PRINCE2 7 Practitioner

Sample
Paper
2
Question Booklet | Multiple Choice

Examination | 2 ½ Hours

Official Training Materials

Sample Paper 2:

Question Booklet
Multiple Choice
Examination Duration: 2 hours and 30 minutes

Instructions

1. You should attempt all 70 questions. Each question is worth one mark.

2. There is only one correct answer per question.

3. You need to answer 42 questions correctly to pass the exam.

4. Mark your answers on the answer sheet provided. Use a pencil (NOT pen).

5. You have 2 hours and 30 minutes to complete this exam.

6. This is an 'open book' exam. You can use the PRINCE2® 7 Managing Successful Projects

Official Book.

7. Use the Scenario Booklet (Scenario 4: NowBYou and Additional information).

8. No materials are allowed other than the exam paper, the PRINCE2® 7 Managing

Successful Projects Official Book, and the Scenario Booklet

9. Do not use information from one question to answer another.

PRINCIPLES
1. The campaign project will be delivered across the country and options to deliver the
campaign are being considered in stage 2. Discrimination against marginalized groups
varies by region, and is higher in dense urban areas. For this reason, the expected increase
in the number of incidents reported to authorities has been set with a range of between 5
and 15 per month, depending on the region.

Which principle is being applied, and why?

A. 'Manage by exception', because some areas might under-deliver and some might over-
deliver on the benefit
B. 'Manage by exception', because scope tolerance should be set to allow flexibility in
relation to what is delivered
C. 'Ensure continued business justification', because the option chosen in stage 2 should
represent value for money
D. 'Ensure continued business justification', because the business justification may
change during the project, but should always remain valid

A. Correct. According to the 'manage by exception' principle, "The seven aspects of a plan’s
performance requiring tolerances to be defined are: Benefits - The degree to which it is
permissible to under-deliver or over- deliver benefits; For example, the business case for a
sales improvement project modelled with a plus or minus two percent range of increased
income generation." Ref 2.5
B. Incorrect. According to the 'manage by exception' principle, "The seven aspects of a plan’s
performance requiring tolerances to be defined are: Scope - Permissible variation of the plan’s
products." However, this is not scope tolerance, this is benefit tolerance. Ref 2.45
C. Incorrect. As part of the 'ensure continued business justification' principle, "the business
justification drives decision-making to ensure the project remains aligned with the benefits
sought and contributes to business objectives… Compulsory projects, such as those driven by
legislation or regulation, still require justification for the chosen approach to ensure it
represents the best value for money." The chosen option is the one that is being implemented
by NowByou in stage 3 and this needs to provide value for money. However, this does not
explain why benefit tolerance has been set. Ref 2.1
D. Incorrect. As part of the 'ensure continued business justification' principle, "the business
justification for a project may change; therefore, it is important that what the project is delivering
remains consistent with the evolving justification." However, this describes a benefit tolerance,
not a change to
the benefit forecast. Ref 2.1

2. The requirements have been finalized during stage 2. During the options analysis, the Police
Liaison Officer raised a request for change to include an online training application on how
police officers should respond to incidents. They believe this will lead to better handling and
increased reporting of incidents. The project manager consulted the Head of Publicity and
Social Media who agrees with this assessment. The project manager also obtained cost
estimates to deliver this application from several IT suppliers. As a result, the project
executive considered the risks and decided to approve the use of the change budget to fund
this change.

How well does this apply the 'ensure continued business justification' principle, and why?

A. It applies it well, because the benefits from the application need to be balanced against
the cost and risk for the additional investment to be justified

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 B. It applies it well, because in projects driven by new legal obligations, the chosen option
needs to represent best value for money
C. It applies it poorly, because by using the change budget, the project budget should be
enough to fund the additional cost of the application
D. It applies it poorly, because the benefits that were used to justify funding the application
will be measured after the project has been completed

A. Correct. As part of the 'ensure continued business justification' principle, "There must be a
justifiable reason for starting a project, and that the justification remains valid, and be revalidated,
throughout the life of the project. "The business justification for a project may change; therefore, it is
important that what the project is delivering remains consistent with the evolving justification"
Therefore, when considering a request for change, the additional benefit from that change needs to
be weighed against the additional cost and risk. Ref 2.1
B. Incorrect. It is true that "compulsory projects, such as those driven by legislation or
regulation, still require justification for the chosen approach, ensuring it represents the best value for
money" according to the 'ensure continued business justification' principle. However, this project is
not implementing new legislation. In addition, this does not explain why the request for change needs
to be justified. Ref 2.1
C. Incorrect. According to the 'issues' practice, "if there is a cost associated with the change, the
source of its funding must be identified as either the approved change budget or additional funding
from the customer." Here the change is being funded from the change budget so the project budget
should not need to be increased. Ref 10.2.3
D. Incorrect. As part of the 'ensure continued business justification' principle, "after the project is
completed, the project should be reviewed to evaluate if the benefits have materialized sufficiently to
warrant the final investment and what lessons can be learned from the project." However, it is the
forecast benefits that should be used to justify funding the
application. Ref 2.1

3. The Head of Publicity and Social Media has been appointed as a senior user on the
project. They have appointed an external media consultant to provide user project
assurance on their behalf. The media consultant will also advise on the timing and content
of the various advertisements. The project manager has prepared a role description for the
media consultant.

Is this an appropriate application of the 'define roles, responsibilities and relationships'

principle, and why?

A. No, because the media consultant should not represent the interests of the Head of
Publicity and Social Media
B. No, because the media consultant should represent the interests of the board of trustees
C. Yes, because the responsibilities of the media consultant should be clearly defined
D. Yes, because the user interest should be represented as a primary stakeholder on the
project board

A. Incorrect. According to the 'organizing' practice, "subject to who has the knowledge, skills,
and capacity to support the project team, the assurance tasks can be undertaken by the
board member themselves, appointed from the wider business or selected from an external
party." in addition, "where the project assurance roles are delegated, the appropriate project
board member remains accountable." It is acceptable, therefore, for the Head of Publicity and
Social Media to delegate user project assurance to an external media consultant. Ref 6.2.4.7
B. Incorrect. The board of trustees are appointed to "oversee the organization" and are the
business layer. It is the role of the project executive, not user project assurance to represent
the business interest on the project. According to the 'organizing' practice "Projects are
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 create to meet a business need, which needs to be continuously justified as value for money
throughout the lifetime of the project. PRINCE2 defines an executive role to represent this
viewpoint on the project." Ref tab 6.1
C. Correct. According to the 'organizing' practice, "subject to who has the knowledge, skills,
and capacity to support the project team, the assurance tasks can be undertaken by the
board member themselves, appointed from the wider business or selected from an external
party." in addition, "where the project assurance roles are delegated, the appropriate project
board member remains accountable." It is acceptable, therefore, for the Head of Publicity and
Social Media to delegate user project assurance to an external media consultant. A role
description has been prepared. According to the 'define roles, responsibilities and
relationships' principle, "it is important that the right people are involved and that they know
what is expected of them." Ref 2.3
D. Incorrect. It is true that according to the 'define roles, responsibilities and relationships'
principle, "all three stakeholder interests need to be represented effectively in the project
management team; this is reflected in the design of a PRINCE2 project board." However, this
does not explain why it is appropriate to clearly define the role of the media
consultant. Ref 2.3

4. The project is in the 'starting up a project' process. The Director of Campaigns is keen to
understand more about the project. As a result, they have arranged a series of workshops
with appropriate networking and support groups to review the experiences of previous
campaigns.

Which principle is being applied, and why?

A. 'Define roles, responsibilities and relationships', because the Director of Campaigns

should understand their responsibility for approving the scope of the project
B. 'Define roles, responsibilities and relationships', because the interests of key stakeholders
should be represented on the project board
C. 'Learn from experience', because the project team should learn from mistakes on
previous projects to improve the management of this project
D. 'Learn from experience', because the project manager should take into account that
workshop attendees are likely to have different learning needs and preferences

A. Incorrect. As part of the 'define roles, responsibilities and relationships' principle, "to be
successful, projects must have an explicit project management team structure consisting of
defined and agreed roles and responsibilities for the people involved in the project." In
addition, according to the 'plans' practice, the project executive should "approve the project
product description." However, this does not explain why a workshop should be held to
gather lessons from previous projects. Ref 2.3
B. Incorrect. It is true that as part of the 'define roles, responsibilities and relationships'
principle, the primary stakeholders should be represented on the project board. "All projects
have the following primary stakeholders: business, users and suppliers. All three
stakeholder interests need to be represented effectively in the project management team;
this is reflected in the design of a PRINCE2 project board." However, this does not explain
why a workshop should be held to gather lessons from previous projects. Ref 2.3
C. Correct. According to the 'learn from experience' principle, in many organizations the
same mistakes are being repeated. When it comes to the principle of ‘learn from
experience’ "it is important to learn from both mistakes and successes to continuously
improve and to innovate." Ref 2.2
D. Incorrect. When applying the 'learn from experience' principle, "project teams need to
consider how to effectively share lessons with all those involved in the project, as people
may have different learning needs and preferences." However, this does not explain why a
workshop should be held to gather

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 lessons from previous projects. Ref 2.2

5. The project is at the end of stage 1. The project executive has asked for a formal
presentation of the project initiation documentation by the project manager. After that, they
will review the stage 2 plan before authorizing work to start on the requirements gathering
and options analysis.

Which principle is being applied, and why?

A. 'Manage by exception', because authorizing the stage 2 plan should reduce the burden
on the project executive's time without removing their control
B. 'Manage by exception', because the project manager should notify the project board
quickly if the options analysis is outside agreed tolerances
C. 'Manage by stages', because the project executive should ensure that the project
has been properly initiated before stage 2 should start
D. 'Manage by stages', because the project manager should be authorized to
make necessary adjustments if the stage remains within tolerances

A. Incorrect. It is true that "the implementation of ‘manage by exception’ provides for efficient
use of senior management time as it reduces senior managers’ time burden without removing their
control!." However, this is achieved by the delegation of tolerances, not just of the work. "Delegating
authority from one management level to the next by setting tolerances against the seven aspects of
performance for the respective level of the plan." Ref 2.5
B. Incorrect. It is true that the main point of the principle of ‘manage by exception’ is "to alert the
next management level in the project as early as possible that the work will move outside of agreed
tolerances." However, this does not explain why it is important to ensure the project is properly
initiated before work starts on delivering the project's outputs. Ref 2.5
C. Correct. "The focus on managing by stages ensures that the project is properly initiated
before work starts on delivery of the project’s outputs." This is why the project executive has
requested a formal presentation of the project initiation documentation before authorizing work of
stage 2. Ref 2.4
D. Incorrect. According to the 'manage by stages' principle, it is true that "as long as the stage is
forecast to remain within tolerance, the project manager is authorized to make adjustments as
required." However, this does not explain why it is important to ensure the project is properly initiated
before
work starts on delivering the project's outputs. Ref 2.4

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6. Stage 1 has been approved. The Head of Fundraising has suggested that representatives
from networking support groups participate in quality reviews of all media messages. These
quality reviews have been specified in the product descriptions to ensure that the messages
are checked adequately.

Which principle is being applied, and why?

A. 'Focus on products', because the project team should understand how the quality will be
checked to ensure it meets the campaign objectives
B. 'Focus on products', because the project team should agree what is to be delivered in
product descriptions to prevent unnecessary work
C. 'Manage by exception', because delegating authority to the quality reviewers should help
establish accountability
D. 'Manage by exception', because the quality reviewers should be able to make
decisions about the products at the right level

A. Correct. According to the 'focus on products' principle, “the purpose of a project is to fulfil
stakeholder expectations in accordance with the business justification. Therefore, there must
be a common understanding of the products required and the quality expectations for them.” In
addition, “a PRINCE2 project uses product descriptions to provide such clarity by defining
each product’s purpose, composition, derivation, format, quality criteria and quality method.”
Ref 2.6
B. Incorrect. It is true that this “focus on products: ensures that the project only performs work
that directly contributes to the delivery of a product (that is, the project does no more work than
it needs to deliver its agreed products).“ However, this does not explain why the quality
reviewers should be documented in product descriptions. Ref 2.6
C. Incorrect. According to the 'manage by exception' principle, “accountability is established
by: delegating authority from one management level to the next by setting tolerances.”
Delegating responsibility to quality reviewers of a product is not the same as setting tolerances
in order to delegate accountability to a level of management in the project management team.
Ref 2.5
D. Incorrect. According to the 'manage by exception' principle, “accountability is established
by: delegating authority from one management level to the next by setting tolerances.” In
addition, this principle ensures that "decisions are made at the right level in the organization."
However, delegating responsibility to quality reviewers of a product is not the same as setting
tolerances in order to delegate accountability to a
level of management in the project management team. Ref 2.5

7. The Campaign Against Discrimination Project is a short, simple project using an external
marketing agency. The project board and newly appointed project manager are both
inexperienced at running projects. As a result, the project board asked for weekly virtual
briefings from the project manager for the stage 2, which is seen as the most critical stage.
This will replace more formal highlight reports and will be reviewed again before stage 3
starts.

