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

Continued business justification requires the business case to be reviewed throughout the project, so the project continues only while it remains viable and desirable. Manage by exception concerns tolerances, focus on products concerns outputs and quality, and tailoring concerns adapting the method, so none of them directly tests ongoing viability.

The learn from experience principle asks teams to record lessons in a log and review them so they can be applied to later stages and projects. The other principles address stage control, organisational clarity and tolerance-based escalation, not the reuse of lessons.

Focus on products requires products and their quality criteria to be defined before work starts, which prevents rework caused by unclear requirements. Tailoring, business justification and management by exception are real principles but do not address defining outputs before building them.

Tailoring means adjusting the method, including its products and processes, to suit the project's context, so a small low-risk project can use less documentation. The other principles describe stage control, role clarity and lessons, none of which justifies removing products.

The risk practice covers identifying, assessing and planning responses to uncertainty, including logging risks in the risk register. Quality, progress and issues are separate practices that address standards, performance tracking and change control respectively.

A product description defines what a product is for, what it contains, its format and the criteria it must meet, which forms the basis for quality checks. The other options describe tolerance records, work package content and the risk register respectively.

The project plan is the high-level plan for the whole project, covering products, timescales, costs and tolerances. The daily log, lessons report and highlight report each serve other purposes and do not give the full project-level view.

The quality register holds a summary of the quality management activities planned and performed, together with their dates and results. The risk register, daily log and highlight report hold risk, informal and progress information respectively.

Directing a Project covers the Project Board's decisions, including authorising the project and each stage. The other processes prepare the project, create the initiation documents or control day-to-day work within a stage.

Managing a Stage Boundary is where the Project Manager plans the next stage, updates the business case, risks and plans, and reports the end of the stage to the Project Board. Authorising work packages belongs to Controlling a Stage and handover to Closing a Project.

Closing a Project covers handover of products, release of resources and the recommendation to close, which fits the scenario. Managing Product Delivery and Controlling a Stage cover work during a stage, and Directing a Project covers Board decisions rather than closing activities.

Starting up a Project is the preliminary process in which the Executive and Project Manager are appointed, the outline business case and project brief are prepared, and the initiation stage is planned. The other processes apply to later parts of the project's life cycle.

The Change Authority can be given delegated authority by the Project Board to approve or reject change requests within agreed limits. Project Assurance checks interests on the Board's behalf, Project Support provides administrative services, and Team Managers deliver products, so none of them is the right delegate for change decisions.

The Executive is the Project Board member who is ultimately accountable for the project, including keeping the business justification valid. The Project Manager runs day-to-day management, the Senior Supplier provides supplier resources and the Senior User represents the users.

Project Assurance gives independent checks for the Project Board, covering business, user and supplier assurance. Writing work packages is a Project Manager task, approving tolerances and budgets belongs to the Project Board, and maintaining logs and configuration libraries is a Project Support task.

The Senior Supplier represents the interests of those who design and build the products and commits supplier resources to the project. The user acceptance role belongs to the Senior User, daily management to the Project Manager, and administration to Project Support.

Bringing the people together to explore views and agree the product's criteria is the collaborative first step, and keeps the decision grounded in agreed requirements. Escalating immediately, imposing a decision by seniority or delaying the issue until testing each skip the attempt to resolve it within the team.

Clear roles and responsibilities reduce duplicated effort and gaps in ownership, which is the point of the defined roles principle. The other options wrongly suggest that monitoring, product choice or Board review can be dropped.

A one-to-one conversation lets the manager find the cause of the change and agree support, which is the collaborative and motivating response. The other options sideline the person, misuse the lessons log or address the whole team when the problem is with one individual.

Shared goals, open meetings and clear roles all help a team collaborate and stay accountable. Hiding responsibilities and restricting all communication to written reports both weaken collaboration and clarity.

Recording energy use and disposal in the business case and in the product quality criteria builds sustainability into decisions from the start. The other options postpone or exclude environmental impacts, which conflicts with considering them throughout the project.

A risk about supplier labour practices is a social and governance risk that could cause reputational harm, so it belongs in the risk register. The other items concern scheduling, logging and governance administration rather than sustainability.

Environmental and social criteria in product descriptions, and recording sustainability impacts in the business case reviewed at stage boundaries, both build sustainability into ongoing decisions. The other options postpone sustainability or ignore it in favour of cost alone.

Online workshops where they work well reduce travel impact, and recording that impact in the business case keeps the trade-off visible to decision makers. The other options ignore environmental impact, drop the decision forums or protect budget at the expense of sustainability.

One controlled set of logs in a shared digital tool, with a single owner and a version history, keeps the information consistent. Printing or personal copies create more versions, and storing logs on a personal device adds risk without fixing the consistency problem.

A single source of truth keeps decisions consistent because everyone works from the same current information. Skipping report reviews, dropping quality criteria and choosing systems only on cost are each wrong for different reasons.

Collecting only the data needed, restricting access and setting a deletion date are standard practice for handling personal data responsibly. The other options expose the data publicly or internally without need, or keep it longer than necessary.

Tailoring means giving each audience the level of detail and format it needs, so sponsors receive an impact summary while leads get the technical detail. Identical documents, verbal-only sharing or waiting until the end each fail to meet the needs of one group or the other.

Tailoring the communication approach means adapting how often the project communicates, in what format and with what content, to suit its size, complexity and stakeholders. The other options describe fixed templates, excluding stakeholders or never changing the approach, all of which contradict tailoring.

Highlight reports should give the Project Board concise progress, risk and issue information in a format the Board has agreed. Adding detail, sending the same report more often or reporting only on exceptions each fail to meet the Board's need for a concise, agreed summary.