
Exception
raised
Request for
advice
Project board’s
advice

stage
Managing a Closing a
boundary project

Stage boundary Project and

approaching approaching

Escalate issues Report

Controlling and risks highlights
a stage

Take corrective Evaluate stage

action status

Capture issues New issue

and risks or risk

Evaluate Receive
Authorize a work package completed work
work package status package

Work package Completed work

Figure 16.1 Overview of controlling a stage authorized package notice

Managing
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product delivery
Controlling a stage roles and
responsibilities
Business Project Senior Senior Project Team Project Project
Activity
executive user supplier manager manager assurance support

Authorize a work package A R C C C

Evaluate work package status A R C C C
Receive completed work
package A R C I
Evaluate stage status A C C R C C C
Capture issues and risks A R1 R2 C C
Take corrective action A C C A1/R3 R4 I
Escalate issues and risks A C C R I I
Report highlights A C C R C C C

R = Responsible, A = Accountable, C = Consulted, I = Informed

Table 16.2 RACI chart for controlling a stage

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Knowledge
Check!
Controlling a stage Sample Paper 1, Question 59
The project is in the 'controlling a stage' process in stage 3. The team manager for the TV campaign has
notified the project manager that the campaign is behind the schedule agreed in the work package
description. As a result, having considered appropriate actions, the project manager has agreed to increase
the cost and time tolerances to enable the work to be completed within stage tolerances.
During which activity of the 'controlling a stage' process should the project manager agree the increased
time and cost tolerances with the tv campaign team manager?

A Authorize a work package

B Evaluate work package status

C Capture issues and risks

D Take corrective action

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Controlling a stage Sample Paper 1, Question 60
The project is in the 'controlling a stage' process in stage 2. The project manager needs to inform the
project board about the progress made with the requirements gathering work package in the last two
weeks. As a result, the project manager collected information on the status of the requirements gathering
and options analysis work packages. In addition, the project manager identified from the project log the
corrective actions that had been taken in the last two weeks.
Which practice is being applied in the 'controlling a stage' process by the project manager carrying out
these actions?
A Plans

B Progress

C Issue

D Quality

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Managing product
delivery
Syllabus
4. Understand how to apply (and tailor) relevant aspects of
PRINCE2 processes in context
4.5.1 Carry out the ‘managing product delivery’ process,
demonstrating an understanding of:
a) The activities, inputs and outputs (tab 17.1, 17.4)
b) The recommended roles and responsibilities
within the process (RACI table) (tab 17.2)
c) How the practices are applied (tab 17.3)
4.5.2 Analyse whether the ‘managing product delivery’
process activities, roles and responsibilities are
effective and fit for purpose, taking into
consideration: tailoring to the project’s
environment/context, the PRINCE2 practices, and
the purpose and objectives of the process (17.1,
17.2, 17.4, 17.5, 17.6, 17.7).

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What is the purpose of the managing

product delivery process?

What are the objectives of the managing

product delivery process?

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Work package Completed work

authorized package noticeí

Notify work
Package completion

Accept a Execute a Evaluate a

work package work package work package

Managing product delivery

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© Figure 17.1 Overview of managing product delivery
Managing product delivery roles
and responsibilities
Business Project Senior Senior Project Team Project Project
Activity
executive user supplier manager manager assurance support

Accept a work package A R I

Execute a work package A R C C
Evaluate a work package A R C C
Notify work package
completion A R C I

R = Responsible, A = Accountable, C = Consulted, I = Informed

Table 17.2 RACI chart for managing product delivery

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Knowledge
Check!
Managing product delivery Sample Paper 1, Question 62
The project is in the 'managing product delivery' process towards the end of stage 2. The options analysis
team manager has checked that the options analysis has been approved by the Director of Campaigns, as
specified in the product description. They have called the project manager to tell them that the options
analysis work is finished and that there were two main options from which the project board will need to
choose at the end of the stage. A copy of the final report has also been sent to the project manager.
Which role should the team manager also notify?

A Project executive

B Project support

C Senior user

D Senior supplier

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Managing product delivery Sample Paper 1, Question 64
The project is in stage 2. As part of this stage, it is important to lobby the government to strengthen the political desire to
introduce legislative and policy changes. These changes should help NowByou to achieve its project objectives. A team
manager has accepted the work package and has been advised that they should report progress every two weeks.
However, on reflection, the team manager is now concerned that it may take years to change legislation and policy, so the
team manager may not be able to deliver the work package in the timescales expected. The team manager has reported
this to the project manager.
Which statement explains why this is an appropriate action for the ‘execute a work package’ activity?
Because the team manager should review the risks to the team plan when delivering the
A work package