Which principle is being applied, and why?

A. 'Tailor to suit the project', because the project controls should be adapted to suit the
project's size, complexity and team capability
B. 'Tailor to suit the project', because the project should be tailored to suit the standards
used by the marketing agency
C. 'Defined roles, responsibilities and relationships', because the project manager's role
should be influenced by the scale and complexity of the project
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 D. 'Defined roles, responsibilities and relationships', because the project manager should
manage the relationship with the marketing agency effectively

A. Correct. “One purpose of tailoring is to ensure that project controls are appropriate to the
project’s scale, complexity, importance, team capability and risk (e.g. the frequency and formality of
reports and reviews).” Ref 2.2.7
B. Incorrect. It is true that according to the 'tailor to suit the project' principle, "there are many
influences which give cause to tailor the method, such as whether the project has a commercial
customer-supplier relationship. In such case, the project may need to align the project management
processes, practices and documentation to two or more quality systems." However, this does not
explain why virtual highlight reports will be given to the project board during stage 2. Ref 2.2.7
C. Incorrect. It is true that the project manager's role needs to be designed specifically to suit
the project's scale and complexity and other roles in the project management team. According to the
'define roles, responsibilities and relationships' principle, "defining roles and responsibilities in the
right way is particularly challenging as projects are cross- functional, may involve more than one
organization, often have a mix of full-time and part-time resources and may be spread across
multiple locations. The management structures of the parties involved in the project are likely to be
different with different priorities, objectives and interests to protect." However, this does not explain
why virtual highlight reports will be given to the project board during stage 2. Ref 2.2.3
D. Incorrect. It is true that the project manager should manage the relationship with the external
marketing agency. According to the 'define roles, responsibilities and relationships' principle,
"Successful projects require an understanding of the relationship with and between stakeholders and
ongoing activities to strengthen them, which is why people is one of the five integrated elements of
PRINCE2." However, this does not explain why virtual highlight reports will be given to the project
board during stage 2. Ref 2.2.3

PEOPLE
8. The project is in the 'initiating a project' process and the project team has just been
appointed. The team members have not worked together on a project before, and most
people work from home at least two days a week. To help everyone to get to know each
other, the project manager has organized a weekly lunch event for people to interact and
communicate informally. These lunch events will be held in the head office building on a day
when most people are in the office anyway.

Is this an appropriate application of 'leading successful teams' according to the 'people'

element, and why?

A. Yes, because the project manager should use the lunch event to obtain information on
the status of work packages and resolve any issues
B. Yes, because the lunch event should help to build social cohesion, making the most of
the team members' time, so they can work effectively on the campaign
C. No, because it should be possible for project team members to attend every lunch event
so that they feel part of the project team
D. No, because the project manager should arrange team building events at the start of the
project to build social cohesion

A. Incorrect. Although it is true that the lunch event may be used by the project manager to get
progress updates, this relates to the 'progress' practice and is not the intended purpose of the
event. According to the 'people' element, the lunch event should "... optimize the use of people’s
time and... build social cohesion. Social cohesion is developed by: People meeting in a
purposeful way on a regular basis building trust across project silos." Ref 3.3.3
B. Correct. To 'bring the team together', the lunch event should "... optimize the use of people’s
time and... build social cohesion. Social cohesion is developed by: People meeting in a
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 purposeful way on a regular basis building trust across project silos." Ref 3.3.3
C. Incorrect. Although it is likely that not all team members are likely to be able to attend every
event, the lunch event should "... optimize the use of people’s time and... build social cohesion.
Social cohesion is developed by: People meeting in a purposeful way on a regular basis building
trust across project silos." Ref 3.3.3
D. Incorrect. While it is true that the team-building events could be run at the start of the
project to "...help to accelerate team-building by using structured exercises...", the lunch event
should still help to "... build social cohesion. Social cohesion is developed by: People meeting in
a purposeful way on a regular
basis building trust across project silos". Ref 3.3.2, 3.3.3

9. One of the graduate trainees was appointed as project manager at the end of stage 1. At the
beginning of stage 3, the project manager invited the Head of Publicity and Social Media to
a meeting to agree a work package to implement the chosen campaign option. The Head of
Publicity and Social Media is more senior than the project manager. As a result, the project
manager asked the project executive to attend the meeting to use their authority to
authorize the work package to the Head of Publicity and Social Media.

Is this an appropriate application of 'leading successful teams' according to the 'people'

element, and why?

A. Yes, because the project executive should give ongoing direction to the project
manager and Head of Publicity and Social Media by attending the meeting
B. Yes, because the project executive should use their authority to authorize the work
package to Head of Publicity and Social Media, if required
C. No, because the project manager should cocreate the work package with the Head of
Publicity and Social Media to build a relationship, despite the differences in seniority
D. No, because the project should 'manage by exception' to reduce the time burden on the
project executive by removing unnecessary meetings

A. Incorrect. While it is true that as part of the 'give ongoing direction' activity, "project board
members may offer informal guidance or respond to requests for advice at any time during a project",
the work package should be cocreated between the project manager and the team manager.
According to the 'people' practice "to successfully lead a project team, it is important to be aware
that...; it is not unusual for members of the project team to be more senior than the project manager."
Ref 14.4.3, 3.3
B. Incorrect. As part of leading successful teams, "project teams require a different style of
management and leadership than for established organization teams, as it can be more challenging
for a project leader to exercise their authority." In addition, "leading people beyond a project’s direct
authority (often across organizational boundaries) requires a degree of cultural intelligence. Cultural
intelligence is the capability to relate and work across cultures within the organizational ecosystem."
Therefore, inviting the project executive so they can exercise their authority is likely to be ineffective
as the Head of Publicity and Social Media reports to the Director of Campaigns and not the project
executive. Ref 3.3, 3.3.1
C. Correct. As part of the 'controlling a stage' process, the project manager should "define each
work package to be authorized (or amended); build a working relationship with the team manager;
cocreate and review the work package with the team manager, confirm that they have accepted it,
and authorize the team manager to begin work." According to the 'people' practice "to successfully
lead a project team, it is important to be aware that...; it is not unusual for members of the project
team to be more senior than the project manager." Ref tab 16.4.1, 3.3
D. Incorrect. It is true that the project should apply the 'manage by exception' principle which
"provides for efficient use of senior management time as it reduces senior managers’ time burden
without removing their control. This ensures decisions are made at the right level in the organization."
However, the project executive should not be "responsible" for authorizing a work package. This is
the role of the project manager. According to the 'people' practice "to successfully lead a project
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 team, it is important to be aware that...; it is not unusual for members of the project team to be more
senior
than the project manager." Ref tab 2.4, 3.3

10. The Charities Act provides legislation that NowByou has to comply with. At a regular meeting
with the project executive, the project manager is advised that the project executive is
unhappy with the way that the Campaign against Discrimination Project is complying with
this legislation. The project executive believes that the project should be more ethical and
transparent in the way it declares to donors how their donated money is being spent. The
project manager has added this to the issue register.

Is this an appropriate way of 'leading successful change' according to the 'people' element,
and why?

A. Yes, because the project manager should assess the impact of the project
executive's concerns now that it has been added to the issue register
B. Yes, because regular meetings with the project executive should allow the project
manager to receive and act on feedback about legal commitments
C. No, because the project manager should focus on ensuring that legal concerns are
communicated by the project executive sooner
D. No, because the project manager should record the project executive's concerns about
compliance with the legislation in the risk register

A. Incorrect. This would be application of the 'issues' practice, not the 'people' element. The
meeting allowed the project manager to receive and act on feedback. According to 'leading
successful change', "Based on the shared understanding developed with the key influencers, it
is possible to establish ways of working to ensure all impacted areas of the organizational
ecosystem are appropriately involved in the project as it progresses.” Ref 3.2.3
B. Correct. According to 'leading successful change', “The way in which a project is
established should support relationship building across interfaces. This can be established
through regular meetings and working groups that build a shared understanding of different
perspectives, the project data, and knowledge agreed on by stakeholders.” Also "Based on the
shared understanding developed with the key influencers, it is possible to establish ways of
working to ensure all impacted areas of the organizational ecosystem are appropriately
involved in the project as it progresses.” Ref 3.2.2, 3.2.3
C. Incorrect. The project executive may have only just become aware of these concerns about
compliance with the legislation. The meeting allowed the project manager to receive and act
on feedback. Ref 3.2.3
D. Incorrect. This should be logged as a problem or concern in the issue register, but this was
not the focus of the question. The meeting allowed the project manager to receive and act on
feedback. “Based on the shared understanding developed with the key influencers, it is
possible to establish ways of working to ensure all impacted areas of the organizational
ecosystem are appropriately involved in the project as it
progresses.” Ref 3.2.3

11. The project is at the end of the 'initiating a project' process and the project manager is trying
to arrange regular team meetings at the head office throughout stage 2. The purpose of the
meetings is to involve staff from across the project ecosystem and build relationships
between them. Some staff members have never met in person, although they will need to
work closely with each other across the project ecosystem when gathering requirements and
analysing options. The project manager is finding it difficult to agree a day and has decided
to rely on team members to plan meetings with each other as required.

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 Is this an appropriate way of 'leading successful change' according to the 'people' element,
and why?

A. Yes, because the project manager should trust team members to know who they need to
communicate with, and when
B. Yes, because the project manager should focus on more important meetings so that time
can be better spent delivering the campaign instead
C. No, because the project manager should ensure that the team members have time to
build supportive relationships across the project ecosystem
D. No, because the project manager should hold the regular meetings to ensure that the
team members clearly understand their roles and responsibilities

A. Incorrect. Trust is clearly important to a project, but this decision makes it more difficult for
team members to get to know each other. "The way in which a project is established should support
relationship building across interfaces. This can be established through regular meetings and
working groups that build a shared understanding of different perspectives, the project data, and
knowledge agreed on by stakeholders." Ref 3.2.2
B. Incorrect. Optimizing "the use of people’s time" is something that the project manager has to
think about, but this decision makes it more difficult for team members to get to know each other.
"The way in which a project is established should support relationship building across interfaces. This
can be established through regular meetings and working groups that build a shared understanding
of different perspectives, the project data, and knowledge agreed on by stakeholders." Ref 3.3.3,
3.2.2
C. Correct. When 'bringing a team together', the way in which a project is set up should support
building relationships across key interfaces. The current set up is not doing this. "The way in which a
project is established should support relationship building across interfaces. This can be established
through regular meetings and working groups that build a shared understanding of different
perspectives, the project data, and knowledge agreed on by stakeholders." Ref 3.2.2
D. Incorrect. While, according to the 'define roles, responsibilities and relationships' principle,
"... it is important that the right people are involved, and they know what is expected of them and
what they may expect from others in the project," this is not the focus of the question. The project
manager's decision makes it more difficult for team members to get to know each other. "The way in
which a project is established should support relationship building across interfaces. This can be
established through regular meetings and working groups that build a shared understanding of
different perspectives, the project data, and knowledge agreed on by stakeholders." Ref 2.3, 3.2.3

12. The project is reaching the end of stage 2. There has been significant debate during the
options analysis. It has been difficult to get agreement on which options to recommend for
implementation in stage 3. The Police Liaison Officer was particularly unhappy with some of
the suggested messaging to police forces.

How should the project manager BEST undertake 'communication' to deal with the concerns
of the Police Liaison Officer?

