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Crammin
Licensed for individual use without fee. A commercial licence (License@logicalmodel.net) removes this note: Please report unlicensed use & share in fees levied
Everything you need to pass the exams is within these pages

Read this section NOW so you know the work-load
This is the exam cram guide
This is about how you answer the exam questions
Id offer you good luck but what you need is application not luck
To pass the exams first accept it takes work

Then: start by understanding the basic rhythm of start middle end,
of direction, management and delivery, of plan, execute and adjust
Then add detail like A19-Project Brief containsis created byin

activity
The combination of the depth and rigour of these materials and your
attention to the work required is all you need
For the exam there is a lot of detail
When your organisation wants to use PRINCE2 for real you

will need your boss, your team and everyone else to
understand how to fulfil their roles
Achieving that is hard and has ZERO to do with exams
That is where we can help
Come back to us for a non-exam focus if you ever want to create

real capability to use PRINCE2
Logical Model Ltd +44 (0) 845 2 57 57 07
Section: 1 Page i
"The Swirl logo is a Trade Mark of the Office of Government Commerce"

LogicalModel Ltd 2011, P2:2009 5th Ed 1st Imp, Format: Hdrs, Vn:22 Assessed OTE Free p2@LogicalModel.Net
LogicalModel Ltd 2011
Mostly it is not about running projects in real, politically rich workplace contexts (free sources of that guidance are on our web-site)
It isnt about tasks done out of sequence, incompletely or to
unrealistic constraints such as dates set by sales people
PRINCE2 Practitioner
Completing this guide BEFORE
the exam course isnt fool-proof,
but is very close to an assured
pass )
Turning up unprepared is foolish
and avoidable. It is possible to
pass without preparation but
risky and rare
Section:1
Pre Course
Preparation
Guide
Over the page tells you how to

start
en h
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Section: 1 Page ii
Step 1 takes 5 mins to read the

next few pages-DO IT NOW!
Depending on your approach and
study speed the whole guide could
take 2 or more weeks to complete
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Read Me First!
Study Resources
Simple steps to success!

Your first step (reading this introduction) takes 5 minutes to
read (DO it NOW!) plus 10mins to copy the diagram overleaf
You may have 2 sets of resources: These notes and the
PRINCE2 Official Manual (OM) the Big Grey-Blue book**.
There are two exams involved in achieving the PRINCE2

Registered Practitioner qualification
**If your doing our course then you will have the official manual
Studying them could take 15 to 30 hours or more (or less!
depending on your learning style and comfort levels)
The first is a 1hr multiple choice confirmation of your knowledge of

the oms contents: It is entirely fact based & closed book!
The second is a 2 hr open-book objective test which uses more
complicated multiple choice questions to test supplicants ability to
apply PRINCE2 to a scenario.
This section 1.1 guides you in checking-out the resources I

supply
This is Section 1, Part 1 Page 1 or S:1.1.1. The next few pages of

this part S:1.1.3 onwards describe the study resources & your
study steps. Page S:1.1.9 is a diary for you to establish your study
schedule targets (mile-stones and inch-pebbles along the journey)
Page S:1.1.10 is a template to cross-reference activities & major
products. Complete it as you study (or see S:3.1 where I provide a
more comprehensive version you should still write out by hand
the template on page S:1.1.10 if you want to pass the exam)
After reading Section:1.1 the next step is to read the PRINCE2
overview in S:1.2 and then the larger task is the slides in
Section:2. The denser diagrams are presented A4 in S:3.2
These complex diagrams are also downloadable as animated build-ups

from the web-site
If you received these materials on paper then you might want to
download the book-marked PDF of this document. If you have the PDF
I assume youll print at least the exam answer templates and a few
other parts as implied as we proceed
S:1.1.1
Over the page:
1st PRINCE2 Model

Whole World On A Page
Read all of S:1 then use the whole of the inside front
cover of the om to hand-draw the above in landscape
layout*
Write-out each activity name and leave space for
products created, roles involved, major steps
Browse S:3.1 to gauge the details that may be added as you

study (Your own hand-made notes will aid recall)
The placement of the sub-processes in the diagram

above is significant for a logical description of how
activities interact, and will be used throughout the course
notes
Best to start with just names. Draw the boxes last
S:1.1.2
PRINCE2 is made up of 7 Processes that contain 40 activities, 7 themes, 7 principles, 2 Techniques, 26 document
LogicalModel
2011, P2:2009
Format:
Hdrs,you
Vn:22
Assessed
OTE notes
Free p2@LogicalModel.Net
templates andLtd
9 management
roles:5thAllEd
will1stbeImp,
explained
when
get into
the course
in S:2
*The exam rules state Reference to the candidates own annotated PRINCE2 manual is permitted during the exam. No additional
support material is permitted; this includes post it notes (other than tabulation of the sections of the manual) and stapled sheets.
Step 1
Study Resources
Section:2 (S:2) of this binder contains slides designed

to make reading the OM less important (irrelevant?)
Slides that are definitive reference resources are in larger
layout in Section 3.2 They demand a second, third, even
fifth look after you have read section 2
You greatly improve your chance of exam success by
studying S:2 and the exam questions provided in S:4 and
S:5 and maybe the official manual prior to the course
The official manual is the definitive statement. It is

also fragmented in its treatment of each topic, it rarely
gives insight into how the bits form a whole and uses
10 words where 5 would do. For some people wordy
means accessible, for others fragmented means
frustrating
S:1.1.3
Over the page:
S:2 is terse. It is condensed and consolidates each topic

into one place. Something relevant to two contexts is said
in each, but always with the minimum words.
Terse may equal hard at the start
The materials in S:1.2 give you a quick-start to
assimilating the method. S:1.2 summarises the whole
manual. S:1.2 is intended to provide a bridge from no
knowledge to reading Section:2 without having to read
327 pages of official manual first. For some this means
the manuals greatest value is as allowable note paper in
the exam!
S:2 notes and S3.1 reference materials will be hard going
if you do not draw-out the template and read S:1.2 (or the
official manual first)
Step 1 Cont.
Study Resources
S:2 notes provide over-views that link all the bits, but
they are not allowed into the exam (unless written into
your OM.)
S:1.1.4
Over the page:
Foundation questions often require recognition of quotes

from the manual (The exam checks you know its
contents) so the notes in S:2 retain much of the phrasing
from the official manual that occurs in exam questions
The Reference Materials and sample questions also
support your rapid gaining of the required degree of
recognition
Step 1 Cont.
Study Resources
First you should skim all the materials - eye-ball each

page, just quickly this time less than a second per
page! Get structure, dont try to read any detail yet
Section 1.1 & 1.2
Section 2 is the
These Pre-Course notes

Course Notes
Links direct to key items-PDF Only

Reference Materials
Sample questions: P2 Foundation
Sample questions: P2 Practitioner
Section 3-QuickLinks
Section 3.1 and 3.2
Section 4
Section 5
So skim S:1 & S:2 now, serially, in 5 minutes or less!

DONT get bogged down into detail until you see the
whole (Section 1.2 gives you the whole, but lacks detail
while Section 3.1 is just the detail but is too terse to
grasp at 1st sight)
Each syllabus chapter in section 2 (S:2) is matched to
relevant sample questions in Section 5 (S:5)
The study materials provide many consolidated views

of the PRINCE2 method that will be useful in the
exam BUT you are not allowed to take them with
youunless
you may take the PRINCE2 manual into the exam &
you may hand-write your own notes on the manual
(YOU MAY NOT stick/ staple/ glue etc anything into the
manual if you want to take it into the exam)
S:1.1.5
Over the page:
Step 1 Cont.
Study Resources
Reading each chapter of the course notes (Section 2) is fairly

quick, they contain bullet points not paragraphs and the print
is (mostly) large fonts. S:1.2 should give background to
assimilate S:2. If not then read the om instead!
Expect to read S:2 more than once.

once First time through be quick,
focus on early pages, gain an appreciation of PRINCE2s
structure and intent. Look for who is involved and the information
flows. Weave process names into a sentence in the order they are
used. I.E. ignore the details of what is in which document, the
inner workings of processes etc. Focus on these second time
through
Third-time through may be the time to transcribe the key summary

diagrams to blank parts of the om and try linked exam questions
Section 3 is Reference and revision materials
In Section 4 are the mock foundation papers. The sample

questions in S:4 are in the format of the live exam
You should practice the questions repeatedly until scoring well.

