PRINCE2 PRINCE2-7-Practitioner real exam prep : PRINCE2 Project Management Practitioner (Version 7)

While selecting the project approach, the team identifies that a traditional delivery method and the proposed use of external suppliers could make the sustainability requirements harder to achieve. The risk is recorded in the project log for consideration during initiation.
Is this an appropriate application of 'starting up a project', and why?

• A. Yes, because the primary purpose of assessing the project approach at this stage is to clarify the prospective obligations of the project team and each external supplier when delivering the project products
• B. Yes, because the way the project work will be delivered directly influences how the management approaches are designed, and identifying risks early helps ensure the PID accurately reflects how sustainability will be managed
• C. No, because a risk that is classified as manageable does not pose a threat to overall project viability and should be deferred for consideration during the initiation stage when more detailed planning takes place using the traditional delivery method
• D. No, because any sustainability requirements that the project must satisfy should be captured as user quality expectations in the project product description, not as risks in the project log

At the end of the initiation stage, the Regeneration Manager submits the project plan and business case for review. The Portfolio Director releases funding for both stages 2 and 3 and instructs the project manager to provide only a progress report at the end of stage 2, without a project board decision before stage 3 begins.
Is this an appropriate application of the 'manage by stages' principle, and why?

• A. No, because it is the City Council, rather than the Portfolio Director, that should hold the authority to commit funding across multiple stages of the project
• B. Yes, because the Portfolio Director, as the commissioning authority, has the right to determine the reporting frequency and format that best suit portfolio-level oversight
• C. Yes, because the project manager is authorized to manage the project on a day-to-day basis within set tolerances throughout each stage, without requiring additional project board decisions
• D. No, because the project board must review the continued viability of the business case and authorize the next stage at each stage boundary, rather than approving multiple stages in advance

In stage 4, work is late because the survey and utilities teams have not shared information needed by other teams, and morale is falling. The project manager considers a short weekly coordination forum for questions and information sharing, but rejects it solely because it would take time away from delivery.
Is this an appropriate approach to leading a successful team, and why?

• A. Yes, because the primary responsibility for improving team morale and overall productivity rests with each individual team manager, not the project manager
• B. Yes, because requiring team managers to attend regular coordination meetings diverts their time away from completing their work packages, thereby risking further delays
• C. No, because the project manager should formally escalate the missed work package deadlines to the project board via an exception report rather than attempting to resolve the issue through coordination meetings
• D. No, because the project manager should create mechanisms that strengthen coordination and relationships across the project team

During a periodic evaluation of the security-system work package, the team manager reviews the work package description, team plan, and the related issue, risk, quality, product, and lessons information. Missing electrical cabling means that installation is now forecast to finish one week late, exceeding the work-package time tolerance.
The team manager raises the issue with the project manager and reports the current status in the checkpoint report. Is this an appropriate application of the 'evaluate a work package' activity, and why?

• A. No, because a forecast work-package tolerance breach should be reported directly to the project board in an exception report
• B. No, because only the project manager may evaluate the status of a work package and decide what it should report
• C. Yes, because evaluation confirms that completed quality activities are recorded and that the current status is understood by the relevant parties
• D. Yes, because the team manager should review the work-package information, report progress for the agreed period, and notify the project manager when a tolerance is forecast to be exceeded

ISSUES
During stage 1, BuildyBrick was appointed by the procurement team manager as the main contractor for the project. The project is now in stage 3 and BuildyBrick is part way through the site preparation. Following an environmental survey report, BuildyBrick will have to delay the site clearance by several weeks to enable protected amphibians to be relocated. There are two options to deal with this issue. The first is to wait for BuildyBrick to clear the site, but this will take longer. The second is to hire an additional contractor to clear the site more quickly, but this will cost more. Both of these options can be completed within cost and time tolerances, but appointing an additional contractor is beyond the project manager's delegated authority.
Here are three actions related to the resolution of this issue.
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.

• A. Project assurance
• B. Senior supplier
• C. Project executive
• D. Senior user
• E. Project manager
  Action 1:
  Review the issue report and decide which response should be authorized.
  Action 2:
  After the decision is made, update the issue record with the selected response and decision.
  Action 3:
  Once the appointment is authorized, confirm that the supplier resources required for the additional site- clearance work can be provided.