A. Minimize communications with the Police Liaison Officer as his ongoing resistance to the
suggested options is likely to reduce team morale
B. Run a focus group with key stakeholders across the organizational ecosystem to
review the messaging and advise the Police Liaison Officer of the changes identified
C. Focus on communications with the Police Liaison Officer to find out if there are any
misconceptions or other reasons for his resistance
D. Ask the project executive to review the options and make the final decision about the
messaging, and advise the Police Liaison Officer of the decision

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 A. Incorrect. It is true that morale can be damaged by a vocal stakeholder, but he may have
a valid reason for his opposition, and this should be investigated by focused communication.
"Pockets of resistance to the project are a useful indicator of where communications should
be focused." Ref 3.4
B. Incorrect. This addresses a potential issue with the options analysis but does not deal
with this unhappy stakeholder. He may have a valid reason for his opposition, and this
should be investigated. "Pockets of resistance to the project are a useful indicator of where
communications should be focused." Ref 3.4
C. Correct. "Pockets of resistance to the project are a useful indicator of where
communications should be focused." The Police Liaison Officer is one such pocket of
resistance and the reasons behind his resistance should be identified. Ref 3.4
D. Incorrect. This addresses the potential issue with the options analysis but does not deal
with the unhappy stakeholder. He may have a valid reason for his opposition, and this
should be investigated. "Pockets of resistance to the project are a useful indicator of where
communications should
be focused." Ref 3.4

13. The project management maturity of the organization is low, and the Contracted Project
Manager is working on improving how NowByou manages its projects. As all work laptops
are installed with virtual meeting technology, it was agreed that this should be used for the
regular progress update meetings. This information has been communicated to the other
people involved in projects across the business.

Under which heading of the communication management approach should this information
be recorded?

A. Stakeholder analysis
B. Communications schedule and procedure(s)
C. Supporting tools and techniques
D. Resources

A. Incorrect. The communication management approach should include "Stakeholder analysis:

identification and analysis of those impacted by the outcome of a project or by the process of
delivering the project and those who have the influence to impact the success or failure of the
project." However, there is no analysis of who exactly has interest in the project and why. Ref 3.4
B. Incorrect. The communication management approach should include "Communications
schedule and procedure(s): for each stakeholder group: purpose, frequency, channels/format,
messaging, and so on." However, there is no mention of how often these meetings will be held. Ref
3.4
C. Correct. The communication management approach should include "Supporting tools and
techniques: for example, communications platforms or tools for analytics or automation." The
virtual meeting technology is being used as a communications platform. Ref 3.4
D. Incorrect. The communication management approach should include "Resources: for the
communications activities." The supporting tools and techniques section of the stakeholder
analysis includes "... communications platforms or tools for analytics or automation." The virtual
meeting technology is being used as a communications platform, rather
than a resource. Ref 3.4

BUSINESS CASE
14. Here is an item of information that should be recorded in the business case for the Campaign
against Discrimination Project. Under which heading should this information be recorded?
NowByou works with several networking and support groups that support anyone who has
experienced discrimination. These groups have expressed concerns about the increase in the
number of reports of discrimination against marginalized groups.

A. Reasons
B. Business options
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 C. Expected benefits
D. Sustainability targets
E. Costs

A. Correct. The business case should include the reasons "the reasons for undertaking the project and
explains how the project will enable the achievement of business objectives." The reason why this
project is being started is due to the increased amount of discrimination against marginalized
groups. Ref 5.5 tab 5.2

15. Here is an item of information that should be recorded in the business case for the Campaign
against Discrimination Project. Under which heading should this information be recorded?
There will be a 20% increase in the number of incidents of discrimination being prosecuted
due to the police force's increased awareness of the nature of discrimination against
marginalized groups
A. Reasons
B. Business options
C. Expected benefits
D. Sustainability targets
E. Costs

C. Correct. The business case should include the expected benefits "benefits expressed in measurable terms
against the situation as it exists prior to the project." The 20% increase in prosecutions is a benefit. Ref 5.5
tab 5.2

16. Here is an item of information that should be recorded in the business case for the
Campaign against Discrimination Project. Under which heading should this information be
recorded?
The project needs to engage effectively with its existing donors and financial aid
partners in order to secure the budget for this project
A. Reasons
B. Business options
C. Expected benefits
D. Sustainability targets
E. Costs

E. Correct. The business case should include costs "a summary of the project costs, the ongoing
operations and maintenance costs and their funding arrangements." Therefore, the need to raise
funds from existing donors and financial aid partners should be recorded under the costs heading.
Ref 5.5 tab 5.2

17. The project is in the initiation stage and the Contracted Project Manager is discussing the
benefits with the Director of Campaigns. From their experience, the Director has advised
that the benefits of increased awareness of discrimination against marginalized groups will
be difficult to measure. As a result, the Contracted Project Manager has suggested that the
business case should compare the expected improvements from conducting the campaign
against how much such discrimination would have increased, without the campaign to raise
awareness.

Is this an appropriate application of the ‘business case’ practice, and why?

A. Yes, because the business case should be used to judge whether the project is
desirable, viable and achievable to support decision-making
B. Yes, because the business case should calculate the benefit as the difference
between the 'do nothing differently' and the 'do something' options
C. No, because the business case should analyse three basic options when considering
the desirability of any investment
D. No, because the business case should provide the data required to prepare an
investment appraisal comparing the costs, risks and benefits
PRINCE2® 7 Practitioner | Sample Paper 2 | Copyright© PeopleCert International Ltd. 13
 A. Incorrect. Ensuring continued business justification involves “Creating and maintaining
a business case for the project to assess whether it is (and remains) desirable, viable,
and achievable”. However, this does not explain why the 'do nothing differently' is the
starting point for measuring benefits. Ref 5.7 tab 5.2
B. Correct. "Do nothing differently should always be the first option and act as the basis
for quantifying the other options. The difference between do nothing differently, do the
minimum, or do more than the minimum, is the benefit that the investment will buy.”
Therefore, the business case should show the difference between what is expected to
happen if the project happens and what would happen if the project does not go
ahead. Ref 5.3.1.1
C. Incorrect. It is true that “There are three basic business options concerning any
investment.”, However, “the difference between do nothing differently, do the minimum,
or do more than the minimum, is the benefit that the investment will buy.” Therefore,
this does not explain the approach chosen. Ref 5.3.1.1
D. Incorrect. It is true that “An investment appraisal compares the costs of developing,
operating, and maintaining the project’s products with the value of the benefits over a
period of time.” Therefore, the approach is indeed unlikely to provide the data
necessary to prepare an investment appraisal. However, “Business justification is not
only about costs but also about understanding the value of a project.” Therefore,
the approach chosen is a valid approach. Ref 5.1, 5.3.2.1

18. The project is a simple project that should be completed within six months. The Contracted
Project Manager has worked with many NGOs successfully delivering similar projects. As a
result of this experience, they have suggested that the project brief and business case
should be combined into one simple business case document.

Is this an appropriate application of the ‘business case’ practice, and why?

A. Yes, because the format and content of the business case should suit the size
and complexity of the project
B. Yes, because the business case should demonstrate whether the project is
desirable, viable and achievable
C. No, because the business case should be reviewed and updated as it develops
and evolves during the project
D. No, because the business case should be developed in outline and then in detail at the
beginning of the project

A. Correct. “The format and detail of the business case needs to be adapted so that it is
appropriate to the size and complexity of the project. For example, small, low value projects
may merge the project brief and business case into one simple business case document.” Ref
5.4.5
B. Incorrect. It is true that ensuring continued business justification involves “Creating and
maintaining a business case for the project to assess whether it is (and remains) desirable,
viable and achievable.” However, this does not explain why it is appropriate on a simple project
to combine the project brief and the business case. Ref 5.7, tab 5.2
C. Incorrect. It is true that “It is reviewed and updated as it develops and evolves throughout
the life of the project.” However, this does not explain why it is appropriate on a simple project
to combine the project brief and the business case. Ref 5.3.1
D. Incorrect. It is true that “The business case is developed in outline and then in detail at the
beginning of the project.” However, this does not explain why it is appropriate on a simple
project to combine the project brief and the business case. Ref 5.3.1

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 ORGANIZING
19. The high-level requirements gathering and implementation of the chosen options will be carried
out by an external marketing agency, CharityM.
Under which heading of the commercial management approach should this information be
recorded?
The Head of Publicity and Social Media will work with the procurement team to agree the
scope of work and terms with CharityM
A. Scope
B. Delivery model
C. Resources
D. Responsibilities
E. Standards

D. Correct. The commercial management approach should include "Responsibilities: defines the
responsibilities for market engagement, procurement, and contract management activities." Here, the
Head of Publicity and Social Media will be responsible for working with procurement to agree the
contract with CharityM. Ref 6.5

20. The high-level requirements gathering and implementation of the chosen options will be carried out by
an external marketing agency, CharityM.
Under which heading of the commercial management approach should this information be recorded?
The procurement team will provide two experts to work alongside the Head of Publicity and Social
Media during stage 1 to agree the scope of work and terms with CharityM

A. Scope
B. Delivery model
C. Resources
D. Responsibilities
E. Standards

C. Correct. The commercial management approach should include "Resources: for market
engagement, procurement, and contract management activities." Here, the procurement
team are providing two people (resources) to agree contract terms with CharityM. Ref 6.5

21. The high-level requirements gathering and implementation of the chosen options will be
carried out by an external marketing agency, CharityM.
Under which heading of the commercial management approach should this information be
recorded?
The high-level requirements gathering and implementation of the chosen options will
be carried out by an external marketing agency, CharityM.

A. Scope
B. Delivery model
C. Resources
D. Responsibilities
E. Standards

B. Correct. The commercial management approach should include "Delivery model: description of
delivery model for the project work (for example, elements of the work breakdown structure to be
delivered by external suppliers)." Here it is a thin client structure with the work being performed by
an external marketing agency. "Delivery models can range from thin client models where most of
the project work is undertaken by suppliers to thick client models where most of the work is
undertaken by the business. In thin client models, not only is the work to develop the project’s
products fulfilled by external suppliers, but also much of the work to manage the project is fulfilled
by external suppliers too." Ref 6.5, 6.3.2.1

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 22. The Chief Executive Officer has informed the Contracted Project Manager that they will be
the single point of accountability for the project when developing the initial project
management documentation. This is because of their track record of successful delivery in
the not-for profit sector.

Is this an appropriate application of the ‘organizing’ practice, and why?

A. Yes, because the project executive should be appointed by the Chief Executive Officer
B. Yes, because the CEO should appoint a single project executive to be accountable for
the project
C. No, because the Contracted Project Manager cannot perform any other role on the
project
D. No, because the Contracted Project Manager cannot also perform the role of project
executive

A. Incorrect. It is true that “the project executive is appointed by the business”. However, "the
role cannot be combined with the project manager role.” Ref 6.2.4.1
B. Incorrect. Although it is true that “There cannot be more than one project executive role …”, it
is also true that “… the role cannot be combined with the project manager role.” Ref 6.2.41
C. Incorrect. “Depending on the scale and complexity of the project and the skill and capacity of
the project manager, the project manager may also perform the team manager and project support
roles.” Ref 6.2.4.5
D. Correct. "The project executive is appointed by the business as the single point of
accountability for the project." In addition, "there cannot be more than one project executive role, and
the role cannot be combined with the project manager role." Ref 6.2.4.1

23. The Director of Campaigns has decided that the Contracted Project Manager should
continue as project manager during stage 2. In addition, the Director of Campaigns has
asked the Contracted Project Manager to perform the team manager role for the
requirements gathering work package in stage 2. This is because the Contracted Project
Manager understands the not-for-profit sector in general, and how to make best use of a
variety of media on this project. The Director of Campaigns has agreed to employ them on a
full-time basis during stage 2.

Is this an appropriate application of the ‘organizing’ practice, and why?