There will be an overlap between them and the live questions as
everything is based on the syllabus and the official manual.
IE the syllabus means live-questions will test the same thing as
the mocks. Mostly just the order of the words will change
S:1.1.6
and onward
PRINCE2 is a Trademark of the Office of Government Commerce
During the course we will discuss all the course notes. You will be
able to make notes & copy simplified process models to your
PRINCE2 manual. Copying the complex references is
impractical during class: homework perhaps
Step 1 Finished
Study Resources
In Section 5 are sample PRINCE2 Practitioner level

questions
At the end of each chapter of S:2 you might like to do the relevant
sample questions in S:5 on the material just covered! We will do
these questions in the course. There is no harm if your preparation
includes trying them too!
The course notes remind you to access our eMail support prior to
the course. Drop us a mail to let us know how you are progressing
towards being ready for the course (If you havent subscribed to
one of our courses and still want support let us know and we can
discuss options)
Now you have a birds-eye view of the study materials start

thinking of the schedule to cover it all
Send an email now to say you have started preparation & I will
send a suggested revision diary to match the 20 mile stones in the
diary (See S:1.1.9.) Whether youve bought a course or not!
email us at prince2@LogicalModel.Net to acknowledge that

you have started preparations
To stand a realistic chance at the live exams you should

have at least been through Section:2 study notes,
preferably be scoring well in foundation and practitioner
questions and maybe also read the official manual
We will use the study notes and the Sample Exam questions
during the course
You have already COMPLETED step 1 !!
Small celebration?!
Next step is explained overleaf
S:1.1.7
Over the page:
Starting Studying
in Earnest
Step 2: Work through S:1.2 it wont take long either

Then work through S:2 - the course notes - as soon as
possible. There is a contents page at the start of S:2
As you look through S:2 and its contents page estimate
the work-load & assess your available time. Consider the
required work-rate to complete studies in a timely manner
Create a study schedule using the template overleaf.
Build up the schedule as you better understand the
resources available and the task at hand
Reviewing study material should be regarded as iterative,
quick first pass, get structure from your second pass,
absorb details third pass, focus on your disconnects &
confusions fourth pass
The initial slides of S:2 describe your end point: the

exam, the entirety of PRINCE2 (albeit with scant
details) and key concepts.
S:1.1.8
If you read the OM I recommend reading all the Purpose

sections of the 7 themes & Purpose, Objectives and
Context of the 7 processes before reading anything else.
It means you cover the breadth before the depth. These
parts of the manuals are where the exam questions are
drawn from.
Create a
Study Schedule
Set your-self a schedule of achievements between now and your exam date that
recognise the time you can realistically make available, the time that you feel you need
to absorb the volume of information and your personal focus on succeeding
1st skim of the paper materials. Date completed:
I reviewed the full material set on:
I started/ finished setting my realistic schedule in place:
Achievement Event
Target Date
1 Read section 1.2
NOW!
Completed
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
20
S:1.1.9
19
Process Matrix
12.4.1 Appoint the Executive and the Project Manager

12.4.2 Capture previous lessons
12.4.3 Design & appoint the project management team
12.4.4 Prepare the outline Business Case
12.4.5 Select project approach & assemble Project Brief
12.4.6 Plan the initiation stage
14.4.1 Cr. Risk Management Strategy
14.4.2 Cr. Configuration Management Strtgy

14.4.3 Cr. Quality MS
14.4.4 Cr. Communication MS
14.4.5 Set up the project controls
14.4.6 Create the Project Plan
14.4.7 Refine the Business Case
14.4.8 Assemble the Project Initiation Documentation
15.4.4 Review stage status
15.4.5 Report highlights
15.4.6 Capture and examine issues and risks
15.4.7 Escalate issues & risks
15.4.8 Take corrective action
15.4.1 Authorize a Work Package
15.4.2 Review Work Package status
15.4.3 Receive completed Work Packages
13.4.1 Authorize initiation
13.4.2 Authorize the project,
13.4.3 Authorize a Stage or Exception Plan,
13.4.4 Give ad hoc direction,
13.4.5 Authorize project closure
17.4.1 Plan the next stage
17.4.2 Update the Project Plan
17.4.3 Update the Business Case
17.4.4 Report Stage End
17.4.5 Produce an Exception Plan
18.4.1 Prepare planned closure
18.4.2 Prepare premature closure
18.4.3 Hand over Products
18.4.4 Evaluate the Project
18.4.5 Recommend project closure
17.4.1 to 5 Team Planning
16.4.1 Accept a Work Package
16.4.2 Execute a Work Package
Process list is exhaustive

Product list restricted to Apdx-A items
(sort-of
grouped by use/ timing)
A13-Issue Report
A10-Exception Report
A14-Lessons Log
A15-Lessons Report
A8-End Project Report
A7-Daily Log
A26-Work Package
A3-Checkpoint Report
A11-Highlight Report
A5-Configuration Item Records
A25-Risk Register
A23-Quality Register
A12-Issue Register
A17-Product Description
A18-Product Status Account
A16-Plan (Stage)
A9-End Stage Report
S:1.1.10
A4-Communication Management Strategy

A22-Quality Management Strategy
A6-Configuration Management Strategy
A24-Risk Management Strategy
A21-Project Product Description
A16-Plan (Project)
C = Created
U = Updated
S = Archived (Saved)
A = Authorised
I = Input
O= Output
Others as you need, Eg in Reports
H=Highlight, ES=EndStage
A1-Benefits Review Plan

A2-Business Case
A19-Project Brief
A20-Project Initiation Documentation
16.4.3 Deliver a Work Package
Section: 1.2 Page 0
1.2: Quick-Start
Overview
Process Numbers
A license removes this note: Report commercial use to p2@logicalmodel.net and share damages recovered
SU
13
DP
IP Initiation Stage
Page: 1 of 10
Starting up a project - Process
1 PRINCE2 - Two Parts: Time and Theme
Starting
up a
Project
(SU)
Initiating
a Project
(IP)
Managing a
Stage Boundary
(SB)
SB

When we have reach the end of these words we (you and I) will have covered all the elements of P2.
For now Ill paraphrase the required elements as a time-view and a topical or thematic view. These two
perspectives are inter-woven: the warp and weft of any initiatives fabric. PRINCE2 also includes roles and
principles.
The time-view is the process model. It says do this and this and this, then this and this and this. The
thematic view describes each this. PRINCE2 includes seven of these themes: business case and risk and
quality and planning and organisation and progress and change.
When we combine process based timeline with themes we get procedural guidance. To illustrate: Appoint
the team, decide the goal and confirm approval. Then establish the controls and costs, the benefits and
risks and reconfirm approval Then execute the work to produce the outputs. Then harvest the benefits.
That is in-fact the whole investment management scope. While this is a 34 word summary their upcoming
full explanation takes many more.
1.1 Heartbeat
The process model provides a rhythm like a heartbeat that drives project control of progress.
A PRINCE2 project implements controls tailored specifically to meet this projects needs for agility and
rigor. Armed with an understanding of the principles it is possible to tailor the application of a methodical
approach to any specific projects needs. Skilfully used PRINCE2 is a powerful and light-weight tool.
Insightful use of P2 assists any organisation embarking on the management of change.
1.2 Making Soup

