PRF Practice Questions

When a project is part of a programme, it does not operate in isolation. The programme will have its own governance structure. The project's organization must be designed to fit within this structure. This often means programme-level roles (like the Programme Manager) may take on some of the duties of the project's Executive, and programme-level strategies (for communication, risk, etc.) will be adopted by the project.

The Chair is responsible for the overall conduct of the quality review meeting. They ensure that the review stays focused, all reviewers have a chance to contribute, and a clear decision is reached (complete, conditionally complete, or incomplete). This role is independent of the Producer (creator of the product) and the Reviewers.

The Business Case documents the justification for the project, including the expected benefits. The Benefits Management Approach provides the detailed plan for how those benefits will be tracked, measured, and ultimately realized, both during and after the project. It essentially describes the 'how' for the 'what' promised in the Business Case.

False. The Project Board consists of the Executive, Senior User(s), and Senior Supplier(s). The Project Manager reports to the Project Board and is responsible for the day-to-day management of the project on their behalf, but is not a member of the board itself. This maintains a clear line of authority and accountability.

This scenario describes a product that meets its technical specification but is not 'fit for purpose'. The quality criteria in the Project Product Description were likely focused on technical aspects (e.g., 'processes transactions in <2 seconds') but missed crucial non-functional, usability-focused criteria (e.g., 'a new user can complete a standard transaction with <5 minutes of training'). Effective quality criteria must cover all aspects that determine if the product will deliver the expected benefits.

The 'Manage by stages' principle requires that a PRINCE2 project is planned, monitored, and controlled on a stage-by-stage basis. Even for a short project, there must be at least two stages: the initiation stage and at least one management stage. This provides the Project Board with control points to assess viability. Tailoring would involve having very few, short stages, not eliminating them entirely.

The 'People' element in PRINCE2 7 emphasizes that successful projects are delivered by people, not just through processes. A key role of the Project Manager is to lead and support the team by creating a positive and collaborative culture, managing relationships, and ensuring effective communication.

This is the correct PRINCE2 approach. The conflict represents an 'issue', specifically a 'Request for Change'. The Project Manager should not make a unilateral decision. Instead, they must use the formal issue and change control procedure to assess the impact of the change on all project constraints and the Business Case. This provides the Project Board (Change Authority) with the necessary information to make an informed decision, thereby resolving the conflict through a defined process.

The 'Continued business justification' principle is at risk because the original benefits are no longer achievable, making the Business Case invalid.

The 'Define roles, responsibilities, and relationships' principle is also in conflict. The corporate sponsor is acting outside the defined governance structure by insisting the project continue without a valid Business Case, undermining the authority and responsibility of the Project Board to stop a non-viable project.

A PRINCE2 product (which can be a management or specialist product) is defined with a detailed Product Description. This description includes its purpose, composition, derivation, format, and, crucially, the quality criteria against which it will be assessed. A simple 'deliverable' may not have this level of formal definition and quality specification.