A. Yes, because the project management maturity of NowByou is very low and the
Contracted Project Manager should advise the project team on the use of media
B. Yes, because the project manager has the necessary knowledge of media channels
and the time to devote to the role of team manager
C. No, because the project manager's sole focus should be on the day-to-day management
of stage 2, which is critical for the success of the project
D. No, because the project manager role should not be shared between the Contracted
Project Manager and team managers

A. Incorrect. It is true that, according to the scenario, “the project management

maturity of NowByou is very low” and the Contracted Project Manager is employed to
"advise the project team how to use a variety of media." However, this does not
explain why the project manager role should be combined with the team manager
role. This is because “Depending on … the skill and capacity of the project manager …
[they] … may also perform the team manager and project support roles.” Ref 6.2.4.5
B. Correct. According to the scenario the Contract Project Manager has a "track
record of successful delivery in the not-for-profit sector" and they also have an

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 understanding of the media required. According to the 'organizing' practice,
“depending on the… skill and capacity of the project manager, the project manager
may also perform the team manager and project support roles.” The Director of
Campaigns has also employed them full-time to give them the capacity to complete
this role. Ref 6.2.4.5
C. Incorrect. It is true that the project manager is “responsible for day-to-day
management of a project.” However, “Depending on… the skill and capacity of the
project manager
… [they] … may perform the team manager and project support roles.” Ref 6.2.4.5
D. Incorrect. It is true that “the responsibility of the project manager as a single
focus means the role should not be shared.” However, here the suggestion is to
combine the project manager role with the team manager role, not share it
with other team managers. Ref 6.2.4.5

PLANS
24. Which role should be responsible for this action? Check the stage 2 plan to ensure
enough time has been allowed to obtain input and feedback from the User Group on the high-
level requirements gathering and options analysis

A. Business layer
B. Project executive
C. Senior user
D. Senior supplier
E. Project manager
F. Team manager

C. Correct. The senior user should "ensure that project plans and stage plans remain consistent with the
user perspective." This should include checking that there is enough time allowed in the plan for User
Group input. Ref 7.6 tab 7.1

25. Which role should be responsible for this action? Advise the project manager on how to
prepare the stage plan to comply with the NowByou requirements

A. Business layer
B. Project executive
C. Senior user
D. Senior supplier
E. Project manager
F. Team manager

A. Correct. The business layer should "provide the planning standards required by the business." This should
include providing any existing planning standards based on previous projects as the project management
maturity of the organization is very low. Ref 7.6 tab 7.1

26. Which role should be responsible for this action? Prepare the schedule for the
requirements gathering work package for input to the stage 2 plan
A. Business layer
B. Project executive
C. Senior user
D. Senior supplier
E. Project manager
F. Team manager

F. Correct. The team manager should "prepare schedules for each work package." Ref 7.6 tab 7.1

PRINCE2® 7 Practitioner | Sample Paper 2 | Copyright© PeopleCert International Ltd. 17

 27. The Campaign against Discrimination is a critical project for NowByou. As a result, it is
important that the project delivers within the agreed project time tolerances. The Contracted
Project Manager has a track record of successful delivery of this type of project. Therefore, it
has been decided that the entire project time tolerance should be allocated to stage 3, when
the new project manager will be working mostly on their own. There was an issue with the
TV campaign work package during the stage and some extra time is needed to complete the
work package. The work will be completed within stage time tolerance.

According to the 'plans' practice, which role should authorize the extra time to complete the
TV campaign during stage 3?

A. Business
B. Project executive
C. Project manager
D. Project assurance

A. Incorrect. The business should "set project tolerances and document them in the
project mandate or confirm them to the project board for inclusion in the project brief." Ref
7.6 tab 7.1
B. Incorrect. The project executive should "define tolerances for each stage and
approve stage plans." Ref 7.6 tab 7.1
C. Correct. The project manager should "Decide how stages and delivery steps are to
be applied; Instruct corrective action when work-package-level tolerances are forecast to be
exceeded." The issue in the TV campaign work package can be resolved by the project
manager within stage tolerances. This also means that it is resolved with project tolerances
as all the project time tolerance has been allocated to stage 3. Ref 7.6 tab 7.1
D. Incorrect. Project assurance should "review the stage and
review project progress against agreed tolerances." Ref 7.6 tab 7.1

28. The Contracted Project Manager is creating the project plan in stage 1 based on a better
understanding of the requirements gathering and options analysis work in stage 2. They
have also obtained more detailed estimates of time and cost from the external marketing
agency implementing the campaign in stage 3.

Is this an appropriate application of the ‘plans’ practice, and why?

A. Yes, because the project manager should identify the work packages that the external
marketing agency will be delivering in stage 3 to implement the campaign
B. Yes, because the project manager should create the project plan to include more detailed
cost and time estimates to ensure continued business justification
C. No, because the project manager should create the project plan during the 'initiating a
project' process, rather than during stage 1
D. No, because the project manager should include the updated cost and time estimates in
the business case to support continued business justification

A. Incorrect. It is true that "the project plan should identify... the proposed work packages into
which the product delivery activities will be organized. These work packages typically
represent the top level of the project’s work breakdown structure." However, this does not
explain why more detailed estimates of time and cost should be produced to ensure
alignment with the business case targets. Ref 7.2.2.1
B. Correct. When the 'plans' practice applies the 'ensue continued business justification'
principle, this is achieved by "aligning the plan’s performance targets to the business case
objectives and providing estimates upon which the project board can confirm whether the
project is viable." Ref 7.7 tab 7.2
C. Incorrect. It is true that “the project plan is created during the process of initiating a project.”
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 However, according to the scenario, stage 1 does encompass the 'initiating the project'
process; the business case and project initiation documentation are created. Ref 7.2.2.1, Ref
15.3 tab 15.1
D. Incorrect. Although “all projects must have a business justification, usually documented in a
business case” this does not explain why the project plan should be created in the 'initiating
a project' process. This is because the project plan should provide the “… estimates upon
which the project board can confirm whether the project is viable.” Ref 5.1, Ref 7.7 tab
7.1

29. During stage 1, the Contracted Project Manager is preparing the project plan. In order to do
this, the Contracted Project Manager is working with the Director of Campaigns and the
Head of Publicity and Social Media to understand more about the ‘options analysis’ product,
what needs to be produced, who will approve it and the associated quality specifications.

Is this an appropriate application of the ‘plans’ practice, and why?

A. Yes, because the project manager should produce the product description for the
‘options analysis’ to be able to estimate realistic time and cost in the project plan
B. Yes, because the project manager should define the ‘options analysis’ product as a
major product to be delivered by the project
C. No, because the project manager should describe the ‘options analysis’ as a
major product in the project product description
D. No, because the project manager should create the ‘options analysis’ product description
when planning stage 2 in detail

A. Correct. When 'writing product descriptions' as part of the 'defining and analysing
products' step of the PRINCE2 technique for planning, "the project manager elicits the user’s
requirements for these products and documents them in one of more product descriptions.
The project manager also consults with subject matter experts to determine requirements
related to how these products are procured, developed, tested, used, and supported after
acceptance. The aim of this more detailed step is to confirm that the requirements for the
major products have been described in sufficient detailed to enable realistic scheduling and
estimation." Ref 7.3.2.3
B. Incorrect. It is true that when 'writing the project product description', "In the process
of starting up a project, the major products or outcomes, along with key quality requirements,
are documented in the project product description." However, the Campaign against
Discrimination Project is being delivered in a linear-sequential way. Therefore, the product
description "should be sufficiently detailed to enable costs and time to be estimated at an
appropriate level of confidence." Ref 7.3.1.1
C. Incorrect. Although the project product description provides “a description of the
project’s major products or outcomes” it is also true that writing product descriptions should
“confirm that the requirements for the major products have been described in sufficient detail
to enable realistic scheduling and estimation.” Ref 7.3.1.1
D. Incorrect. “In the process of initiating a project, the required products are described
in more detail. The project manager elicits the user’s requirements… and documents them in
one of more product descriptions.” However, when producing the stage 2 plan, the options
analysis product description should be reviewed and possibly updated to include more detail.
"In a linear-sequential project, the product descriptions should be sufficiently detailed to
enable costs and time to be estimated at an appropriate level of confidence." Ref 7.3.1.1, Ref
15.3 tab 15.1

PRINCE2® 7 Practitioner | Sample Paper 2 | Copyright© PeopleCert International Ltd. 19

 QUALITY
30. Here is this item of information relating to leaflets that will be issued to police officers
attending awareness workshops. Which management product should they be recorded in?
The leaflets were reviewed by the Director of Campaigns on the planned date and were
approved for use at the workshops
A. Product description
B. Product register
C. Project product description
D. Quality register
E. Quality management approach
D. Correct. The quality register should include "Quality method: The quality method involved in the activity.
Dates: Planned and actual dates of the activity. Responsibilities The individuals or functions involved and
their respective roles and responsibilities. Result: Whether the product passed or failed. Indication of the
response in the event the product fails." Here, review is the quality method, the Director of Campaigns is the
approver and result is approved. Ref 8.5

31. Here is this item of information relating to leaflets that will be issued to police officers attending
awareness workshops. Which management product should they be recorded in?
NowByou's contact details, and those of other supporting organization, must be included in
the leaflet. The details must be 100% accurate for email address, postal address, social
media platforms and phone number
A. Product description
B. Product register
C. Project product description
D. Quality register
E. Quality management approach
A. Correct. The product description for the leaflets should include "Quality specifications the functional and
non- functional requirements for the product along with their associated measures." Here, the quality
specification is the need for 100% accuracy of the information. Ref 8.5

32. Here is this item of information relating to leaflets that will be issued to police officers
attending awareness workshops. Which management product should they be recorded
in?
All published materials, including leaflets, must conform to copyright and data protection
legislation
A. Product description
B. Product register
C. Project product description
D. Quality register
E. Quality management approach
E. Correct. The quality management approach should include "Standards any standards which
apply to quality management, including the composition and format of the quality register and other
quality records." Here the need to comply with copyright and data protection legislation is a
standard for all published materials, not just the leaflet. Ref 8.5

33. The following entry has been recorded as one of the user quality expectations documented
in the project product description for the Campaign against Discrimination Project:
"The delivered multi-channel campaign will lead to improved brand recognition resulting in
increased donations and financial aid from partners."

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 Is recording this statement as a user quality expectation an appropriate application of the
‘quality’ practice, and why?

A. Yes, because specifying improved brand recognition as a quality expectation of

the delivered multi-channel campaign should avoid conflicts over unmet
expectations
B. Yes, because improved brand recognition states a user requirement from the campaign
so that the project team can plan how to meet it
C. No, because improved brand recognition is an output delivered by the campaign, not a
user quality expectation
D. No, because increased donations and financial aid are benefits resulting from an
outcome, not a user quality expectation

A. Incorrect. It is true that "The product-based quality management approach ensures

clear traceability of quality specifications and quality controls to the required
products, thereby avoiding conflicts over unmet user quality expectations." However,
this does not explain why the statement describes a benefit, not a user quality
expectation. Ref 8.1.2, 8.2.1.1
B. Incorrect. It is true that the purpose of the ‘quality’ practice is to "document the user’s
requirements of the project products and to establish the means by which they will
be met”, "improved brand recognition" is an outcome, for example, “The result of
change” and increased donations and financial aid are benefits. Ref 8.1, 5.1, 8.2.1.1
C. Incorrect. It is true that according to the scenario NowByou is seeking to "reinforce
their own brand recognition" through the campaign. However, this is an outcome of
the campaign and increased donations and financial aid are benefits, not user quality
expectation. "A user quality expectation is defined as "a statement about the quality
expected from the project product, captured in the project product description."
However, according to the 'business case' practice, "projects deliver outputs in the
form of products the use of which facilitate changes in an organization." These
changes create capabilities that lead to outcomes." Therefore, this statement does
not describe the project product but the result of its use and the associated benefits.
Ref 8.1.1, 5.1, 8.2.1.1
D. Correct. According to the scenario NowByou is seeking to "reinforce their own brand
recognition" through the campaign. However, this is an outcome of the campaign
and increased donations and financial aid are benefits, not user quality exception. A
user quality expectation is defined as "a statement about the quality expected from
the project product, captured in the project product description." However, according
to the 'business case' practice, a benefit is "The measurable improvement resulting
from an outcome that is perceived as an advantage by the investing organization
and contributes towards one or more business objectives." This statement does not
describe the project product but the result of its use and its associated benefits. Ref
8.2.1.1, 8.1.1, 5.1.

34. The Director of Campaigns is concerned whether the trials will give the required confidence
that the campaigns would meet their quality specifications. As a result, the project’s quality
control measures need to be assessed. This assessment will review whether, when the
campaigns are trialled with representatives from support groups, they will meet their quality
specifications. The project board has decided that it will manage this assessment.

Is this an appropriate application of the ‘quality’ practice, and why?