Because the team manager should clarify with the project manager the required outputs
B from the work package

Because the team manager should report on work package progress to the project
C manager

Because the team manager should escalate issues to the project board via the project
D manager

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Managing a stage
boundary
Syllabus
4. Understand how to apply (and tailor) relevant aspects of
PRINCE2 processes in context
4.6.1 Carry out the ‘managing a stage boundary’ process,
demonstrating an understanding of:
• The activities, inputs and outputs (tab 18.1, 18.4)
• The recommended roles and responsibilities
within the process (RACI table) (tab 18.2)
• How the practices are applied (tab 18.3)
4.6.2 Analyse whether the ‘managing a stage boundary’
process activities, roles and responsibilities are
effective and fit for purpose, taking into
consideration: tailoring to the project’s
environment/context, the PRINCE2 practices, and
the purpose and objectives of the process (18.1,
18.2, 18.4, 18.5, 18.6, 18.7).

|PRINCE2 7 Practitioner
®

What is the purpose of the managing a

stage boundary process?

What are the two uses of the managing a

stage boundary process?

What are the objectives of the

managing a stage boundary process?

|PRINCE2 7 Practitioner
®

Request
Review and authorization
update the
project plan
Assure
project Prepare
board stage plan

Record
Provide information
information

|PRINCE2 7 Practitioner
®

Overview of Exception plan

approval
Exception plan

managing a
request
request

stage boundary
Next stage
request

Request next
stage

Evaluate the Update the Prepare

stage business case exception plan

Update the
project plan

Prepare next
stage plan Managing a
Figure 18.1 Overview of managing a stage boundary
stage boundary

Stage boundary
Initiating a Controlling a
approaching
|PRINCE2® 7 Practitioner
Copyright© 2023 PeopleCert International Ltd.
project stage
Managing a stage boundary
roles and responsibilities
Business Project Senior Senior Project Team Project Project
Activity
executive user supplier manager manager assurance support

Prepare the next stage plan A C C R C C C

Prepare the exception plan (if
required) A C C R C C C
Update the project plan A C C R C C C
Update the business case A C C R C C C
Evaluate the stage A C C R C C C
Request the next stage A C C R I C I

R = Responsible, A = Accountable, C = Consulted, I = Informed

Table 18.2 RACI chart for managing a stage boundary

|PRINCE2 7 Practitioner
®

©
Knowledge
Check!
Managing a stage boundary Sample Paper 1, Question 65
The project is in the 'managing a stage boundary' process at the end of stage 2. The project manager needs
to identify and resource the activities to assess whether the 'delivered multi-channel campaign' has been
delivered on time and cost and when the increased awareness of this type of discrimination can be
assessed as a result of this campaign.
In which activity of the 'managing a stage boundary' process should the project manager perform these
actions?

A Update the project plan

B Prepare the next stage plan

C Evaluate the stage

D Request next stage

|PRINCE2 7 Practitioner
®

©
Managing a stage boundary Sample Paper 1, Question 66
The project is in the 'managing a stage boundary' process during stage 3 and there has been a significant delay in the
implementation of the social media campaign. As a result, the time and cost tolerances for the stage are forecast to be
exceeded. The project manager has reported the situation to the project board and they have requested that the project
manager replan the stage, allowing extra time and cost. In addition, the project board wants to know how the TV and press
campaigns are progressing and what is left to do on the social media campaign.
In the 'managing a stage boundary' process, which role should be responsible for providing this information about the
campaigns to the project board?

A Project manager

B Project support

C Project assurance

D Team manager

|PRINCE2 7 Practitioner
®

©
Closing a project
Syllabus
4. Understand how to apply (and tailor) relevant aspects of
PRINCE2 processes in context
4.7.1 Carry out the ‘closing a project’ process,
demonstrating an understanding of:
a) The activities, inputs and outputs (tab 19.1, 19.4)
b) The recommended roles and responsibilities
within the process (RACI table) (tab 19.2)
c) How the practices are applied (tab 19.3)
4.7.2 Analyse whether the ‘closing a project’ process
activities, roles and responsibilities are effective
and fit for purpose, taking into consideration:
tailoring to the project’s environment/context, the
PRINCE2 practices, and the purpose and objectives
of the process (19.1, 19.2, 19.4, 19.5, 19.6, 19.7).

|PRINCE2 7 Practitioner
®

What are the two reasons for using the

closing a project process?