Applying a method is very much like the preparation and serving of a bowl of soup!
If you make vegetable soup then before the ingredients such as the carrots and tomatoes go into the pot
they are clearly and discretely visible.
1.2.1 Red Soup
Once the soup is made its red colour is clear indication that there are tomatoes in the melange. With the
aid of a spoon it is easy to find a discreet piece of carrot and the peas but not any longer possible to isolate
the salt, remove the water or see all the ingredients as the separate items that the recipe called for to be
prepared and combined. Exam crams operate at the 'ingredients level'.
1.2.2 The Official Manual Is Part Description of Ingredients Part of Method
A manual such as this describes discreet ingredients (EG the themes like quality and the records such as the
risk register) that are combined within procedures like configuration management and the Initiation Stage
that are made-up of processes, activities (management work packages), method and techniques.
Your challenge when translating any method into a practical tool is to move from collection of ingredients
and collection of techniques to soup.
It is the assimilation of explicit facts into implicitly understood behaviours that marks transition from
knowledge to skill. It is a journey from unconsciously incompetent to unconsciously competent. The first
hurdle is at conscious incompetence when you may say to your self Oh-boy there is a lot of this and it isnt
all easy!
1.2.3 Introduction of What You Learn
Most fresh graduates returning from the PRINCE2 exam have knowledge, few have skill. Cramming courses
and the work environments that attendees return to both omit consideration of how to integrate the
themes and techniques into daily and fluent use.
Without support for skill development the unused knowledge quickly withers. You should pause now and
consider the conversations that you need with boss, peers, teams, customers et.al if you are to introduce
1.2.1 Red Soup
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1st Delivery Stage
CS
Controlling
a Stage
(CS)
12 14 15
16
Logical Model Ltd 0845 2 57 57 07
23
Directing a Project
(DP)
Logical Model Ltd
SB CS Last Delivery CP
Stage
Managing
a Stage
Boundary
(SB)
Closing
a Project
(CP)
17 18
Managing Product
Delivery (MP)
MP
23
Process Numbers
SU
13
DP
IP Initiation Stage
Starting
up a
Project
(SU)
Initiating
a Project
(IP)
1st Delivery Stage
CS
Controlling
a Stage
(CS)
12 14 15
16
Managing a
Stage Boundary
(SB)
SB
23
Directing a Project
(DP)
Logical Model Ltd
Stage
Managing
a Stage
Boundary
(SB)
Closing
a Project
(CP)
17 18
Managing Product
Delivery (MP)
MP
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23
improvements into your world. You might, when you are 'registered' want to contact us for assistance with
those wider conversations.
1.2.4 Integration of Elements
As a project is executed a single conversation such as Hey Simon can you drop by my office this afternoon
and bring Jane and Fred we have a new product to launch by trade-expo. Id like to rough-out a schedule,
some responsibilities and the major risks has just followed guidance (combined ingredients and
procedures) for appointing the team from two of the initial three activities or management work packages
of Starting up a Project (SU) and touched on two or three themes like planning and organisation without
necessarily finishing any of them entirely yet.
This simple corridor chat has set the scene for overlapping some of the project initiation work with start-up
activity. In the official manual they are separate and well bounded, in the work place overlapping and
merged: soup or SOOP (Simon's Observations On Projects).
1.3 Merging Separated Elements of The Guidance
From a time-line perspective PRINCE2 starts management work-packages in Starting up a Project (SU) with
description of appointing the team. Guidance from a topical perspective starts in the Organisation theme.
1.3.1 Separate Topics Approach
These are discrete sections in the official manual and discrete items in the exam syllabus. Work-place
implementation of the guidance requires one integrated set of actions. There is no discrete boundary in
practice only in the chapter boundaries of the official manual.
In reality rather than exams gathering the team often drags-on past SUs end. Maintaining the team persists
through every stage (sprint, release or phase pick your term) as the organisation theme discusses.
1.3.2 The Discrete Ingredients of Method
Within a project the ingredients to mix that will result in the soup are:
Most importantly: People nothing happens in a project without people. Everything else is less than half
the equation.
Roles assigned collections of responsibilities and work-packages
Responsibilities decision making limits, rights and duties,
Products - Products has many synonyms. Products are also known as (aka) Results, aka Configuration
Items, aka Deliverables, aka Outputs that lead to Outcomes aka Impacts aka change. Products all have
Acceptance Criteria (Product quality specifications).
Simon's Observation On Projects (SOOP): Projects (stages, sprints, phases, work-packages, tasks, jobs or
any other form of activity) that dont produce some change to the world are cost without value.
Everything a project makes, amends or acquires is a product. Every change that results from the
project is a product. The sum total of the products must totally resolve the projects objectives aka
goals.
Products are not necessarily physical: a culture change is a product. Products are not necessarily
deliverables: a progress report is a product.
Those products that are passed-on to the customer (the outputs) or those products passed-on to people
exercising control external to the project are also project deliverables. Hopefully outputs create an
impact aka an outcome. Some products may stay within the scope of the project EG A specification
received by designers, low-level test results and team members progress reports. The team members
progress report may be a product that does not outlive the project, except as filed away for future
audits.
Processes - The procedures and work packages (activities) sequenced steps of product creation and
project control,
Plans forecast activities in baselines and tolerances that balance risk and reward, balance scope,
resources and durations
Progress assessment and expression in reporting and escalations
1.2.4 Integration of Elements
Page- S:1.2.- 2 -
Process Numbers
SU
13
DP
IP Initiation Stage
Page: 3 of 10
Starting
up a
Project
(SU)
Initiating
a Project
(IP)
Managing a
Stage Boundary
(SB)
SB
Business case the motivating force that describes the objectives and justifies the investment of money,
morale, effort, time, skill and will to create the products that resolve the goal
Contracts agreements that define how risk and reward are shared. What procedures are triggered by
what circumstances (events)
Risks that subset of concerns that are uncertainties about rewarding result or safe project conduct
Concerns handling actual or potential off-plan situations
PRINCE2 s term for any form of request for change, new potential risk or problem is project issue.
Having given so broad a definition and being shy of accusations of bureaucracy the official manual then
suggests some issues be handled informally: a massive fault-line in the methods formulation: but this
is 'real-world, talk not exam preparation
1.3.3 The Complete Set Of PRINCE2 Processes
A project timeline is comprised of activities IE groupings of related tasks known as work-packages. Delivery
of products requires technical work-packages aka specialist work-packages while project planning and
project control requires the performance of management work-packages.
The activities are grouped by the official manual in seven processes and described in chapters 12 to 18.
The process Purpose, Objectives, Context and activities are explained in section 1 through 4 of the seven
chapters. Lots of foundation questions lie in 12.1, 12.2, 12.3, 13.1 etc to 18.3
1.3.3.1 Seven Processes in Seven Chapters

The processes are divided into 40 activities or management work-packages. Not all activities are needed in
all projects while some work-packages such as Review Stage Status happen many times.
1.3.4 Product Description Groupings
The 40 activities or management work-packages create management products (recall: any work-package
that doesnt produce a result is valueless).
Not all work-package results the official manual names are defined or described by it. The official set are
contained in Appendix-A of the official manual. The 2005 manual listed 36 entries. The 2009 manual
reduced these to 26 omitting some useful ones but sadly reusing the numbering leading to what was
avoidable confusion in some organisations (oops real world again).
1.4 Roles With-In Activities
Everything to manage a project that happens in a PRINCE2 project is performed by one of the 9 role
holders within one of the 40 activities of the 7 processes.
The 40 activities are management work-packages that create management products.
SOOP: Nothing happens in a project without people. People dont need process to succeed, but if done right
process improves the chances of success and possibly the speed of achievement and size of impact.
SOOP: Process without people (who understand and use it) is valueless.
1.4.1 The Roles People Hold
We will explore the details of the role holders duties later. For now the defined roles they hold
are:
The executive who has the vote in project board decisions,
The senior user(s) who say what is wanted or provides resources that can say,
The senior supplier(s) who provide resources that can build what is
specified.
Together they are the project board. The project board may appoint some
project assurance staff as eyes-and-ears to help the project board members with project
over-sight duties.
They may appoint a change authority to administer the change control
1.3.3 The Complete Set Of PRINCE2 Processes
Page- S:1.2.- 3 -
budget.
1st Delivery Stage
CS
Controlling
a Stage
(CS)
12 14 15
16
23
Directing a Project
(DP)
Logical Model Ltd
Stage
Managing
a Stage
Boundary
(SB)
Closing
a Project
(CP)
17 18
Managing Product
Delivery (MP)
MP
23
Process Numbers
SU
13
DP
IP Initiation Stage
Starting
up a
Project
(SU)
Initiating
a Project
(IP)
1st Delivery Stage
CS
Controlling
a Stage
(CS)
12 14 15
16
Managing a
Stage Boundary
(SB)
SB
23
Directing a Project
(DP)
Logical Model Ltd
Stage
Managing
a Stage
Boundary
(SB)
Closing
a Project
(CP)
17 18
Managing Product
Delivery (MP)
MP
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The project manager who orchestrates all day to day activity, possibly helped by some
Team managers to oversee specialist technical team activity.
Project support staff may help the project manager with management and admin
task, and finally some
Technical staff aka specialists aka subject matter experts who do the real work
of creating, acquiring and amending outputs from which the outcomes arise to
generate the benefits.
1.4.2 Missing Roles
For the real world PRINCE2 omits at least one, perhaps two, key roles: the investor and
sponsor. The exec may or may not be the sponsor. The sponsor may or may not be the
investor.
Also sadly disjoint from reality PRINCE2 omits consideration of the