A. Yes, because quality assurance should be performed by the project board or delegated
to someone to perform on their behalf
B. Yes, because project assurance should be a project board responsibility or delegated
to someone to perform on their behalf
PRINCE2® 7 Practitioner | Sample Paper 2 | Copyright© PeopleCert International Ltd. 21
 C. No, because project assurance should be a responsibility of the project management
team as a whole
D. No, because quality assurance should be managed independently from the project team

A. Incorrect. “Quality assurance may be performed at the programme or business level,

for example, by an element of the business’ quality management system. It focuses on
ensuring that the project’s quality control measures are appropriate to assess the project’s
products against their quality specifications.” Ref 8.2.3
B. Incorrect. Although “project assurance is the responsibility of the project board”, it is
quality assurance that makes sure “… that the project’s quality control measures are
appropriate to assess the project’s products against their quality specifications.” In addition,” It
is important not to confuse quality assurance with project assurance. Quality assurance is
business or programme function managed outside the project management team.” Ref 8.2.3
C. Incorrect. “Project assurance is the responsibility of the project board and is used to
confirm if the project is being conducted correctly. Project assurance is independent of the
project manager but not the project." Therefore, the project manager, team managers and
project support are unable to perform this role. Ref 8.2.3
D. Correct. Quality assurance is defined as "a planned and systematic activity that
provides confidence that products will meet their defined quality specifications when tested
under quality control. Quality assurance is typically a function managed independently from the
project team." In addition, “quality assurance may be performed at the programme or business
level, for example, by an element of the business’ quality management system.” And “Quality
assurance is business or programme function managed outside the project management
team.” Therefore, the assessment of the quality control measures should be managed
independently from the project management team. Ref 8.2.3

RISK
The following risk has been recorded in the risk register:
"As NowByou is a new NGO there is a risk that they may not be fully aware of the way social
media can be used effectively, resulting in poor publicity and reduced coverage nationally and
worldwide."

Initially, in response to this risk, a social media specialist has been hired at a significant cost to
the project. Further responses will be identified once the social media specialist completes a
review of social media usage.

Here are three items of information to be included in the risk register:

35. Under which heading of the risk register should the information be recorded? The
social media specialist is preparing new standard processes relating to social media usage

A. Likelihood
B. Impact
C. Proximity
D. Risk response
E. Risk action owner

D. Correct. This statement is describing an action to be taken by a specific person. This is the risk
action owner. Ref 9.5

36. Under which heading of the risk register should the information be recorded? A
decision has been made to introduce a new standard process relating to social media usage

A. Likelihood
B. Impact
C. Proximity
D. Risk response
E. Risk action owner
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 D. Correct. This is describing a response to be taken to address the issue. This is a risk response. Ref
9.5

37. Under which heading of the risk register should the information be recorded? Without the
introduction of any standards relating to social media usage, NowByou is likely to incur significant
legal costs
A. Likelihood
B. Impact
C. Proximity
D. Risk response
E. Risk action owner
B. Correct. This statement is describing the impact that is likely to occur if we do not address the
risk. Ref 9.5

38. The following entry has been recorded in the risk register:
“Risk description: Due to the low level of recognition of the NowByou brand, increasing the
brand recognition could help potential donors to recognize the work that NowByou does,
increasing the number and amount of donations.”

Is this an appropriate application of the ‘risk’ practice, and why?

A. Yes, because the risk register should describe the risk cause, the opportunity that may
arise, and the effect it will have on achievement of objectives
B. Yes, because the risk register should describe the positive exposure of the project to
achieving its objective of increasing donations
C. No, because by potentially increasing awareness of NowByou's work, the number and
amount of donations could be increased
D. No, because any increase in donations should happen after the multi-channel campaign
has been delivered and the project has been closed

A. Correct. The risk register should include: "Risk description summary of the cause, event and effect."
The cause is the current low level of brand recognition; the event is that donors may recognize the work that
NowByou does; the effect is increasing donations. Ref 9.2.1, 9.5
B. Incorrect. It is true that "Risk exposure: The degree to which a particular objective is ‘at risk’. Risk
exposure is a neutral concept as exposure can be positive or negative." However, risk exposure for an
individual risk should not be recorded in the risk register. Ref 9.2, 9.5
C. Incorrect. "Risks can have a negative or positive impact on objectives if they occur. PRINCE2 uses
the terms 'threat' for uncertain events that would have a negative impact on objectives, and 'opportunity' for
uncertain events that would have a positive impact on objectives." Therefore, both threats and opportunities
should be recorded in the risk register. Ref 9.1, 9.2.1, 9.5
D. Incorrect. It is true that, according to the scenario, increasing donations will not occur during the
project to deliver the multi-channel campaign. However, it is caused by the project; "will effect the
achievement of objectives” and is
therefore a relevant risk. Ref 9.1, 9.2.1, 9.5

PRINCE2® 7 Practitioner | Sample Paper 2 | Copyright© PeopleCert International Ltd. 23

 39. The following entry has been recorded in the risk register:
“Risk description: Due to the low level of recognition of the NowByou brand, increasing the
brand recognition could help potential donors to recognize the work that NowByou does,
increasing the number and amount of donations.”
“Response: Exploit the opportunity: Employ an external brand specialist to maximize brand
recognition during the campaign.”

Is this an appropriate application of the ‘risk’ practice, and why?

A. Yes, because this response should make the uncertain situation certain by removing the
risk
B. Yes, because the response should reduce the risk's remaining realistic likelihood
and size of impact to zero
C. No, because this response should be recorded as ‘enhance’, rather than ‘exploit’
D. No, because the increase in donations should happen after the project has closed

A. Incorrect. The response does not make the "uncertain situation certain by removing the risk.” It may not be
possible to identify suitable brand specialists and these specialists may not increase brand awareness and
associated donations. Ref
9.2.3.1 tab 9.1
B. Incorrect. “If a threat is reduced rather than removed, the largest realistic likelihood or size of
impact of the risk that remains is called the ‘residual’ risk.” In this case, the risk is an opportunity, and this is
an ‘enhance’ response as a residual risk remains. Ref 9.2.3.1
C. Correct. This is an ‘enhance’ response because this option "chooses to take definite action
now, to change the probability and impact of the risk.” Here the use of an external brand specialist increases
the likelihood of the risk occurring. It is not and ‘exploit’ response which would make the "uncertain situation
certain by removing the risk.” In this case, to exploit the opportunity would mean that the increase in
donations is a certainty, which it is not. Ref 9.2.3.1 tab 9.1
D. Incorrect. It is true that, according to the scenario, increasing donations will not occur during
the project to deliver the multi-channel campaign. However, it is caused by the project; "will affect the
achievement of objectives” and is therefore a relevant risk. However, this does not explain why it should be
recorded as an ‘enhance’ response, rather than
exploit. Ref 9.1

ISSUES
In one local area, where a large number of refugees are living, there has been a significant
increase in the number of reports to police about discrimination against refugees. However, the
Police Liaison Officer believes that even more incidents are happening, but are not reported. As a
result, the Police Liaison Officer has asked whether the project team could add a number of
workshops with local residents to stage 3. The purpose of the workshops would be to increase
understanding of this type of discrimination and how to identify it.
Here are three actions being taken in response to this request to add workshops to the project
scope:

40. Which role should be responsible for carrying this out? If approved, identify the agenda,
timetable and venue for the workshops
A. Project manager
B. Project executive
C. Senior user
D. Project support
E. Team manager

E. Correct. The team manager should "implement corrective actions". Here the corrective action is to
set up the workshops. Ref 10.6 tab 10.2

41. Which role should be responsible for carrying this out? Record the request for workshops
from the Police Liaison Officer

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 A. Project manager
B. Project executive
C. Senior user
D. Project support
E. Team manager

D. Correct. Project support should "Administer the change control and issue procedures by: maintaining
the issue register." Here the request for the workshop is a new issue that has been recorded in the
issue register. Ref 10.6 tab 10.2

42. Which role should be responsible for carrying this out? Discuss with the Chair of the User
Group and the Head of Publicity and Social Media how these workshops might help local residents
become more aware of the type of discrimination against refugees and how to identify it
A. Project manager
B. Project executive
C. Senior user
D. Project support
E. Team manager

A. Correct. The project manager should "Manage the issue and change control procedures,
assisted by project support where possible." Here, the project manager is assessing the positive
impact that implementing this change could have. Ref 10.6 tab 10.2

43. The following entry has been recorded as a request for change in the issue register of the
Campaign against Discrimination Project:
“Discrimination against marginalized groups, in particular, the homeless and refugees, is
growing at a concerning rate.”

Is this an appropriate application of the ‘issues’ practice, and why?

A. Yes, because this is an issue that should be considered by the project management team
B. Yes, because the Campaign against Discrimination Project is NowByou's response to
this concern
C. No, because this is a concern for the whole of NowByou, not a request to change the
baseline of the Campaign against Discrimination Project
D. No, because the impact this could have on the achievement of project objectives is
uncertain
A. Incorrect. This is a relevant event that requires a response from the
commissioning party within NowByou, not the project; the project is the
commissioning party’s response. A project issue is “An event relevant to the project
that requires project management consideration.” This is an event relevant to
NowByou, not the project. Also, this is not a request to change the project baseline.
Ref 10.1
B. Incorrect. Although the project is a response to this issue from the
commissioning party within NowByou, a project issue is “An event relevant to the
project that requires project management consideration.” This is an event relevant to
NowByou, not the project. Also, this is not a request to change the project baseline.
Ref 10.1
C. Correct. A project issue is “An event relevant to the project that requires
project management consideration.” And a request for change is "A proposal for a
change to a baseline." However, this is an event relevant to NowByou, not the
project and is not a proposed change to the Campaign against Discrimination
Project. Ref 10.1, 10.2.3
D. Incorrect. This is a relevant event that requires a response from the
commissioning party within NowByou, not the project. A project issue is “An event
relevant to the project that requires project management consideration.” Ref 10.1

44. The following entry has been recorded in the issue register of the Campaign against

PRINCE2® 7 Practitioner | Sample Paper 2 | Copyright© PeopleCert International Ltd. 25

 Discrimination Project:
"A political lobby group dedicated to reducing police funding has offered to provide a
significant proportion of the money required for the Campaign against Discrimination
Project. However, the Police Liaison Officer has advised that all police forces will withdraw
their support from this and all future NowByou projects, if the funding is accepted. This is
because accepting the funding would send a negative message about how NowByou
perceives the police forces."

The project manager has assessed the issue in consultation with the Director of Campaigns.
The project manager has recommended that the project board should escalate the matter
to the Chief Executive Officer and board of trustees to consider the wider implications of this
proposed funding.

Is this an appropriate application of the ‘issues’ practice, and why?

A. Yes, because the project manager should consult with others when identifying the best
ways to resolve an issue
B. Yes, because the project board should escalate to the NowByou Chief Executive
Officer as this issue has wider implications for the organization
C. No, because the reaction of the police forces is not certain, particularly whether they will
withdraw their support for this, and future, projects
D. No, because the NowByou Chief Executive Officer has insufficient experience in
project management to make the decision about this issue

A. Incorrect. It is true that, "assessment of issues and the development of ways to

resolve them is best approached in a cooperative manner, by soliciting inputs and ideas from
a variety of project team members and stakeholders. This is particularly true when the issue
has impacts and response options outside the scope of the project itself." Therefore, it is
appropriate for the project manager to consult with the Director of Campaigns. However, this
does not explain why the issue should be referred to the business for a decision. Ref
10.3.1.2
B. Correct. “The project board has overall control at a project level.” However, as part of
'recommending resolution,' “based on the assessment, a recommendation is made to the
appropriate person or group who has the required authority. Whether the recommendation is
to approve or reject a request for change, the consequences of both choices should be made
clear." Here there are implications not just for this project, but for NowByou as a whole.
Therefore, the decision needs to be taken by the NowByou senior team. Ref10.3.1.3, 11.2.1
C. Incorrect. While a risk is “An uncertain event or set of events that, should they occur,
will effect the achievement of objectives.” This is an issue, for example, the offer of money
and its consequences is “An event relevant to the project that requires project management
consideration.“ Ref 9.1, 10.1
D. Incorrect. It is true that, according to the scenario, the project management maturity
of the organization is very low. However, this does not explain why the matter should or
should not be escalated as suggested. “Based on the assessment, a recommendation is
made to the appropriate person or group who has the required authority.” In this case, senior
management, via the project board. Ref 10.3.1.3

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 PROGRESS
45. Which management product should they be recorded in? At the end of stage 3, the Director of
Campaigns stated that the implementation of the chosen option had gone well. But the
Marketing Agency advised that that the TV campaign would have been more successful if it
had been run at the same time as the social media campaign.
A. Exception report
B. Daily log
C. Highlight report
D. Checkpoint report
E. End project report

E. Correct. The end project report should include "Product review: a review of products, off-
specifications, project product handover, and lessons." Here, this is both a review of the
implementation of the chosen option and a lesson at the end of stage 3, the final stage. Ref 11.5

46. Which management product should they be recorded in? The time tolerance for stage 2 is +1
week. The options analysis has been delayed and the end of the stage will be delayed by two
weeks. The project manager has suggested that the stage end should be delayed by two weeks to
ensure the options are fully considered before implementing the chosen option in stage 3

A. Exception report
B. Daily log
C. Highlight report
D. Checkpoint report
E. End project report

A. Correct. An exception report should include "Consequences of the exception what the implications are if
the deviation is not addressed for the project and the business." In addition, it should include
"Recommendation of the available options, which is recommended, and why?" Ref 11.5

47. Which management product should they be recorded in? During stage 2, the team
manager for the options analysis confirmed that TV advertising would be affordable after
all, despite having been worried, earlier in the stage, that it might be too expensive
A. Exception report
B. Daily log
C. Highlight report
D. Checkpoint report
E. End project report

D. Correct. A check point report should include "Issues and risks an update on issues and risks
associated with the work package." Here, this is an update about a risk relating to the affordability
of one of the options. Ref 11.5

48. A graduate trainee has just been appointed as project manager from stage 3 onwards. They
have suggested that time-driven controls are not needed, because the project is moving into
the final stage where the chosen option is implemented.

