PRINCE2 PRINCE2-7-Practitioner Exam : PRINCE2 Project Management Practitioner (Version 7)

At the start of stage 3, the project board inserts detailed recycling tolerances directly into each work package without the project manager agreeing the delegated targets with the relevant team managers.
Is this an appropriate application of the progress practice, and why?

• A. Yes, because the project board should collect and review work-package progress directly from each delivery team
• B. No, because sustainability tolerances should be recorded only at project level rather than delegated through work packages
• C. Yes, because team managers generally need to comply with sustainability metrics set directly by the project board
• D. No, because the project manager should authorize the work packages and agree the delegated sustainability tolerances

The LouisShopping project is part of the LOB portfolio and is now in the 'initiating a project' process. The project manager asks the portfolio office to support preparation of the digital and data management approach.
Why is this involvement appropriate during the 'agree the management approaches' activity?

• A. Because the digital and data management approach must be consistent with the data governance standards and technical requirements that the portfolio office applies across all projects in the LOB portfolio
• B. Because the primary purpose of the digital and data management approach is to identify what data the project will need and to establish the appropriate security and access controls for that data
• C. Because a linear-sequential delivery method inherently generates a greater volume of formal data and documentation than an iterative or incremental approach, which justifies seeking specialist portfolio support
• D. Because the sequencing within the 'agree the management approaches' activity requires the digital and data management approach to be finalized before other management approaches, including the communication management approach

Immediately after initiation is authorized, the Head of the Portfolio Office instructs the LouisShopping project to adopt the Council's mature issue management approach without any project-specific review or tailoring.
Is this an appropriate application of the issues practice, and why?

• A. No, because the project manager should consider the nature of the products, delivery method and project context when preparing the issue management approach
• B. No, because product version control must be decided outside the issue management approach by the delivery teams alone
• C. Yes, because portfolio funding gives the portfolio office authority to prohibit all project-level tailoring
• D. Yes, because a mature organizational approach should always be used without alteration

While preparing the project plan during initiation, the project manager proposes that stage 2 should end at the Council's financial year-end. This would allow the decision on funding for stage 3 to coincide with the Council's annual budget process.
Is this an appropriate application of the 'manage by stages' principle, and why?

• A. No, because stage length must be determined solely by the level of risk
• B. Yes, because every stage may end immediately after one specialist product has been completed and funding has been approved
• C. Yes, because a stage boundary may be aligned with an important external decision point, such as a funding approval
• D. No, because stage length must be determined by the technical complexity of the work

During the 'starting up a project' process, the project manager works with key business, user, and supplier stakeholders to co-create the project product description, clarify the shopping centre's scope and agree its quality expectations and acceptance criteria.
What is the MAIN benefit of co-creating the project product description in this way?

• A. It removes the need for a communication management approach later in the project
• B. It transfers accountability for approving the project product description to the stakeholders involved
• C. It brings together business, user, and supplier perspectives, improving adoption and reducing handover risks
• D. It confirms that stakeholders will accept the shopping centre when it is handed over