portfolio of company activity, seeing only programmes as a consideration
above the project.
Those managing the project might be referred to collectively as the project management
team [ while those managing the company's portfolio of activity might be the investment management
team or simply "the board" ]
1.4.3 My Diagram Conventions
Often within my diagrams role-holders involvements are illustrated using the icons above. Technical
activity and staff are red in body and mind, project control blue and business-change management is grey:
portfolio considerations that span projects and operational business-as-usual are shades of grey. Businessas-usual is black. Thus the project manager must think from the business change perspective and take
action to manage the project by juggling the technical activities: project managers have blue, management
bodies and grey heads, while team managers have blue, project management heads and red,
technical day-job bodies. Many real-world project managers would have red-legs on most days in
my diagrams!
1.4.4 Customers and Suppliers
PRINCE2 describes the producers and receivers of the projects outputs as customer and supplier, even if
both groups are in the same organisation. Indeed even if both groups are the same people a customer
supplier relationship is said to exists. Customer and supplier(s) participate in an exchange of value:
contracts - Happily PRINCE2 touches on agreeing A16-Stage Plan and A26-Work Package as creating
contracts.
The official manual says the exec, senior user(s), operations and maintenance staff and project manager are
from the customer side of the relationship. The senior supplier(s) and team member/ managers are from
the supplier side.
1.4.2 Missing Roles
Page- S:1.2.- 4 -
Process Numbers
SU
13
DP
IP Initiation Stage
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2 PRINCE2s View of Projects
Starting
up a
Project
(SU)
Initiating
a Project
(IP)
Managing a
Stage Boundary
(SB)
SB

Our first view wont be a helicopter view. It will be at jet-fighter speed (but at helicopter altitude). Two very
fast perspectives of the total project terrain: one in process order, one in thematic groupings.
The PRINCE2 project has three epochs in the process models timeline during which the themes are active
and integrated: the start, the middle and the end.
Later-on we will explore the process models time-line step by step. Then each time we encounter a new
theme we will explore it in detail, for now just notice that everything overlaps and links to everything else.
2.1 The Jargon: A Staring Point
Part of what makes PRINCE2 powerful is the assistance it provides for clear communication. People
communicating complex topics develop jargon. Jargon is short hand for important concepts shared by those
who are constantly involved in discussing some topic.
Jargon is great for the 'cognoscenti' - it helps develop conversations that explore subtleties: it is also a
barrier when seeking to communicate to those who lack knowledge of the jargon words and phrases.
2.1.1 Breaking The Jargon Circle
I have to break the circle of To fully explain the jargon you need an understanding of the jargon! So here
is an incomplete expression of some jargon. As we go we will explore more complete definitions and
definitions of more terms. For now:
A work-package is a chunk of work, or collection of linked tasks delegated as a whole. Perhaps more
properly an objective and some constrained allocation of resources that is agreed between two parties
to create some desired result.
Most work packages in a project allocate responsibility to subject matter experts to create project
outputs that enable the benefits. The rest are the 40 PRINCE2 activities explained next.
A PRINCE2 activity is a project management work-package whose tasks accomplish some part of
project planning and control.
Activities are carried out by the project management team members (One by the sponsor). An example
might be the activity to [14.4.6 Create the Project Plan]. Two activities are triggered by the routine
arrival at a point in time (both of these are reporting activities). All the rest are triggered reactively by
events.
The 7 PRINCE2 process are defined collections of "activities".

The Processes (via the details of each 'Activity') describe the structure through time and across
management layers by which the project is controlled. There are 7 processes with between three and
eight defined activities within each one.
The Directing a Project (DP) process covers all project board activities. The Managing Product Delivery
(MP) process covers all team member/ manager activity and the other 5 cover the project management
teams planning and control activities through project start, middle and end.
A "stage" is the PRINCE2 term for a period of time (and other constrains such as budget) within which
the project manager has authority to operate day-to-day project control.
A PRINCE2 project has a minimum life-span of the Starting up a Project (SU) process plus two stages.
PRINCE2 projects always have an Initiation Stage and at least one Delivery [ Benefits Enabling ] Stage.
2.1.2 A Stage Is A Collection Of Activities
Every stage requires the project management team to use guidance from two or more of the processes.
Benefits enabling stages mostly execute the activities of Controlling a Stage (CS) and Managing Product
Delivery (MP) and conclude with the activities of either Managing a Stage Boundary (SB) or if a stage is the
last benefits enabling stage it will close by following the activity guidance within the process Closing a
Project (CP).
PRINCE2 imposes control via tolerances and Management By Exception
2.1.1 Breaking The Jargon Circle
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1st Delivery Stage
CS
Controlling
a Stage
(CS)
12 14 15
16
23
Directing a Project
(DP)
Logical Model Ltd
Stage
Managing
a Stage
Boundary
(SB)
Closing
a Project
(CP)
17 18
Managing Product
Delivery (MP)
MP
23
Process Numbers
SU
13
DP
IP Initiation Stage
Starting
up a
Project
(SU)
Initiating
a Project
(IP)
1st Delivery Stage
CS
Controlling
a Stage
(CS)
12 14 15
16
Managing a
Stage Boundary
(SB)
SB
23
Directing a Project
(DP)
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Stage
Managing
a Stage
Boundary
(SB)
Closing
a Project
(CP)
17 18
Managing Product
Delivery (MP)
MP
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When some result is required it should be delegated in outcome terms (using a A26-Work Package and
A17-Product Descriptions). Once a plan for its achievement is authorised those charged with its deliver
are left to get on with the work so long as they stay within agreed tolerances.
Should a tolerance become threatened by a breach then the potential exception must be escalated to
the next higher level of management (who may also have to escalate it).
PRINCE2 describes an Organisation structure that defines escalation routes across a 4 tier hierarchy.
Three management levels are within the project: project board, project manager and optionally team
manager(s) and one, Corporate or Programme Management is above the project. Below team manager
is a non-management technical level.
2.1.2 A Stage Is A Collection Of Activities
Page- S:1.2.- 6 -
Process Numbers
SU
13
DP
IP Initiation Stage
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3 The Process Model Is The Heart-Beat
Starting
up a
Project
(SU)
Managing a
Stage Boundary
(SB)
SB
PRINCE2 is made up of 7 processes that support 7 themes and follow 7 principles. The process model sets
out the timeline through the 7 processes as grouped and repeated in the stages.
In a Nutshell
Project
mandate
P:CoPM
As the picture shows: PRINCE2 has some structure, some

players, some sequence and some output Less obviously
from the picture is that the trigger (the project mandate) is
Produced (P:) by CoPM.
3.1.1.1 Start-up
Arrival of a Project Mandate triggers the process Starting
up a Project (SU). Creation of the mandate is outside
PRINCE2s control so it will be in any format the producer chooses.
Project
Outputs
Logical Model Ltd

0845 2 57 57 07
In SU Programme Management or Corporate Management appoint the projects Executive and perhaps the
project manager. Exec and project manager then select a team, define project end point and the route to it,
outline the Business Case, and plan the planning of the project.
After SU we (here "we" means "anyone running a project") proceed into the Initiation Stage. Progression
from SU to Initiation requires approval of the outline business case and plans by the project board who are
Directing a Project (DP). If the project board like what they receive then they authorise the first project
stage - Initiation.
3.1.1.2 The Initiation Stage

In the initiation Stage the team first execute the activities of the Initiating a Project (IP) process and then
the activities of the Managing a Stage Boundary (SB) process to:
1. Create four control strategies (quality, risk, change, and communications) that match the project's
challenges [ Some tailoring is appropriate ]
2. Create the A16-Project and A16-Stage Plan to implement the strategies and controls in a manner
appropriate to this projects needs for speed, caution, benefits targets and cost consciousness.
The plans describe the timings and resourcing of work that creates the project outputs required.
3. Extend the definition of the project's justification into a full A2-Business Case
Costs and timescales to refine the business case are taken from the fully developed but possibly high
level A16-Project plan.
4. The team working on Initiation assemble plannings outputs into the A20-Project Initiation Documentation
and A16-Stage Plan. The baseline for all future project decisions.
5.
0.
3.1.1.3 Delivery [Benefits Enabling] Stages

