PRINCE2-7-Practitioner Questions Bank

The correct answer is A . Manage by exception is based on delegating authority within explicitly agreed tolerances. Higher management sets boundaries within which the lower management level may make decisions without repeatedly seeking approval. Escalation becomes necessary when a tolerance is forecast to be exceeded.

In this scenario, the desired scope is 15 rapid-charging spaces, while the project board has accepted a lower limit of 10. That creates a defined permissible range for the scope of the relevant product or work package. The project manager can therefore delegate delivery within that range to the team manager. As long as the forecast remains within the agreed scope tolerance, routine design decisions do not need to be referred back upward. PeopleCert summarizes the principle by stating that authority should be delegated within agreed tolerances, avoiding both micromanagement and uncontrolled exceptions.

Option B incorrectly categorizes the tolerance as quality tolerance . The number of charging spaces concerns the extent of what is being delivered and is therefore a scope parameter. Options C and D undermine the fundamental purpose of management by exception by requiring unnecessary precision and escalation where authorized flexibility has deliberately been provided.

PRINCE2 7 reference topics: Manage by exception; tolerances; scope performance target; delegation; work packages; exception escalation.

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The correct mapping is Item 1 — B; Item 2 — F; Item 3 — C .

Item 1 belongs under planning assumptions and prerequisites. The plan is being constructed on the assumption that limited experience with sustainable technologies increases the possibility of design errors and consequently requires additional quality-control time. This is a planning assumption that affects how the stage is estimated and scheduled.

Item 2 belongs under monitoring, control and reporting arrangements. Sending a design-progress summary to the project board every two weeks defines the frequency and mechanism by which progress information will be communicated and controlled during the stage.

Item 3 belongs under products to be delivered. The architectural visualizations are explicit outputs that stage 2 is expected to create. They are therefore part of the defined product scope of the stage plan.

The other headings address different planning information. Dependencies identify relationships that constrain sequencing; budget records the financial resources authorized for the plan; and tolerances establish permissible deviations from performance targets before escalation becomes necessary.

The question demonstrates that a PRINCE2 plan is not simply a schedule. It integrates products, assumptions, resources, controls, tolerances, dependencies, and reporting arrangements into a coherent management product.

PRINCE2 7 reference topics: Plans practice; stage plan; planning assumptions; products; monitoring and control arrangements; product-based planning.

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The correct answer is A . Effective change management requires the project to understand who will be affected by the change, who can influence it, and what relationships may need active management. PRINCE2 7 therefore supports proactive stakeholder identification rather than waiting until stakeholders independently approach the project.

The Heritage Manager already possesses useful knowledge from previous work. Using that knowledge during initiation enables the project manager to identify heritage-protection groups early, assess their likely interests and influence, and determine suitable engagement and communication activities. Their anticipated opposition makes early identification more important, not less important, because potential concerns can be understood before they develop into avoidable resistance, issues, or reputational problems.

Option B is incorrect because identifying a stakeholder does not guarantee support. Stakeholder analysis provides information that enables appropriate engagement; it cannot predetermine stakeholder attitudes. Option C is also incorrect because stakeholder identification is appropriate during initiation and should continue throughout the project as circumstances change. Option D assumes that contact or identification necessarily increases opposition, which is unsupported. Early engagement may instead clarify concerns, reveal constraints, and improve the project’s ability to manage change.

The scenario therefore demonstrates proactive use of organizational knowledge to strengthen the project’s understanding of its stakeholder environment.

PRINCE2 7 reference topics: People; leading successful change; stakeholder identification; stakeholder analysis; communication; organizational ecosystem.

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The correct answer is A — Prepare planned closure . A project can be operationally complete before all of its intended benefits have been realized. Many benefits emerge only after project products have been transferred into business-as-usual operation. Consequently, closing arrangements need to establish how outstanding benefits will subsequently be measured and reviewed.

In this scenario, the anticipated increase in business opportunities will be assessed after LouisShopping has entered operational use. The project manager therefore needs to update the relevant post-project benefit-review arrangements during prepare planned closure , identifying what is to be measured, when measurement should occur, and who will be responsible. The Head of the Portfolio Office is identified as the person who will perform that subsequent measurement.

Option B concerns obtaining confirmation that the project’s products have been accepted and that appropriate handover has occurred. Option C focuses on evaluating overall project performance and producing closure information such as the end project report and lessons. Option D is the formal request to the project board to authorize closure once the necessary closure activities have been completed.

Preparing planned closure is therefore the appropriate point to ensure that post-project measurement responsibilities remain in place after the temporary project organization is disbanded.

PRINCE2 7 reference topics: Closing a project; prepare planned closure; benefits management; post-project benefits reviews; operational use; business responsibility after closure.

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