What are the objectives of the

closing a project process?

|PRINCE2 7 Practitioner
®

All open
issues and
risks
Ensure host
addressed
site is able to
support the
Assess any
products
benefits
Verify user
acceptance
Review the
performance
of the
project

|PRINCE2 7 Practitioner
®

Project end Premature

approaching close request

Prepare Prepare
Planned closure Premature closure

Confirm project
acceptance

Request project Evaluate the

closure project

Closing a
project
Figure 19.1 Overview of closing a project
Project
Closure request
|PRINCE2 7 Practitioner
®

©
Closing a project roles and
responsibilities
Business Project Senior Senior Project Team Project Project
Activity
executive user supplier manager manager assurance support

Prepare planned closure A C C R C C C

Prepare premature closure A C C R C C C
Confirm project acceptance A C C R I I I
Evaluate the project A C C R C C C
Request project closure I A C C R I C I

R = Responsible, A = Accountable, C = Consulted, I = Informed

Table 19.2 RACI chart for closing a project

|PRINCE2 7 Practitioner
®

©
Knowledge
Check!
Closing a project Sample Paper 1, Question 69
During stages 2 and 3, the marketing agency appointed a team to work with the Head of Publicity and
Social Media on the TV and radio advertising. When closing the project, the project manager checked that
these products had been completed.
Which practice is being applied by the 'closing a project' process?

A Business case

B Organizing

C Plans

D Quality

|PRINCE2 7 Practitioner
®

©
Closing a project Sample Paper 1, Question 70
The project is in stage 3 and the multi-channel campaign has been delivered on time and to budget, and the project is
ready to close. When closing the project, the project manager identified from several entries in the lessons register, that
they could not have completed the project without the ongoing advice of the Contracted Project Manager. As a result, the
project manager recorded a recommendation that the support of a project manager with experience in the not-for-profit
sector should be used on future projects to increase the likelihood of success.
In which activity of the 'closing a project' process should this recommendation be recorded, and why?

A 'Prepare planned closure', because the project manager should confirm the project can be closed and
close the project log

B 'Prepare planned closure', because the project manager should secure and archive project
information

C 'Evaluate the project', because the project manager should create the lessons report by reviewing the
project log

D 'Evaluate the project', because the project manager should compare actual progress metrics against
the original estimates

|PRINCE2 7 Practitioner
®

Duration

Materials

Conditions

Questions

|PRINCE2 7 Practitioner
®

©
Questions (Sample Paper 2)
1. Question 1 11. Question 33
2. Question 4 12. Question 39
3. Question 8 13. Question 43
4. Question 13 14. Question 48
5. Question 14 15. Question 53
6. Question 15 16. Question 55
7. Question 16 17. Question 60
8. Question 22 18. Question 62
9. Question 27 19. Question 57
10. Question 28 20. Question 50

|PRINCE2 7 Practitioner
®

Silence please
45 minutes

|PRINCE2 7 Practitioner
®

Which areas did you focus on?

Did you use resources? If so, which

resources did you use?

|PRINCE2 7 Practitioner
®

PRACTITIONER

Materials Results

Overview
|PRINCE2 7 Practitioner
®

Time
management

Attention to
detail

Pressure

|PRINCE2 7 Practitioner
®

Use
interleaving
technique Avoid
Take a break distractions
to refresh Teaching
your memory others
Reading
out loud

|PRINCE2 7 Practitioner
®

Principles
People
Organizing
Exam Course
Sample preparation
Paper tips
review
|PRINCE2 7 Practitioner
®

©
Exam information
The PRINCE2 Practitioner exam
specifications are:
• Open book (you can use the
PRINCE2® 7 Managing
Successful Projects Official Book)
• 150 minutes
• 70 questions
• 60% pass mark (42/70)
• Multiple choice and Matching
questions

|PRINCE2 7 Practitioner
®

©
Take2
• PeopleCert’s Re-sit Exam Option
• an affordable solution that means
you can retake an unsuccessful
exam without having to purchase
it again at full price
• schedule your re-sit at your
convenience.

|PRINCE2 7 Practitioner
®

©
What’s next?
• Register for the exam
• Claim your digital badge in MyAxelos
• Log your Continuing Professional Development points
• Apply your learning in your everyday work
• Learn more about PRINCE2

|PRINCE2 7 Practitioner
®

Combining the Proven programme Tried and tested strategic

responsiveness of agile with management best practice portfolio management
PeopleCert’s the clearly defined method of leading to the successful guidance for the effective
extensive range PRINCE2® to improve delivery of transformational management of change
of sought- capability to react and adapt. change. projects and programmes.
after certifications
enable professionals
to boost their
career and realise Universally applicable Management of Risk is a An agile framework that help
guidance that facilitates robust yet flexible framework teams work together to
their life ambitions. effective portfolio, that allows accurate risk develop, deliver and manage
programme and project assessment bringing a complex products.
management to successfully magnitude of benefits to all
deliver business benefits. organizations.

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forum

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