Next, and again arrived at via project board approval, this time of the A20-Project Initiation Documention and
A16-Stage Plan is the first Delivery (aka a Specialist aka benefits) stage
Benefits enabling stages are controlled by the three internal activity cycles of Controlling a Stage (CS):
1. the project manager hands-out work-packages to the specialist technicians,
2. everyone reports progress and concerns upwards,
3. everyone participates in the handling of concerns about off-plan situations.
4.
0.
Most of the work in a delivery stage is carried out by the technical specialists building the products the
customer wants. The management of the project adds some overhead which must add more value than
cost otherwise the embedding and tailoring is wrong!
3.1.1 /The Process Model in 666 Words
Page- S:1.2.- 7 -
Controlling
a Stage
(CS)
12 14 15
16
These 666 words summarise the entire process model
within the 327 page PRINCE2 manual. Brevity is at the

price of some loss of detail!
1st Delivery Stage
CS
Initiating
a Project
(IP)
3.1.1 The Process Model in 666 Words
23
Directing a Project
(DP)
Logical Model Ltd
Stage
Managing
a Stage
Boundary
(SB)
Closing
a Project
(CP)
17 18
Managing Product
Delivery (MP)
MP
23
Process Numbers
SU
13
DP
IP Initiation Stage
Starting
up a
Project
(SU)
Initiating
a Project
(IP)
1st Delivery Stage
CS
Controlling
a Stage
(CS)
12 14 15
16
Managing a
Stage Boundary
(SB)
SB
23
Directing a Project
(DP)
Logical Model Ltd
Stage
Managing
a Stage
Boundary
(SB)
Closing
a Project
(CP)
17 18
Managing Product
Delivery (MP)
MP
Page: 8 of 10
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The three activities of MP are each used once per specialist A26-Work Package within a stages scope.
Execution of a work-package results in some product or sub-product moving through some or all of its
development life-cycle. Eventually the supply of A26-Work Packages is exhausted.
3.1.1.4 End of Stage and End of Project (Start of Benefits)

If more than one specialist stage is needed then the activities of Managing a Stage Boundary (SB) once again
define how to prepare the next request to the project board for authorisation to proceed. Preparations
include refreshing the A2-Business Case, risk summary, A16-Project Plan and creating a new day-to-day
level A16-Stage Plan. Controlling a Stage (CS) and Managing Product Delivery (MP) repeat.
Eventually we reach start of benefits realisation and management activity focuses on Closing a Project
(CP). The project manager should:
1. Check the products have been accepted and handed-over into business-as-usual,
2. summarises the projects performance in an A8-End Project Report and
3. pass the A1-Benefits Review Plan to Corporate or Programme Management to measure benefits at
some future time.
4.
0.
Then the project board grant approval for the project to end and benefits delivery starts to repay project
investment costs. Tada! 666 words
Obviously 327 pages adds a little more detail.
The 666 words omits some products such as the end stage report and omits all discussion of how to handle
concerns about off-plan situations but we will cover all of the details soon.
3.1.2 The 7 Principles and Themes Woven Through The Processes
Each process (like Starting up a Project (SU)) whose guidance we apply on the journey to deliver the
project's outputs will contribute to many of the continuous needs within a project. PRINCE2 calls the
continuous needs "themes" and principles.
The official manual's separation of 7 themes and 7 principles probably just confuses by fragmenting and
rds
repeating 2/3 of the same idea in two places. Id say that out of 14 bullet points there are a good solid 7
and four halves in total.
The 7 principles and themes add-up to:
Define the projects outputs at the start.
Products are always defined in acceptance criteria terms. Verified creation and hand-over of the
projects outputs into business as usual not only enables the projects outcome but also
acknowledges the suppliers discharge of their duty.
Outcomes result in the benefits that are claimed in the A2-Business Case to be worth the cost, time
and trouble of carrying out the project. (Product focus principle, quality theme, and a touch of business
case theme).
The identification, evaluation and ongoing maintenance of the A2-Business Case and the managing of
the threats and opportunities (risks) associated with it. (Business justification principle & business case
and risk themes.)
The initial development and subsequent maintenance of a team with defined reporting lines, skills,
levels of authority and tolerance limits matched to the challenge of the projects objective and
uncertainties. (Define roles and responsibilities principle, Management by Exception principle,
Organisation, Risk, Progress and Change themes.)
Successive creation of plans for approaching work with a monitoring and control regimen that allows us
to verify status and apply corrective or perfective adjustments - whether those adjustments are minor
or are serious enough to require escalation for decisions from higher authority. (Plans, progress and
controls themes, stages and management by exception principles).
Plus use history as a guide to the future (Learning from experience principle and Estimating if it were a
theme as it should be).
3.1.2 The 7 Principles and Themes Woven Through The Processes Page- S:1.2.- 8 -
Process Numbers
SU
13
DP
IP Initiation Stage
Page: 9 of 10
Starting
up a
Project
(SU)
Initiating
a Project
(IP)
Managing a
Stage Boundary
(SB)
SB
3.1.2.1 The Start Creates Controls, The Middle Uses Them and Maintains Them
(The End Dismantles Them)
Perhaps obvious is that all definition, identification or initial development in the previous bulletpoints occurs early in the process model (SU and IP processes). Less obvious at the moment may be that
verification of the results-created is ongoing through out the Controlling a Stage (CS) process and is finalised
in Closing a Project (CP).
Even less obvious may be the fact that Managing Stage Boundaries (SB) is an interim verification of
performance AND a revisit to all the project definition and planning activities of the Initiation Stage. SB
ensures that project justification, plans and team skills are aligned to the next cycle of product development
activity.
3.1.2.2 Principles Not Made Explicit

There are several principles that the official manual does not state explicitly but are none the less present.
They are:
Project success depends on a project board that is involved, supportive, available and responsive when
needed (and otherwise absent in order to have the bandwidth to run the enterprise).
The project board is accountability for (continued) provision of suitable resource and other Critical
Success Factors.
Always work to a plan (that doesnt mean a Gantt Chart).
But this is post exam-cram real-world again.
3.1.3 Techniques
The official manual gives description of only two techniques and what is described for each of them is scant:
Cursory guidance on Product Based Planning

Product Based Planning (PBP) would be better named Results Based Scoping. PBP is a long way short of
all the steps and techniques needed. A journey through planning includes techniques to create resource
levelled schedules, time-phased budgets, cash-flows, project controls and risk responses.
Product based planning doesnt cover the scope of planning only the scope of scoping. For what it does
cover it is the best tool available but it is too time-intensive for proper treatment in a certificate driven
cram-week so tends to be poorly understood. It is poorly explained in the official manual in reaction to a
sad history of being examined with too much focus on syntax over comprehension.
If you approach PRINCE2 hoping it will give you basic project planning and tracking skills prepare to be
disappointed . PRINCE2 assumes you have these skills and gives you one possible control framework
to structure their use by a management hierarchy across a project's life-cycle.
Quality Review Technique
The official manual describes a generic procedure for detecting concerns within, and raise comments
upon, a projects products (final or intermediary products). The official manuals treatment is document
oriented although review must be applied to all work-steps and their results.
3.1.3 Techniques
Page- S:1.2.- 9 -
1st Delivery Stage
CS
Controlling
a Stage
(CS)
12 14 15
16
23
Directing a Project
(DP)
Logical Model Ltd
Stage
Managing
a Stage
Boundary
(SB)
Closing
a Project
(CP)
17 18
Managing Product
Delivery (MP)
MP
23
Process Numbers
SU
13
DP
IP Initiation Stage
Starting
up a
Project
(SU)
Initiating
a Project
(IP)
1st Delivery Stage
CS
Controlling
a Stage
(CS)
12 14 15
16
Managing a
Stage Boundary
(SB)
SB
23
Directing a Project
(DP)
Logical Model Ltd
Stage
Managing
a Stage
Boundary
(SB)
Closing
a Project
(CP)
17 18
Managing Product
Delivery (MP)
MP
4 Summary
Page: 10 of 10
23
4 Summary
PRINCE2 says:
Know the trigger (project mandate) then create a team and define the task.
Use the task definition as input to framing how much time and effort it will cost to create a good project
definition.
If approved create a good definition: controls and business case.
If approved do successive chunks of technical work until all the deliverables are received then check all
approvals and acceptances are in place and disband the project.
While following the steps you'll need to keep in mind the project's justification, its risks, the team,
authorising chunks (stages) and monitoring their status, perhaps by handling exceptions, but all that is
irrelevant if the agreed product-set is not produced to quality as from time-to-time amended.
3.1.3 Techniques
Page- S:1.2.- 10 -
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PRINCE
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yees
S:2.15
S:2.37
S:2.63
2: Course Notes
Objectives
& Domestics
Overview of Whole
Exam Structure
14 Syllabus Areas
S:2.65
S:2.75
S:2.85
S:2.106
S:2.124
S:2.165
S:2.185
S:2.217
S:2.257
S:2.269
S:2.273
S:2.285
S:2.291
S:2.301
S:2.303 & 313
OV: Overview
BC: Business Case
OR: Organisation
QU: Quality
PL: Plans
RK: Risk
CH: Change
PG: Progress
SU: Start-Up
DP: Directing
IP: Initiating
SB: Stages
CS & MP: Real-Work
CP: Closing
Exams
Section: 2 Page 0
S:2.1
0
20
2
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And The Plan was without Substance.
And darkness was upon the face of the
Workers.
And the workers went unto their supervisors,
and said,
'It is a pail of dung, and none may abide the
odour thereof.'
And the supervisors went unto their Managers, saying
Such that none may abide it.'
And the Directors spoke among themselves saying one to another,
strong.'
And the Directors went to the Vice-Presidents, saying unto them,
And the Vice-Presidents went to the President, saying unto him,
it was good.
Simon Harris, PMP, CGEIT, IPMA-D, P2
Free Materials: My Assumption
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These materials are aimed at attendees on a 1-week PRINCE2 Exam-Cram
If your current focus is exam Exam EXAM! then this section (S:2) was written for your
immediate needs: S:2 focuses on showing you how to answering exam questions
The (free) animated version of the Key Processes Diagrams that slowly animates P2s internal
complexities will be a real benefit to you as well
When your need becomes real use of a rounded set of project management techniques
then our more balanced non-exam courses give in-depth insights for free
Any (half-decent) exam focussed course should get you through the exams, but even the best (&
these materials are among the best) do not have time to spend outside the syllabus
The Official Manual (om) and therefore the syllabus omits basic techniques and skills vital for realworld project success such as creating schedules!, tracking progress!!, managing team members!
Et.al.
Basic courses cover the use of techniques such as work-shops and critical path analysis, tools
like the WBS, using float as a resource and the need for, and complexities of levelling
Beyond The Basics classes cover topics like Estimating and Delivering Complex Projects
Overviews of the tools to use in reality and how to use them are on the webs of the
American Society for The Advancement of Project Management and PM Today
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Please feel free to tell people you think would be interested where to get
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Commercial Use
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time-lines for delivery and gives you access to support
For non pre-arranged commercial use (IE where you charge a fee) I hereby offer you a contract to use this materials, without prior
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PRINCE2-2009
Exam
Cram For
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PRINCE2-2009
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By Simon Harris, PMP, IPMA-D,

