PRF PRINCE2 Foundation Questions and Answers

Project Manager

Executive

corporate or programme management organization

Supplier groups

A measurable improvement that is perceived as an advantage by one or more stakeholders

The reason for the project

The result of the change derived from using the project's outputs

The project's specialist products.

Management strategies

Plan

Stakeholder interests

Time-driven controls

producing an achievable Project Plan

preventing poorly-conceived projects from ever being initiated

obtaining approval from all stakeholders

setting up the required project controls

Team Plan

Stage Plan

Work Package

Product Description

Plans

Progress

Organization

Quality

Defined roles and responsibilities

Learn from experience

Manage by exception

Focus on products

Summarize progress to enable the Project Board to decide what action to take next

Summarize how the project performed against the version of the Project Initiation Documentation used to authorize it

Provide the detailed analysis of a deviation and offer options for the way to proceed

Provide a plan for the next stage of the project

Progress

Change

Organization

Quality

Quality Management Strategy

Quality Register

Product Description

Project Product Description

Maintaining the documentation that records the approval of products

Checking that the project's direction and management are adequate for the nature of the project

Obtaining acceptance of the project product from relevant stakeholders

Implementing the relevant quality methods and responsibilities

Define the period over which the cost-benefit analysis will be based

Describe how to measure the performance of the project's products in operational use

Define the scope, timing and ownership of the benefit reviews required

Describe how to measure and confirm any benefits that are to be realised after the project is closed

Establish a method for the implementation of continuous improvement during the project

Identify, assess and control problems that have occurred

Provide the Project Board with a time-driven control to capture all project risks

Establish a cost-effective procedure to identify, assess and control risks

1, 2, 3

1, 2, 4

1, 3, 4

2, 3, 4

To cover initiation, specialist work and exception situations

To provide appropriate detail to each of the different levels of management within the project

As an allowance for initiation, product delivery and project closure

To match the different aspects of the product-based planning technique

1, 2, 3

1, 2, 4

1, 3 ,4

2, 3, 4

Executive

Senior User

Senior Supplier

Project Manager

How the project's products have performed when in operational use

The effectiveness of the project strategies

The progress of the project against its plans

The suitability of the project management team structure and membership

Project Plan

Communication Management Strategy

Project Brief

Project Product Description

Establish how the project will ensure that all products created meet their requirements

Establish quality assurance to maintain the quality management system

Identify all the products of the project to ensure the scope has been adequately defined

Determine the communication needs of the organization's quality assurance function

Identify responses to risks documented in the Business Case

Gather information about the project environment and objectives

Identify the roles to be involved in risk management activities

Identify uncertainties that may impact on the delivery of the project objectives

Controlling a Stage

Managing a Stage Boundary

Managing Product Delivery

Directing a Project

Capture lessons from previous projects

Ensure that there is a common understanding of the starting point for the project

Confirm that the Project Plan is able to deliver the Business Case

Define the quality techniques and standards to be applied during the project

Project Manager

Project Support

External project stakeholders

Project Board

Project mandate

Checkpoint Report

Exception Report

End of a stage

An undertaking that consists of at least two management stages

A description of what must be delivered in order to gain acceptance

The total of a plan's products

A temporary organization that is created for the purpose of delivering business products

Identify who will be responsible for creating the Project Plan

Agree how the project will be monitored and controlled after initiation

Authorize the Project Manager to proceed with the initiation stage

Agree how issues and changes will be identified, assessed and controlled

costs

risks

benefits

issues

Timeframe within which the risk might occur

The trigger that occurred giving rise to the risk

The effect of the risk on the delivery of project objectives

How likely the risk is to occur in a given project situation

Authorize the final stage of the project

Confirm that all benefits defined in the Business Case have been achieved

Recognize whether objectives set out in the original Project Initiation Documentation have been achieved

Delegate day-to-day management of the end of the project to the Project Manager

The Project Board is responsible for determining the priority of all issues

Direction is required on the best response for preventing the issue from occurring

The issue is forecast to cause a deviation beyond stage tolerance and advice is required

Escalating issues is a means of providing the Project Board with a regular update on their status

An organization's unique attitude towards risk-taking

The risks to the expected benefits

A common set of risk categories, risk scales and evaluation techniques

The budget set aside for potential changes to the scope of the project

Product Description

Work Package

Project Initiation Documentation

Stage Plan