Instantly download PRINCE2-7-Practitioner updated real questions

During stage 2, the project board agrees that the underground car park should contain 15 rapid-charging spaces, with a scope tolerance permitting delivery of no fewer than 10 spaces. The project manager includes this tolerance in the relevant work package agreed with the team manager.
Is this an appropriate application of the 'manage by exception' principle, and why?

• A. No, because the project board should approve the precise number of charging spaces rather than delegate a permissible range to the design team
• B. No, because the precise number of electric charging bays to be included should be fully specified in the product description for the underground car park rather than treated as a tolerance
• C. Yes, because establishing a minimum and a preferred number of charging bays creates a defined scope tolerance that enables the design team to work within an agreed range without needing to escalate every individual design decision
• D. Yes, because specifying a minimum and a preferred number of charging bays constitutes a quality tolerance that the design team must meet within the agreed work package

During the 'starting up a project' process, the project team decides that the complex LouisShopping infrastructure project will use a traditional, linear-sequential delivery method.
Which role is accountable for selecting the project approach?

• A. Business layer
• B. Project manager
• C. Project executive
• D. Senior supplier

During initiation, the project executive asks the project manager to evaluate a credible business option that omits the underground car park. The project manager includes an investment appraisal of that option in the full business case, despite the main contractor's objection.
Is this an appropriate application of the business case practice, and why?

• A. Yes, because developing the business case includes comparing credible business options to select the most appropriate investment
• B. No, because a requirement in the initial scope may never be tested as part of an alternative option
• C. No, because anticipated parking income means that no alternative should be assessed
• D. Yes, because customer and supplier organizations must always maintain completely separate project business cases regardless of the given investment

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 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
• B. 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
• 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

The Louistown City Council operates a well-established and standardized project management framework that includes a defined procedure for developing business cases. For the LouisShopping Project, a 'strategic business case' was included in the project brief submitted to the project board at the conclusion of the
'starting up a project' process. The project has now entered the 'initiating a project' process, during which the full business case is being built upon the strategic business case, which was itself derived from the Council's five-year strategic plan for the 'Louistown is Open for Business' portfolio.
Does this represent an appropriate application of the 'business case' practice, and why?

• A. Yes, because developing the business case from multiple perspectives - strategic, economic, and commercial - ensures a comprehensive and robust justification for the project investment
• B. No, because responsibility for developing the full business case for each project in the portfolio lies with the portfolio office, not the project team
• C. No, because the full business case should be developed from an outline business case prepared during the 'starting up a project' process, and using a 'strategic business case' instead is not compliant with the method
• D. Yes, because the project should align its approach to business case development with the City Council's established procedure, which serves as the equivalent of PRINCE2's recommended business case lifecycle