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Those who think education expensive have not yet accounted for what they pay daily for ignorance
Logical Model Ltd 0845 2 57 57 07 Logical Model Lt P2 ExamCram Assessed by GRM 07032011 P2-5th Ed 2011 Logical Model Ltd p2@logicalmodel.net
PRINCE2-2009
Exam Cram For
PRINCE2-2009
By Simon Harris, PMP, IPMA-D,
CGEIT, PRINCE2, MoR
Course Objectives
Provide information that matches what is needed to pass the PRINCE2 Exams
Match = 15 Syllabus areas All 7 processes, 7 themes and Overview
Explain the official PRINCE2 2009 (5th Ed.) manuals idea of how to run
projects
Explain the exams structure, content and conduct

Provide insight into some question answering techniques
Provide materials to practice answering exam questions
If, and when your interest becomes one of using PRINCE2 in a real world
context please eMail or call us to discuss your needs
P2 has some cannot be beaten content and some (in my humble opinion-imho) plain wrong content. But that is irrelevant for exams.
Exams test only that you know the OMs content: The exams purpose is to ensure two (or more) qualified individuals can discuss how we
will manage this project given our and its idiosyncrasies. Then knowing what is dubious etc is relevant - to tailoring & embedding choices
Who are we all?

Name, rank and serial stuff

Networking hooks and interests
Intros
Domestics
Some pages numbers are omitted it isnt an error its my means to insert pages later without renumbering everything afterwards
Domestics
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Several types of session
Input: explanation of tools and techniques

80% me, Please interrupt and question as soon and whenever you need to
Exam practice
100% you to start. We can debate and argue interpretation once questions are marked
This is the place to make mistakes and learn from them before they are significant
Exam its self

100% you, more details soon
Types of Slide
The core message: Syllabus references and extracts from the official manual
Focus of what you need to know or apply to pass the two exams
Reference and detail: Places were you will need to dwell, to read and to study
Concentrated extracts from many places across the official manual
Navigational elements to give context so you know where we are going

If during your study of these materials as a free self-development resource you want support or to attend a class
then please contact us for details
10
11
Feedback & Learning log

Events run successfully when they use controls effectively

Our controls include your feedback
I try hard not to offend, bamboozle or bore you, but
I also try hard to give striking examples, jolt your current thinking and hold-up a mirror
When you have feedback let me know in whatever way is comfortable for you so I can act
EG: Comment, in person in class/ at a break/ at the end of day or
Blu-tac a note or stick a Post-it to the back of the training room door
While comments on the end of event form are always welcomed and acted upon they are
too late to make the event better for you
If I dont know its unlikely I will fix it, If I do know I can at least try
Eg Course pace, Topic depth, Time given each topic, Heating/ lighting, Exercises & debrief,
Anecdotes & jokes, Catering or parking, Course notes and pens, etc etc etc without limit
Revision Notes:
Slides laid-out with blank, ruled points like this are for you to log what you learn as you go
A learning log written in your own words should help make revision easier
11
12
Cheese
I had to do something to earn my current Cheese

Having Cheese makes me happy
The more important that my Cheese is to me the more I want to hold on to it
Change happens: the faceless they will (re)move your old Cheese
Noticing small changes in my Cheese helps me anticipate change in advance &
adapt to big changes when they arrive
Smell the Cheese often to check for small changes
The world changes, my Cheese is moved: If I do not change I will become extinct
I did things last week. I had Cheese last week. If I do things differently next week I
may not have Cheese
Thinking about not having Cheese makes me afraid
Being afraid stops me doing things differently
I have to ask myself What would I do if I were not afraid
When I stop feeling afraid I start feeling good
Imagining myself enjoying New Cheese is the first step leading me to it
Inspired by Who Moved My Cheese by Dr Spenser Johnson an excellent 45 minute read
12
13
Cheese
Movement in a new direction helps me find New Cheese

The sooner I let go of stale old Cheese the sooner I find New Cheese
It is safer to search for New Cheese than remain in a Cheese-less state
Old beliefs do not lead to New Cheese
Beliefs only change when we believe that there is New Cheese to be discovered
andnew
enjoyed
The
ideas in this (particularly this one!) or any course need conscious effort to be understood
Worse!, it takes much more effort to put them into use (particularly implementing this one!)
Examine your Old Cheese for mould ((problems with current working)
Imagine your self enjoying your New Cheese (benefits of new practices)
Consider the steps to move from one comfort zone to a new one
Who needs to be involved, What actions, When & What is in it for them
Discussing implementation challenges helps you prepare for action

Gives comfort knowing others have been & are succeeding (and helps networking)
Share your insights & FUD (fear uncertainty and doubt) in class
Promise yourself 1 action now, with a date (EG Make an appointment with the boss to discuss using
what Ive learned). Imagine using it, then back-cast the milestones you passed getting there. On
your return to the office plan your intended achievements with a milestone each Friday till13
done
14
Revision Notes
Notes
As well as providing notes space these entries are pagination control
14
Exams are based on:

The Syllabus
The elements of
PRINCE2
The Scenario
Exam Cram Confidence
15
16
Hardest Part of Exam Preparation Is

Believing the preparation work is everything you need to know

IT IS !
They can only ask you about what is in the syllabus or scenario
You have opportunity to practice it all; repeatedly to create recall
Believing that you are prepared!

You will be if you follow everything !
Be calm about the exams
Only two elements to passing:

1. Knowledge of the grey-blue book
2. Exam technique
I will cover it all and you may re-visit areas as often as you like
16
17
Every Answer Has To Be About:

Some process there are only 7

SU, IP, CS, MP and SB or CP and DP
Some management product

A1-Benefits Review Plan to A26-Work Package
Some role there are only 9 possible in the organisation chapter/ Appendix C
Executive, senior user, senior supplier, project board, project manager, team member/
manager, project assurance, project support and change authority
Some theme (there are 7) or principle (also 7) or technique (only 2 in PRINCE2)

Business Case (BC) and Risk, Organisation, Quality, Plans, Change and Progress
BC, Learn from Experience, Stages, Manage by Exception, Products, Tailoring
Product Based Planning and Quality Review
The scenario given for the practitioner exam
END Of Options !!!