Is this an appropriate application of the ‘progress’ practice, and why?

A. Yes, because event-driven controls should be used once the implementation of the
chosen option is underway in the final stage
B. Yes, because the project board should make the decision about how to control the work
of stage 3, at the end of stage 2
C. No, because the project manager should update the project board on the stage's
progress and status at agreed intervals during stage 3
D. No, because the project manager should report to the project board if the stage 3
PRINCE2® 7 Practitioner | Sample Paper 2 | Copyright© PeopleCert International Ltd. 27
 tolerances are forecast to be exceeded

A. Incorrect. Event-driven controls are “A control that occurs when a specific event
occurs.” However, this does not explain why time-driven controls are needed for stage 3. Ref
11.2.2
B. Incorrect. It is true that the project board should authorize stage 3 at the end of stage
2. As part of the 'directing a project' process, "it is important that a stage starts only when the
project board says it should. The project board authorizes a stage by reviewing the
performance of the current stage and approving the stage plan for the next stage." Ref 14.4.4
C. Correct. "Time-driven control: A management control that occurs at predefined
periodic intervals. For example, this could be producing highlight reports for the project
board.” In addition, "monitoring and reporting require a time-based approach whereas control
(decision-making) is an event-based activity." Therefore, both time- and event- based
controls are required during a stage. And as the project manager is less experienced, more
frequent reporting may even be appropriate. "The frequency of reporting should reflect the
level of control required, and this is likely to vary during the project. For example, if the team
is highly experienced, then less frequent reporting may be appropriate. Whereas for an
inexperienced team the project manager or project board may wish to increase the frequency
of reporting." Ref 11.2.2, 11.2.4
D. Incorrect. Event-driven controls: “A control that occurs when a specific event occurs.
For example this could be the end of a stage, the completion of the project initiation
documentation, or the creation of an exception report.“ However, this does not explain why
the project manager should report progress via highlight reports to the project board
throughout the stage. Ref 11.2.2

49. The project is in stage 1 and the project manager has recorded the following entry in the
daily log:

“The Police Liaison Officer has been busy every time I have requested a meeting with them. I
need to discuss with the Director of Campaigns why the Police Liaison Officer may be
reluctant to engage with me about this project.”

Is this an appropriate application of the ‘progress’ practice, and why?

A. Yes, because this matter should be recorded in the daily log so it can be handled in
a discrete manner
B. Yes, because the project manager should actively record and implement
lessons throughout the project
C. No, because this is an important issue that should be captured in the issue register for
resolution
D. No, because the project manager should produce an issue report to capture and analyse
the matter
A. Correct. "The daily log can also be used to record informal issues... The difference
between a formal issue and an informal issue is that a formal issue will be captured in the
issue register as an open forum... An informal issue is one which... requires handling in a
suitable manner where open access would be inappropriate." Ref 11.3.4
B. Incorrect. It is true that “… the project team actively seeks, records, and
incorporates relevant lessons throughout the life of the project.” However, “an informal
issue is one which ... requires handling in a suitable manner where open access would be
inappropriate." Ref 11.2.3
C. Incorrect. This is an informal issue, not a formal issue, due to its sensitive nature “…
requires handling in a suitable manner where open access would be inappropriate” and
“the daily log can… be used to record informal issues and any other notes or observations.”

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 Ref 11.2.3
D. Incorrect. It is true that an issue report should be produced for some issues "to
enable a request for change, off- specification, business opportunity or a problem/concern
to be formally reviewed and responded to. To enable a request for change, off-
specification, business opportunity or a problem or concern to be formally reviewed and
responded to." However, this is an informal issue that should be recorded in the daily log.
Ref 11.2, 11.2.4

PROCESSES
50. The project is in the 'starting up a project' process. The Contracted Project Manager has
suggested the use of focus groups in stage 2 to get early feedback on potential options.
The Contracted Project Manager met with the Fund-Raising Administrator, who has used
focus groups before on a campaign, to discuss how they were used in NowByou.

During which activity should this discussion take place?

A. Assess previous lessons

B. Prepare the outline business case
C. Select the project approach
D. Plan the initiation stage

A. Correct. As part of the 'assess previous lessons' activity the project manager should
consult "with individuals or teams with experience of similar projects." Therefore, the project
manager should consult with the Fund-Raising Administrator during this activity. Ref 13.4.2
B. Incorrect. As part of the 'prepare the outline business case' activity "Given the
information available, the outline business case is likely to be only a high-level view at this
time. It provides an agreed foundation for a more detailed business
case developed in the process of initiating a project." Ref 13.4.3
C. Incorrect. As part of the 'select the project approach' activity "Before any planning of
the project can be done, questions must be raised regarding how the work of the project is
going to be approached: Will the solution be developed in-house or contracted to third
parties?" Ref 13.4.5
D. Incorrect. As part of the 'plan the initiation stage' activity "Initiating a project takes
time and consumes resources. The work should be planned and approved to ensure that
initiation is not aimless and unstructured." Ref 13.4.7

51. The project is in the 'starting up a project' process. The Contracted Project Manager has
suggested that members of the networking and support groups should be invited to
participate in focus groups to test which media will work best in increasing awareness of
discrimination. The Head of Fund-Raising has advised that focus groups have been used
before by NowByou and that the Fund-Raising Administrator was heavily involved in their
use. As a result, the Contracted Project Manager organizes a meeting with them to
discuss how they were used before.

Which practice is being applied by the 'starting up a project' process?

A. Plans
B. Progress
C. Risk
D. Quality

A. Incorrect. The 'plans' practice is applied by the 'starting up a project' process by

"Defining the project approach; Developing the project product description." Ref tab 13.3
B. Correct. The 'progress' practice is applied by the 'starting up a project' process by
"Setting-up the daily log; Gathering lessons from previous projects to improve this project."
Ref tab 13.3
C. Incorrect. The 'risk' practice is applied by the 'starting up a project' process by
"Identify[ing] an initial set of key risks." Ref tab 13.3
PRINCE2® 7 Practitioner | Sample Paper 2 | Copyright© PeopleCert International Ltd. 29
 D. Incorrect. The 'quality' practice is applied by the 'starting up a project' process by
"Understand[ing] the quality expectations and requirements." Ref tab 13.3

52. The Contracted Project Manager has produced the project brief, including the outline
business case, project product description, project approach, and role descriptions. The
project board has received these along with a request to authorize initiation. The Contracted
Project Manager is now waiting for the appointment of the internal project manager before
planning the initiation stage.

Is this an appropriate application of the ‘starting up a project' process, and why?

A. Yes, because the project board should authorize initiation, based on the formal
justification in the outline business case and project brief
B. Yes, because the internal project manager should be involved in planning the initiation
stage
C. No, because the internal project manager should be responsible for issuing the project
initiation request
D. No, because the project board should review the initiation stage plan to understand the
time and resources required to initiate the project
A. Incorrect. The request project initiation activity needs to include the
"project approach, the project management team appointments, and initiation
stage activities and controls" not just the formal justification information. Ref
13.4.8
B. Incorrect. The request project initiation activity needs to "formally request
authority from the project board to initiate the project to secure the people and
resources required." The ‘starting up a project’ process requires an initiation stage
plan so this is not a correct approach. Ref 13.4.8
C. Incorrect. The initial project manager does not have to be in place to
request project initiation, however the ‘starting up a project’ process is not
completed until the initiation stage plan is completed. Ref 13.4.8
D. Correct. Although "the project manager will usually explain the options
selected verbally to the project board, why the project makes sense and is
valuable to start the initiation stage" the ‘starting up a project’ process has not
been completed correctly. Ref 13.4.8

53. The project is intended to increase awareness of discrimination against marginalized groups.
The project is now at the end of stage 3 and the project board is about to 'authorize project
closure'. In order to do this, the project assurance needs to check how this increase in
awareness of discrimination will be measured after the multi-channel campaign has been
delivered.

Which practice is being applied by the 'directing a project' process when project assurance
performs this check?

A. Risk
B. Progress
C. Business case
D. Quality
A. Incorrect. The ‘risk’ practice is applied by the 'directing a project' process by
"approving the risk management approach." Ref 14.7 tab 14.3
B. Incorrect. The ‘progress’ practice is applied by the 'directing a project' process by
"Assuring fair progress reporting by validating highlight reports and end stage reports;
Approving exception report." Ref 14.7 tab 14.3
C. Correct. The ‘business case’ practice is applied by the 'directing a project' process
by "approving the benefits management approach. In the 'authorize project closure' activity,
30 PRINCE2® 7 Practitioner | Sample Paper 2 | Copyright© PeopleCert International
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 the project board should "Ensure that post- project benefits reviews defined by the updated
benefits management approach cover the performance of the project product in operational
use in order to identify whether there have been any side-effects (beneficial or adverse)." Ref
14.7 tab 14.3, 14.4.5
D. Incorrect. The ‘quality’ practice is applied by the 'directing a project' process by
"Approving the project product description; Approving the quality management approach."
Ref 14.7 tab 14.3

54. The chosen campaign option has been implemented. One of its objectives was to increase
awareness among police officers of discrimination against marginalized groups. The
Police Liaison Officer is going to work with local police forces to measure whether the
delivered campaign has successfully increased awareness and whether there have been
any unplanned consequences, such as a reduction in arrests of individuals in these
groups.

During which activity of the 'directing a project' process should these measurements be
approved?

A. Authorize initiation
B. Authorize the project
C. Authorize a stage or exception plan
D. Authorize project closure

A. Incorrect. As part of the 'authorize initiation' activity "the project board... ensures that such
investment is worthwhile." Ref 14.4.1
B. Incorrect. "The objective of authorizing the project is to decide whether to proceed with the
rest of the project. The project board has to confirm that: an adequate and suitable business case
exists and that it shows a viable project." Ref 14.4.2
C. Incorrect. As part of the 'authorize a stage or exception plan' activity "The project board
authorizes a stage by reviewing the performance of the current stage and approving the stage plan
for the next stage. Approval of stage plans occurs at the end of every stage except the last one."
Ref 14.4.4
D. Correct. As part of the 'authorize project closure' activity, the project board should "Ensure
that post- project benefits reviews defined by the updated benefits management approach cover
the performance of the project product in operational use in order to identify whether there have
been any side-effects (beneficial or adverse)." This should include whether awareness of
discrimination has increased and whether there has been an unexpected reduction in arrests. In
addition, the project is at the end of stage 3, after the implementation of the chosen option, and the
project is therefore being closed. Ref 14.4.5

PRINCE2® 7 Practitioner | Sample Paper 2 | Copyright© PeopleCert International Ltd. 31

 55. The project is in stage 2 and the team manager has forecast that the requirements gathering
work package will exceed its time and cost tolerances. However, stage 2 will still be within
cost and time tolerances. The project manager has issued an exception report to request
direction from the project executive because the requirements are critical to carrying out the
options analysis later in the stage.

Is this an appropriate application of the ‘give ongoing direction' activity, and why?

