Free PRINCE2 Project Management Foundation (Version 7) practice test: 30 questions with answers

Continued business justification requires the business case to be checked throughout the project, so a project that no longer makes sense can be stopped. Manage by exception concerns escalation when tolerances are forecast to be exceeded, Focus on products concerns defined outputs and quality, and defined roles concerns who makes decisions.

Manage by stages divides the project into stages, with a Project Board decision at each stage boundary. Learn from experience, Tailor to suit the project environment and Focus on products are other principles and do not define stage-based control.

Manage by exception means the Board sets tolerances and intervenes only when a forecast breaches them, so routine variances stay with the Project Manager. Manage by stages is about dividing work into stages, not about thresholds, and the other two principles are not triggered by tolerance limits.

Focus on products requires the expected outputs, their quality criteria and their acceptance to be defined before work starts, and that is missing here. Tailoring, managing by stages and learning from experience are real principles, but none of them is the one this scenario neglects.

The risk practice deals with uncertainty: threats and opportunities are logged with owners and responses. Progress covers tracking performance against plans, Organizing covers roles and governance, and Quality covers standards and checks for products.

The issues practice handles requests and issues that could alter the baseline, including impact assessment and decisions by a change authority. Business case, Plans and Quality are real areas, but they do not govern how a change request is recorded and decided.

The quality practice covers defining quality expectations and checking products against them. Recording change requests belongs to the issues practice, and tracking costs against budget belongs to the progress and plans areas.

The organization practice defines the project's structure, roles and responsibilities. Progress covers tracking performance, Business case covers justification and benefits, and Risk covers uncertainty, so none of those describes the governance structure.

Starting up a project is the pre-project process that checks whether the project is viable and prepares the project brief for initiation. Managing product delivery covers work package execution, Directing a project covers Board governance, and Closing a project ends the project.

Managing a stage boundary covers planning the next stage, updating the business case and risk register, and reporting the end of the stage. Controlling a stage covers day-to-day monitoring within a stage, while Initiating a project and Closing a project happen at the start and end of the whole project.

Closing a project covers product handover, the end project report, lessons and follow-on recommendations, and the Board's confirmation of closure. Directing a project is the Board's ongoing governance, Initiating a project happens at the start, and Managing product delivery covers creating individual products.

Managing product delivery covers accepting, executing and delivering work packages. Approving the closure report belongs to Closing a project, and preparing a business case for a future project sits outside this process.

The Executive is the single person accountable for the project and its business case on the Project Board. The Senior User represents the people who will use the product, the Senior Supplier represents those providing resources, and the Project Manager runs the project day to day.

The Senior User represents user interests and specifies outcomes and acceptance from the user's viewpoint. The Team Manager manages work packages, Project Support provides administrative services, and Project Assurance gives the Board an independent check on the project.

The Project Manager runs the project day to day within the Board's tolerances and produces stage plans and progress reports. Business case ownership sits with the Executive and the Board, and daily management of work packages belongs to Team Managers.

Project Assurance gives the Board an independent check that controls are being followed, and it is held by Board members on the Board's behalf. Project Support provides administrative services, the Senior Supplier represents those providing resources, and the Team Manager runs work packages.

Early sharing of roles, skills and working preferences builds mutual understanding and trust, which helps a team work well together. The other options are wrong because a kick-off does not replace the plan, does not remove the need for progress meetings, and does not set approval limits.

A private conversation finds out the cause of the drop in performance and lets the Team Manager agree practical support. Removing the person or reporting them to the Board skips this step, and reassigning work without discussion ignores the person's situation.

A skills matrix records the abilities of each person, which helps the Project Manager allocate work packages to suitable people. It is not a pay or seniority tool, a communication plan, or a risk register.

Asking each person for the underlying concern and agreeing criteria before choosing an option is a structured way to resolve conflict within a team. The other options avoid the disagreement, skip discussion, or delay a decision that the stage needs.

A tolerance is the allowed range of deviation that the Project Board sets for a plan's time, cost, scope, quality, risk and benefit. Penalties, team size and risk cost totals are not what a tolerance means.

When a forecast breaches a tolerance, an exception report goes to the Project Board, which decides how to proceed. Hiding the deviation, absorbing it quietly or waiting until the stage ends leaves the Board uninformed.

Sustainable decisions consider environmental and social effects over the product's whole life, not only the upfront cost. The other options ignore long-term energy use, postpone review until it can no longer change the decision, or limit checks by budget rather than by impact.

Benefit tolerance concerns whether the outcomes the project was intended to achieve are still expected, which is what the Board is reviewing. Scope, quality and risk tolerances concern what is delivered, how well it performs and uncertainty, and the scenario does not describe any of those as the issue.

One controlled, shared source with version control keeps the Board's figures consistent and traceable. Separate copies, stopping the records or sending one person's copy only cause the inconsistency or hide information.

The Project Board makes decisions based on the information it receives, so accurate and timely data are essential. Data quality does not guarantee outcomes, does not remove the need for risk management, and is not only needed at closure.

Limiting collection to what is needed, securing it and complying with data protection rules is responsible data management. Collecting extra data, sharing it widely or keeping it indefinitely each create avoidable risk.

Tailoring means adapting how the framework is applied to the project's size, risk and environment while keeping its principles. Dropping the principles or governance, or demanding full exemption from reporting, removes controls rather than tailoring them.

A communication plan sets out the information, audiences, frequency and channels so that stakeholders receive what they need. It is not a risk list, a pay tool, or a substitute for engaging stakeholders.

Tailoring adapts the amount of documentation and reporting to the project's size, complexity and risk. It must not remove governance such as Board approval, issue recording or stage boundaries.