For every question: Think calmly which P,P,P,P,P,T,S is relevant
Process, Product, People (roles), Pheme (Theme!), Principle, Technique, Scenario
Explanations soon: SU=Starting up a Project, IP=Initiating a Project, CS=Controlling a Stage, MP=Managing

Product Delivery, SB=Managing a Stage Boundary, CP=Closing a Project and DP=Directing a Project
17
18
PRINCE2 Conventions
These materials are [ in places! ] close to a plain extract from the official manual
Some conventions apply so you know what is vanilla PRINCE2 from the manual
Text in quotes is important for the exam EG may be quoted in an exam answer
Text in quotes is close to a literal copy from the PRINCE2 manual
A careful paraphrasing that reduces words while maintaining content
Also used when the idea is odd, weak or even (imho) wrong
Text not in quotes or [ ] is also explanation of the manuals contents

Normally removing tautology and piecing fragments from several sections together
[Text in square brackets] is commentary on or addition to the PRINCE2 manual

[Text in brackets is commentary on the manual or non-prince elements of managing
projects
Must be ignored for exam purposes]
In My Humble Opinion
18
19
References To Syllabus and Official Manual

References to the syllabus contain a Syllabus area, Exam-ID, Learning level &
Item number EG IP:P:2-7
Initiating a Project (IP) syllabus area, Exam P: Practitioner (or F: Foundation), Level
2 item 7
Entries such as 10.3.2.3 are manual section numbers

10.3.2.3 p3 = paragraph 3 in subsection 3.2.3 of chapter 10
Often the boundary of the two
10.3.2 bp2 = bullet-point 2
Give the ability to ensure
19
20
Abbreviations
A26 is a reference to a management product in Appendix-A

The defined management products use Title Case for their names
P#1 is a principle EG P#5: Manage by Exception (MbE)

Mostly references to principles use the text or an abbreviation not a number
Roles (as described in Appendix C)

PB
= Project Board,
Exec = Executive,
PA
= Project Assurance,
PM = Project Manager,
PS = Project Support,
SU = Senior User(s),
SS = Senior Supplier(s),
TM = Team Manager (or Member)
The 7 Process names EG Starting up a project (they are all of the ing form)
Activity names are in [ ] use lower case and include the manuals section #
EG [13.4.5 Authorise project closure] except where the name includes a noun
EG [12.4.1 Appoint the Executive and the Project Manager] or
[14.4.8 Assemble the Project Initiation Document]
SU may stand for Starting up a Project (SU) of for Senior User. Context will distinguish which is correct or the
full expansion will be given
20
21
Revision Notes
Notes
21
22
Revision Notes
Notes
22
23
The PRINCE2 Procedural Framework
13
SU
DP
IP Initiation Stage
Initiating
a Project
(IP)
Starting
up a
Project
(SU)
CS
Directing a Project
(DP)
1st Delivery Stage
Controlling
a Stage
(CS)
12 14 15
16
Managing a
Stage Boundary
(SB)
SB
Stage
Closing
a Project
(CP)
Managing
a Stage
Boundary
(SB)
17 18
Managing Product
Delivery (MP)
23
MP
24
The PRINCE2 Procedural Flow-Chart
Project
mandate
P:CoPM
Authorize
DP
initiation
SU
Decide if Pj Viable
then authorise stage
IP
Define
Team
Define task:
Outline
Business
Case &
Approach
Ad-hoc
Direction
Decide if Pj Viable
then authorise stage
CS
Create 4 strategies:
Risk, CM, Quality,
Comms & Pj Controls
Create Pj Plan,
add cost &
time to BC
SB CS
Escalate
Log & examine

a Risk or Issue
Assemble
PID
Report
Highlights
stage & Report

on IP SB
Report on Pj
performance vs PID
Update Pj plan & BC

(IE PID)
Handover product &

Release staff
Premature
Close
Review
Stage status
Plan next
delivery stage
Delegate
Work-packages
Review
work status
Note work
completed
Receive
Work-packages
Create Results
(to quality)
Deliver
Results
st delivery
ExamCram Assessed by GRM 07032011 P2-5th Ed 2011 Logical Model Ltd p2@logicalmodel.net
Logical Model Ltd 0845 2 57 57 07Plan 1P2
CP
Report on
closing stage
Create
Exception Plan
Apply
Corrections
Plan IP
Close
project
MP
Check ALL products

approved vs AC
24
The Defined Management Products:25

Baselines/ Records/ Reports
A6
A16
A17
A19
A20
A21
A22
A24
A26
Records
Benefits Review Plan

Business Case
Communication Management
Strategy
Configuration Management
Strategy
Plan (Project) (Stage) (Team)
Product Description
Project Brief
Project Initiation Documentation
Project Product Description
Quality Management Strategy
Risk Management Strategy
Work Package
Baselines
A1
A2
A4
A5
A7
A12
A14
A23
A25
Configuration Item Records

Daily Log
Issue Register
Lessons Log
Quality Register
Risk Register
Reports
A3
A8
A9
A10
A11
A13
A15
A18
Checkpoint Report
End Project Report
End Stage Report
Exception Report
Highlight Report
Issue Report
Lessons Report
Product Status Account
There are other management products whose content is not defined by PRINCE2:2009, EG project mandate
Previous versions of PRINCE2 had 36 defined products EG the set included the project mandate!
25
26
The 9 Roles: (Appendix C)

Project Board: All authorisations and decisions, all dialogues in or out of the
project start & end at the board
Executive: Ultimate responsibility to get it done within authorised limits

Senior User: Say what (all) customers need and check we get it
Senior Supplier: Produce what was asked for
Project Assurance: Check everything is plausible & everyones efforts are aligned
Project Manager: Work within tolerances. Refer all other decisions upwards
Project Support: Assist the PM
Team Manager: Produce the products to plan within tolerance

Change Authority: Person or group able to authorise concessions and changes
26
May be a delegated responsibility or may be retained by the Project Board (Change Authority) or Project Manager (Project support)
27
Seven Principles
1. The business case is the continued justification* for investment and action
2. Lessons are sought, recorded and acted upon** to learn from experience
3. Define an organisation structure for duties and rights, roles and reporting lines
that engages business, user and supplier***
4. Plan, monitor and control (Authorise the PM) stage by stage
5. Define tolerances for delegated authorities then manage on an exception
basis. IE be available as needed but not otherwise involved
6. Results not activity (defined products that meet their acceptance criteria) are
what the customer pays for: Focus on [the] products
Configuration management is therefore a crucial capability
7. Tailoring for environment, size, complexity, importance, capability and risk is

essential for pragmatic application of this (and any) framework
Combined with the themes there are really half-a-dozen elements in total
* 2.4, **2.5, ***2.6 et. seq.
27
28
Themes and Principles

Throughout The Processes
CoPM
Seven processes
Direction
Start-up, Initiation (Planning), Stage control, Stage re-planning,
Project closure
Product development
CoPM
Seven themes
Org
Business case (Why)

Organisation (Who)
Quality (What)
Plans (How, How much, When)
Risk, Change, Progress
BC
Project
manager
13.4.1 Authorize
initiation
13.4.2 Authorize the

project
13.4.3 Authorize a
Stage
14.4.1 Risk
12.4.2
LFE
12.4.3
Team
14.4.2 CM
13.4.4 Ad hoc
direction
13.4.5 Authorize close
15.4.7 Escalate
15.4.8 Correct
17.4.1 Stage plan
15.4.6 Capture R&I
17.4.2 Update Pj
Plan
15.4.5 Highlights
17.4.3 Update BC
14.4.3 Quality
14.4.4 Comms
12.4.4
BC
12.4.5
Brief &
Appro
ach
12.4.6
15.4.4 Day Job

14.4.5 Controls
14.4.6 Plan
14.4.7 Refine BC
14.4.8 PID
Plan
IP
15.4.1 Delegate WP
15.4.2 Monitor WP
18.4.2 Terminate
18.4.3 Handover
17.4.4 Report
Stage End
17.4.5 Exception
Plan
18.4.4 Look-back
18.4.5 Tell board
15.4.3 Close WP
Plan Delivery Stage