A. Yes, because the project executive should provide direction if an exception

occurs during the stage
B. Yes, because the project executive should respond to requests for advice from the
project manager during a stage
C. No, because the project manager should also consult with the senior user and senior
supplier when asking for advice
D. No, because the project manager should request informal advice without the need to
use an exception report
A. Incorrect. “If an exception has occurred during the stage, the project board may request
that the project manager produces an exception plan for project board approval. Only exceptions to
stage plans or project plans need to be escalated for approval... Work package level exceptions are
managed by the project manager using the process of controlling a stage.” Therefore, the project
manager should not have used an exception report to request ongoing direction. Ref 14.4.3
B. Incorrect. It is true that the ‘give ongoing direction’ activity including "responding to
requests (for example, when options need clarifying or where areas of conflict need resolving)."
However, this does not explain why the project manager should not have used an exception report to
request ongoing direction. Ref 14.4.3
C. Incorrect. As part of the 'give ongoing direction' activity, "ongoing direction may be given
collectively or by individual project board members." Therefore, the project manager does not
necessarily have to consult all project board members for advice. Ref 14.4.3
D. Correct. According to the 'give ongoing direction' activity, 'if an exception has occurred
during the stage, the project board may request that the project manager produces an exception plan for
project board approval. Only exceptions to stage plans or project plans need to be escalated for
approval." In addition, according to the 'progress' practice, "if the issue can be resolved by the project
manager within the stage tolerances, the resolution will not require an exception report." Therefore, the
project manager should not produce an exception report to request ongoing direction if the stage
remains within tolerance. Ref 14.4.3, 11.3.1

56. 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 and 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

A. Incorrect. The 'agree the tailoring requirements' activity is where the "project manager may
need to tailor the business’s standard project management approach in order to recognize internal and
external factors that affect the way in which the project is delivered. Any deviations must be documented and
agreed." Ref 15.4.1
B. Incorrect. The 'agree the management approaches' activity is where "The management
approaches are derived from business strategies, standards or practices that the project needs to comply
with, and the users’ quality and sustainability expectations captured in the project product description. When

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the approaches have been defined, it is possible to set up the project controls and create the project plan."
Ref 15.4.2
C. Incorrect. The 'establish project controls' activity is where "The level of control required by the
project board after initiation needs to be agreed and the mechanism for such controls needs to be
established, as does the level of control required by the project manager of the work to be undertaken by
team managers." Ref 15.4.3
D. Correct. As part of the ‘request project authorization’ activity. “To finish the initiating a project
stage, the project manager contacts the project board to request authorization.” The project manager may
request a meeting for this authorization as “This may be done either with or without a formal meeting.” Ref
15.4.7, 14.4.1
57. The project is in the initiation stage. The project manager organized a workshop with the
Head of Publicity and Social Media, the Police Liaison Officer, the Director of Campaigns
and other key stakeholders. The purpose of the workshop was to understand more about
the 'delivered multi-media campaign' and in particular what will make the campaign
acceptable to the attendees and how this will be achieved.

Which practice is being applied by the 'initiating a project' process?

A. Plans
B. Issues
C. Organizing
D. Business case
A. Correct. The ‘plans’ practice is applied by the 'initiating a project' process by "Develop[ing] the
product breakdown structure, work break down structure and product flow diagram." Ref 15.7 tab 15.3
B. Incorrect. The ‘issues’ practice is applied by the 'initiating a project' process by "Develop[ing]
issue management approach; Set[ting] up the issue register". Ref 15.7 tab 15.3
C. Incorrect. The ‘organizing’ practice is applied by the 'initiating a project' process by "Updat[ing]
project management team structure." Ref 15.7 tab 15.3
D. Incorrect. The ‘business case’ practice is applied by the 'initiating a project' process by "The
outline business case in the project brief is developed further into a full business case ready for approval by
the project board based on a better understanding of the project and the proposed option." Ref 15.7 tab 15.3

58. The project is in the 'initiating a project' process. It will be important for the Campaign
against Discrimination Project to align communication messages delivered by the different
channels of TV, press, and social networks to achieve maximum impact. The effectiveness
of each message and how it differs by channel will also need to be measured.

In which activity of the ‘initiating a project’ process should the project manager ensure that
these requirements are addressed, and why?

A. Request project authorization, because the project manager should explain to the
project board why the project is important and will be effective
B. Request project authorization, because the project manager should request people and
resources to deliver the multi-channel campaign and measure its effectiveness
C. Assemble the project initiation documentation, because the requirements recorded in
the project initiation documentation should be baselined and placed under change
control
D. Assemble the project initiation documentation, because the project manager should
carry out a cross-check of the messages, channels and benefit reviews to ensure
they work together

A. Incorrect. In the ‘request project authorization’ activity, “the project manager contacts the
project board to request project authorization.” However, this does not address the need to ensure that
benefits reviews, and controls reflect the need to align with the communication messages. Ref 15.4.7
B. Incorrect. The ‘request project authorization’ activity should “formally request authority

PRINCE2® 7 Practitioner | Sample Paper 2 | Copyright© PeopleCert International Ltd. 33

from the project board to deliver the project to secure the people and resources required.” However, this
does not address the need to ensure that benefits reviews and controls reflect the need to align the
communication messages. Ref 15.4.7
C. Incorrect. In the ‘assemble the project initiation documentation’ activity “the version of the
project initiation documentation created during the process of initiating a project and used to gain
authorization for the project to proceed, must be baselined and should be placed under change control.”
However, this does not address the need to ensure that benefits reviews and controls reflect the need to
align the communication messages. Ref 15.4.6
D. Correct. The ‘assemble the project initiation documentation’ activity will “perform a cross-
check of the information in the various elements to ensure that they are compatible.” This should
address the need to ensure that benefits reviews and controls reflect the need to align with the
communication messages. Ref 15.4.6

59. In the communication management approach the project board requested a written
summary to be available every Monday morning, of progress made with the requirements
gathering and options analysis. The project is in the 'controlling a stage' process in stage
2.

In the 'controlling a stage' process, which role should be responsible for providing this
written summary?

A. Project manager
B. Team manager
C. Project support
D. Project assurance

A. Correct. The project manager should be "responsible for the 'report highlights' activity. In this activity
"The project manager must provide the project board with summary information about the status of the stage
and project and distribute other information to stakeholders at a frequency documented in the communication
management approach." Ref 16.6 tab 16.2, 16.4.8
B. Incorrect. The team manager should be "consulted" in the 'report highlights' activity. Ref 16.6 tab
16.2
C. Incorrect. Project support should be "consulted" in the 'report highlights' activity. Ref 16.6 tab 16.2
D. Incorrect. Project assurance should be "consulted" in the 'report highlights' activity. Ref 16.6 tab 16.2

60. The project is in stage 3. The marketing agency team manager has advised that they will not
be able to deliver the agreed number of TV advertising campaigns within the agreed
timescale and budget. As a result, the project board has been consulted and agreed that the
marketing agency should deliver fewer advertisements. The team manager has been
advised of this decision.

In the 'controlling a stage' process, which role should be informed about this decision?

A. Business
B. Project executive
C. Project assurance
D. Project support

A. Incorrect. The business should not be involved in the 'take corrective action' activity. Ref
16.6 tab 16.2
B. Incorrect. The project executive should be "accountable" for the 'take corrective action'
activity. Ref 16.6 tab 16.2
C. Incorrect. Project assurance should not be involved in the 'take corrective action' activity.
Ref 16.6 tab 16.2
D. Correct. Project support should be "informed" in the 'take corrective action' activity. In the
'take corrective action' activity "the objective is to select and implement actions that will resolve
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deviations from the plan. Corrective action is triggered during evaluate stage status (section 16.4.4)
and typically involves dealing with advice and guidance received from the project board, and with
issues raised by team managers." Here, a concession has been granted to the marketing agency
team manager. Ref 16.6 tab 16.2, 16.4.6
61. During the 'controlling a stage' process in stage 3, the project manager visited the team
working on the TV campaign work package to informally review progress. They are currently
filming the campaign and the work is going well but it is very busy and the deadline is very
tight. As a result, the project manager agreed with the team manager that the checkpoint
report could be issued after filming finishes to formally report progress a couple of days
later than scheduled. The project manager then made a note of the discussions in the
project log.

Is this an appropriate application of the ‘evaluate work package status’ activity, and why?

A. Yes, because the project manager should evaluate progress and forecast
the performance for the remainder of the stage
B. Yes, because the project manager should have informal conversations with the team
manager to review progress and understand issues they are facing
C. No, because the team manager should issue the checkpoint report as scheduled so that
the project manager can review progress
D. No, because the project manager should request that project support produce the
checkpoint report on time instead of the team manager

A. Incorrect. It is true that as part of the 'evaluate work package status' activity, the
project manager should "update the stage plan for the current stage with actuals to date, forecasts,
and adjustments." However, this does not explain why the project manager should update the work
package to allow the team manager to issue the checkpoint report a little later. Ref 16.4.2
B. Correct. As part of the ‘evaluate work package status’ activity, the project manager
should “have informal conversations with the team manager to maintain the relationship and
understand any issues or risks they may have with their work package”, and "if necessary, update
the project log." As a result, the project manager should make a note in the project log to allow the
later issue of the checkpoint report. Ref 16.4.2
C. Incorrect. It is true that as part of the ‘evaluate work package status’ activity, the
project manager should “collect and review progress information from the checkpoint report for the
work package being executed”. However, if the project manager has informally reviewed progress
and understood the issues, a slight delay of a report, noted in the project log, is an appropriate
application of the ‘evaluate work package status’ activity. Ref 16.4.2
D. Incorrect. It may be true that assistance could be provided by project support in
producing the checkpoint report. However, it is the team manager that is "responsible for producing
checkpoint reports" as part of the 'execute a work package' activity. And this does not explain why
the project manager should allow the later issue of the checkpoint report.
Ref 17.6

62. The project is at the beginning of stage 2. The project manager has agreed with the team
manager, for the high-level requirements gathering, that the campaign must include TV and
social media networks. However, press campaigns are not as critical and are a should-have
requirement.

During which activity of the 'managing product delivery' process should this be agreed?

A. Accept a work package

B. Execute a work package
C. Evaluate a work package
D. Notify work package completion

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A. Correct. The 'accept a work package' activity is where "There should be agreement between the project
manager and the team manager as to what is to be delivered before a work package is allocated to a team.
This should cover the reporting requirements, what constraints apply, any procedures to be applied and
whether the requirements of the work package are reasonable and can be achieved." The team manager
should "Agree to deliver the work package." Here, agreement is being reached on the scope tolerance for the
work package. Ref 17.4.1
B. Incorrect. The 'execute a work package' activity is where "the work has to be executed and monitored
to the requirements defined in the authorized work package." The team manager should "Manage the
development of the required products in accordance with the requirements defined in the work package." Ref
17.4.2
C. Incorrect. The 'evaluate a work package' activity is where "the results of a completed work package
should be reported back to the project manager so that progress is clearly visible to the project management
team." Ref 17.4.3
D. Incorrect. The 'notify work package completion' activity is where "just as the work package was
accepted from the project manager, notification of its completion must be
returned to the project manager." Ref 17.4.4The project is the 'managing product delivery' process in
stage 2. Work on the high-level requirements gathering is underway. The team manager has advised
the project manager that the work is progressing to plan and should be completed on time and to
quality for TV, press and social networks.

63. Which practice is being applied by the 'managing product delivery' process?

A. Quality
B. Plans
C. Issues
D. Progress

A. Incorrect. The ‘quality’ practice is applied by the 'managing product delivery' process by
"Develop[ing] the specialized products; Updat[ing] the quality register." Ref 17.7 tab 17.3
B. Incorrect. The ‘plans’ practice is applied by the 'managing product delivery' process by
"Develop[ing] the team plan; Updat[ing] the product register." Ref 17.7 tab 17.3
C. Incorrect. The ‘issues’ practice is applied by the 'managing product delivery' process by
"Apply[ing] the approach how to handle issues within the work package; Updat[ing] issue register." Ref 17.7
tab 17.3
D. Correct. The ‘progress’ practice is applied by the 'managing product delivery' process by
"Develop[ing] checkpoint report." Here, the team manager is reporting progress via a checkpoint report to the
project manager as part of the 'execute a work package' activity: "Report the status of the work package to
the project manager." Ref 17.7 tab 17.3, 17.4.3

64. The project is in stage 2 and the options analysis work package is underway. As work
progresses, a wide range of options have been identified to deliver the campaign. The newly
appointed project manager is unable to give guidance on which options to explore, as advice
from the wider business is needed, including from the Director of Campaigns. The team
manager for the options analysis work package has therefore asked the project board for
regular advice to ensure the options analysed will meet the project objectives.

Is this action appropriate for the ‘execute a work package’ activity, and why?

A. Yes, because the options analysis should be developed in accordance with

the requirements defined in the work package
B. Yes, because the project board should be responsible for ensuring that the options
analysis will achieve the project objectives
C. No, because the options analysis team manager should report regularly on work
package progress to the project manager
D. No, because the project manager should advise the options analysis team manager on
how to proceed, after consulting with the project board

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A. Incorrect. The ‘execute a work package’ activity should “manage the development of the
required products in accordance with the requirements defined in the work package.” However, this
action is not correctly applying the ‘execute a work package’ activity. The team manager should use the
‘execute a work package’ activity, to “take any action required by the project manager”, not directly from
the project board. Ref 17.4.2
B. Incorrect. Although the project board should be responsible for ensuring that the products
will achieve the project objectives, the project board is not involved in the ‘managing product delivery’
process. "The process of directing a project provides a mechanism for the project board to meet its
responsibility for ensuring there is continued business justification without being overburdened by hands
on project management activity." Ref 17, 14.3
C. Incorrect. The team manager should “report the status of the work package to the project
manager.“ However, this does not explain why this action is not correctly applying the ‘execute a work
package’ activity. The team manager should use the ‘execute a work package’ activity to “take any action
required by the project manager”, not directly from the project board. Ref 17.4.3, 17.4.2
D. Correct. This action is not correctly applying the ‘execute a work package’ activity. The
‘execute a work package’ activity should “notify the project manager of any new issues, risks, or lessons
and take any action required by the project manager.” The project manager should use the ‘controlling a
stage’ process to escalate issues and risks to the project board and take corrective action. The team
manager should use the ‘execute a work package’ activity in the ‘managing product delivery’ process, to
“take any action required by the project manager.” Ref 16, 17.4.2

65. The multi-channel campaign has been delivered and the project is in the 'closing a project'
process. The project budget had been increased twice during the course of the project, after
approval by the board of trustees. The project manager is now analysing spend against the
budget to identify how much of this overspend was a result of mis-estimation, approved
changes and management of risk. This information will be used when estimating the budget
for future campaigns.

In the 'closing a project' process which role should be accountable for this action?

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

A. Incorrect. The business should not be involved in the 'evaluate the project' activity. Ref 19.6 tab 19.2
B. Correct. The project executive should be "accountable" in the 'evaluate the project' activity. In this
activity, "Successful organizations learn from experience with projects. When evaluating the project, the
objective is to assess how successful or unsuccessful the project has been. It may also be possible to
improve the estimation for future projects by analysing the estimates and actual progress metrics for this
project. Recommended actions for the project manager: Review the project’s original intent as agreed in the
initiation stage and defined by the project initiation documentation and baselined at that time. Review the
approved changes as defined by the current version of the components of the project initiation
documentation." Ref 19.6 tab 19.2, 19.4.4
C. Incorrect. The project manager should be "responsible" for the 'evaluate the project' activity. Ref 19.6
tab 19.2
D. Incorrect. The senior supplier should be "consulted" for the 'evaluate the project' activity. Ref 19.6 tab
19.2

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 66. The Campaign against Discrimination Project has delivered the 'multi-channel campaign'.
The project is in the 'closing a project' process in the final stage. The project team needs
to review whether the campaign has delivered against expected the time, cost, scope and
quality as defined by the project initiation documentation at the end of stage 1.

In the 'closing a project' process which role should be accountable for this action?

A. Business
B. Project executive
C. Project manager
D. Project assurance

A. Incorrect. The business is not involved in the 'evaluate the project' activity. Ref 19.6 tab 19.2
B. Correct. The project executive should be "accountable for the 'evaluate the project' activity. In
this activity, "it may also be possible to improve the estimation for future projects by analysing the estimates
and actual progress metrics for this project." Ref 19.6 tab 19.2, 19.4.4
C. Incorrect. The project manager should be "responsible" in the 'evaluate the project' activity. Ref
19.6 tab 19.2
D Incorrect. Project assurance should be "consulted" in the 'evaluate the project' activity. Ref 19.6 tab 19.2

67. During stage 2, a national TV channel ran a series of programmes on the increasing
discrimination against the homeless and refugees. This TV series was unconnected to the
work being carried out by NowByou. As a result of this TV series, the project manager
reviewed the impact that the Campaign against Discrimination was forecast to have. It was
identified that there would be a smaller increase in awareness of discrimination, but the
increase in NowByou brand recognition was forecast to be greater than originally expected.

In which activity should this be recorded during the ‘managing a stage boundary’ process,
and why?

A. Prepare exception plan, because the project board should request a replacement plan
to manage a change to project viability
B. Prepare exception plan, because the project log and project initiation documentation
should be updated to reflect the revised benefits forecasts
C. Update the business case, because the benefits management approach should reflect
the revised benefits forecasts
D. Update the business case, because the project board should understand the risks to
achieving the forecast benefits

A. Incorrect. “Exception plans are requested by the project board in response to an

exception report.” However, this situation is a change to the benefits which would require an update to
the benefits management plan using the ‘update the business case’ activity. Ref 18.4.4, 18.4.2
B. Incorrect. In the ‘prepare exception plan’ activity, the actions are “to update the project
log to record the project board’s request for an exception plan and review and (if required) update the
project initiation documentation.” However, this situation is a change to the benefits which would
require an update to the benefits management plan using the ‘update business case’ activity. Ref
18.4.4, 18.4.2
C. Correct. “Projects do not take place in a static environment. The environment external to
the project changes, as does the development of the project product. The business case needs to
reflect these changes and must be reviewed and amended to keep it relevant to the project.” The
‘update the business case’ activity will “update the benefits management approach with the results
from any benefits management actions undertaken during the stage” and “revise the business case
and, if necessary, the benefits management approach, ready for project board approval.” Ref 18.4.4
D. Incorrect. In the ‘update the business case’ activity the project manager should “assess
the project’s risks using the project log to ascertain the aggregated risk exposure for the project and
38 PRINCE2® 7 Practitioner | Sample Paper 2 | Copyright© PeopleCert International
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identify the current key risks that affect the business case.” However, this situation is a change to the
benefits forecasts which would require an update to the benefits management plan using the ‘update
the business case’ activity. Ref 18.4.4

68. The project is in stage 3. The implementation of the chosen option is going to take longer
than planned, meaning that the stage will exceed its time tolerance. The project board has
asked the project manager to provide a summary of what work has been completed to
implement the chosen option, and what remains to be done, before approving the exception
plan already submitted.

Which practice is being applied by the 'managing a stage boundary' process when the
project manager produces this summary?

A. Organizing
B. Progress
C. Issues
D. Quality

A. Incorrect. The ‘organizing’ practice is applied by the ‘managing a stage boundary’ process by
"Project team performance, health and wellbeing are reviewed for input to lessons learned and the end stage
report." However, this should not focus on the work left to be completed. Ref 18.7 tab 18.3
B. Correct. The ‘progress’ practice is applied by the 'managing a stage boundary' process by "The end
stage report is created and issued." The project board has requested an end stage report to support the
exception plan. In the 'evaluate a stage' activity, "The results of a stage should be reported back to the
project board so that progress is clearly visible to the project management team. The project manager gives
a view on the continuing ability of the project to meet the project plan and business case and assesses the
overall risk situation. This activity should happen as close as possible to the actual end of a stage.
Recommended actions for the project manager: Prepare an end stage report for the current stage." Ref 18.7
tab 18.3, 18.4.5
C. Incorrect. The ‘issues’ practice is applied by the 'managing a stage boundary' process by "The issue
register is reviewed to close out current stage issues or follow-on actions, to add or update issues for the next
stage, and to provide input to the end stage report. The issue management approach is reviewed and
updated if required." Ref 18.7 tab 18.3
D. Incorrect. The ‘quality’ practice is applied by the 'managing a stage boundary' process by "The quality
register is checked to confirm the required quality activities for the stage have been performed and to provide
input to the end stage report." Ref 18.3

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 69. The project is in the final stage. The project manager has reported to the project board that
the 'implementation of chosen option' is going to take longer than planned, and the stage
will exceed its time tolerance. The project board has asked the project manager to replan the
remainder of the stage. In addition, the project board would like a summary of what how
much of the multi-channel campaign has been implemented and what is left to be
completed.

During which activity of the 'managing a stage boundary' process should the project
manager produce this summary?

A. Prepare exception plan

B. Evaluate the stage
C. Request next stage
D. Update the project plan

A. Incorrect. In the 'prepare exception plan' activity "if a stage or the project is forecast to deviate
beyond its agreed tolerances, it no longer has the approval of the project board. Exception plans are
requested by the project board in response to an exception report. Although an exception plan will be
produced prior to the planned stage boundary, its approval by the project board marks a stage boundary for
the revised stage." Ref 18.4.4
B. Correct. As part of the 'evaluate the stage' activity "the results of a stage should be reported
back to the project board so that progress is clearly visible to the project management team." And the project
manager should "prepare an end stage report for the current stage. In case of an exception plan only when
this is required by the project board." According to the 'progress' practice an end stage report should be used
"to give a summary of progress to date, the overall project situation, and sufficient information to ask for a
project board decision on what to do next with the project." Ref 18.4.5, 11.6
C. Incorrect. In the 'request next stage' activity the project manager should "Brief the project board
about the performance of the current stage, an overview of the next stage, the people and resources
required, and conform readiness to proceed." However, the end stage report should have been produced in
the 'evaluate the stage' activity. Ref 18.4.6
D. Incorrect. In the 'update the project plan' activity "the project plan is updated to include actual
progress from the stage that is finishing, and to include forecast duration and costs from the exception plan or
stage plan for the stage about to begin." The end stage report should not be produced in this activity. Ref
18.4.2

70. During the final stage, a consumer research company has been contracted to assess
whether the public has a higher awareness of discrimination against marginalized groups
and of the work carried out by NowByou as a result of the campaign. The multi-channel
campaign has now been delivered and the project is in the 'closing a project' process. The
senior user has been given responsibility for ensuring that these assessments are planned
appropriately by the research company.

Is this an appropriate application of the 'confirm project acceptance' activity, and why?

A. Yes, because the senior user, as the customer, should take ownership of the
delivered multi-channel campaign after the project has closed
B. Yes, because the project manager should involve the senior user in checking the
planned post- project benefit reviews, if required
C. No, because the project manager should be responsible for updating the benefits
management approach during the ‘closing a project’ process
D. No, because the project manager should have updated the benefits management
approach during the ‘managing a stage boundary’ process

A. Incorrect. It is true that the ‘confirm project acceptance’ activity is where “the project’s
product(s) must be passed to an operational and maintenance environment prior to the project
closure. This may happen as a single release at the end of the project, or the project approach may
include phased delivery where products are delivered in several releases.” However, this does not
40 PRINCE2® 7 Practitioner | Sample Paper 2 | Copyright© PeopleCert International
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explain why the senior user should be involved in checking the benefits management approach.
Ref 19.4.3
B. Correct. “It is not a project activity to undertake benefits reviews post-project, only to
plan for such benefits reviews to occur.” It is true that "the project manager is responsible for the
creation of all new management products” in the ‘closing a project’ process, “but may delegate
work to others provided overall responsibility is retained”. In addition, “the checking that post-
project benefits reviews are planned to take place may be undertaken by the senior user in the
‘confirm project acceptance’ activity”. Ref 19.4.3, 19.5.2
C. Incorrect. It is true that “The project manager is responsible for the creation of all new
management products” in the ‘closing a project’ process, “but may delegate work to others
provided overall responsibility is retained”. However, “checking that post-project benefits reviews
are planned to take place may be undertaken by the senior user in the ‘confirm project acceptance’
activity.” Ref 19.5.2
D. Incorrect. it is true that the ‘managing a stage boundary’ process will “revise the
business case and, if necessary, the benefits management approach, ready for project board
approval.” However, the project manager should also update the benefits management approach
during the ‘closing a project’ process, if necessary. Ref 18.4.4

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 Notes

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Notes

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