16.4.1 Get work
Team
Manager
18.4.1 Close
16.4.3 Deliver results

16.4.2 Do work
Exec
Org & PM
Project Board
OK Project
Org
BC R Pg OK StageR BC
OK Initiation
Project manager
12.4.1 Appoint
Exec & PM
Project
Board
Pg
LFE
OrgTeam
Justify-Why
BC
R
Team Manager
Q Brief &
Approach
P Plan IP
R Risk
C CM
Q Quality
Comms
Controls
Pg
OrgPlan C
R P
Refine BC
BC
PID
Prep A Stage
Advice
Pg
Escalate
BC R C
Capture R&I
Org R P
Pg Highlights
BC
BC Update
Get work
Terminate
Stage Report
Pg
Q
P Handover
Look-backC
P
C
Plan Recovery
Tell board
BC
Day Job
Pg
Monitor WP
R Q
Close WP
Do work Pg
Management By Exception
Deliver results
Seven principles
Business case, Lessons Learned, Roles, Stages, MBE, Products, Tailored
Close
Org
Project Plan
C Correct
Delegate WP
OK Close
Plan Stage
28
29
Syllabus Areas
The Up-Coming Contents Is
OV Overview, Principles and Themes
7 Themes
BC
OR
QU
PL
RK
CH
PG
DP
SU
IP
CS
MP
SB
CP
Business Case
Why: benefits versus costs
Organization
Who: reporting lines
Quality ( & Quality Review )
How good: Specification
Plans
Who/ when/ how and baseline
Risk
Uncertainty: Plan-B
Change
Error & request: Minor re-planning
Progress
Where are we: assessment
7 Processes
Directing a Project
Own and oversee the project
Starting up a Project
Define team and task
Initiating a Project
Define strategies and plans
Controlling a Stage
Day-to-day project management
Managing Product Delivery
Day-to-day specialist work
Managing a Stage Boundary
Refreshing the themes
Closing a Project
Confirming acceptance
These materials rigorously follow the (distilled) syllabus.

A complete (but still distilled to less words) rendition of the Syllabus is provided in S:3
29
30
Every Question Is At Some Learning Level

Four of 6 classic* learning levels are tested

1) Factual knowledge Foundation only
Can recognise/ recall: terms, concepts, principles, themes, processes, and
responsibilities in the manual just tests your memory
2) Understanding of elements listed (Foundation & Practitioner)

Comprehends the roles, processes, themes, principles, and project context
Able to explain how elements inter-relate to guide managing of a project
3) Application to an exam scenario (Practitioner only)

Use of the steps of a theme and creation (or critique) of management products based
on a given scenario EG as applies to the processes in use at project start or end
4**) Evaluation versus a given project scenario (Practitioner only)

Review completed products and plans and identify appropriate (or not) application of
the processes, roles, themes and principles in responses to project events
*Bloom et al, 1956, Taxonomy of Educational Objectives ** Blooms level 6

If you check S:5 you will get an idea of what a scenario looks like
30
Slide
Slidenumber
numberincluded
includedininSlide
Slide64
64Syllabus
Syllabusarea
areaOverview
Overview
31
A Syllabus Area
Un-paraphrased in the illustration and paraphrased in the text as

OV:- Foundation: Know
OV:F:1-1 Six aspects of project performance to
be managed
1.5.2
OV:F:1-2 Definition of a project
1.3
OV:F:1-3 Four integrated elements of principles,
themes, processes & the project environment
upon which PRINCE2 is based
1.5.3
OV:F:1-4 Customer/supplier context of
a PRINCE2 project
5.1
OV:- Foundation: Understand

OV:F:2-1 Benefits of using PRINCE2
OV:F:2-2 Seven principles
OV:F:2-3 Characteristics of a project
1.7
2
1.3
OV:- Practitioner
OV:P:2-4 Difference between embedding and tailoring PRINCE2
19.1
OV:P:2-5 How customer/supplier affects the themes, processes and management products
19.6
31
Relationship of Processes to Principle P#432

(Management By Stages)
Directing a Project process Syllabus DP, Manual ch-13 [!] (and separate OGC Manual)
Initiation stage
One or more Delivery Stage(s)
Last delivery
Uses 2 (or 4) processes
for specialist work
stage
Process
Syllabus IP
Manual ch-13
Starting Up
a Project
Process not stage
[In real-word usage the
distinction is
meaningless]
Pre-project
Syllabus SU
Manual ch-12
Use 3 processes
Controlling a stage
Managing Product
Delivery
Managing Stage
Boundaries for all
but the last stage
Syllabus SB,
Manual ch-17
May be 1st & last stage
CP instead of SB
& Optionally
Controlling a Stage
Managing
Product Delivery
Managing Stage
Boundaries
Process
Syllabus SB
Manual ch-17
3 processes used
Controlling A Stage
Syllabus CS, Manual ch-15
Managing Product Delivery process

Syllabus MP, Manual ch-16
Closing a Project
Process
Syllabus CP
Manual ch-18
MP
32
33
PRINCE2 World-Map
Project
mandate
P:CoPM
12.4.1 Appoint the
Executive and the
Project Manager
13.4.1 Authorize
initiation
13.4.2 Authorize the

project
14.4.1 Prepare the Risk

Management Strategy
12.4.2 Capture
previous lessons
12.4.3 Design and

appoint the project
management team
14.4.2 Prepare the

Configuration
Management Strategy
13.4.5 Authorize
project closure
13.4.3 Authorize a Stage or

Exception Plan
13.4.4 Give ad hoc

direction
15.4.6 Capture and 15.4.7 Escalate

examine issues and issues & risks
risks
17.4.4 Report
Stage End
15.4.5 Report
highlights
14.4.3 Prepare the

Quality Management
Strategy
18.4.5
Recommend
project closure
17.4.2 Update
the Project Plan
18.4.4 Evaluate
the Project
14.4.4 Prepare the

Communication
Management Strategy
14.4.5 Set up the project
controls
12.4.4 Prepare the

outline Business
Case
15.4.8 Take
corrective action
15.4.4 Review
stage status
17.4.1 Plan the
next stage
14.4.6 Create the Project

Plan
12.4.5 Select the

project approach
and assemble the
Project Brief
14.4.7 Refine the

Business Case
17.4.3 Update
the Business
Case
15.4.2 Review
Work Package
status
15.4.1 Authorize a
Work Package
15.4.3 Receive
completed Work
Packages
16.4.1 Accept a
Work Package
18.4.3 Hand
over Products
18.4.1 Prepare
planned closure
17.4.5 Produce
an Exception
Plan
16.4.3 Deliver a
Work Package
Logical Model Ltd 0845 2 57
57 07AssembleP2the
14.4.8
12.4.6 Plan the

initiation stage
CoPM
18.4.2 Prepare
premature
closure
Project Initiation
Documentation
33
16.4.2 Execute a
Work Package
Activities (Full Names)34

By Management Levels & Process
12.4.1 Appoint the

Executive
and
Project
Board
Project
Manager
the
Project Manager
12.4.2 Capture previous
lessons
12.4.3 Design and
appoint the
project
management
team
12.4.4 Prepare the
outline Business
Case
12.4.5 Select the project
approach and
assemble the
Project Brief
12.4.6 Plan the initiation
stage
Team
Manager
Team
Member
13.4.2 Authorize the project
13.4.4 Give ad hoc direction
13.4.3 Authorize a Stage or Exception Plan 13.4.5 Authorize project closure

14.4.1 Prepare the Risk
Management Strategy
15.4.7 Escalate issues &

risks
14.4.2 Prepare the Configuration

Management Strategy
15.4.6
14.4.3 Prepare the Quality

Management Strategy
15.4.5
14.4.4 Prepare the Communication

Management Strategy
14.4.8 Assemble the Project
Initiation Documentation
17.4.1-4 Manage Stage Boundaries
17.4.1 May include Team Planning
15.4.8
15.4.4
15.4.1
15.4.2
15.4.3
17.4.1 Plan the

18.4.1 Prepare
next stage
planned
closure
Capture and examine 17.4.2 Update the
issues and risks
Project
18.4.2 Prepare
Plan
Report highlights
premature
closure
Take corrective
17.4.3 Update the
action
Business
18.4.3 Hand over
Case
Review stage status
Products
Authorize a Work
17.4.4 Report
Package
Stage End 18.4.4 Evaluate
the Project
Review Work
17.4.5 Produce
Package status
an
18.4.5 Recommend
Exception
project
Receive completed
Plan
closure
Work Packages
16.4.1 Accept a Work Package 16.4.3 Deliver a Work Package
34
35
(Some) Terminology
PRINCE2 vocabulary
*Business Case [A description of the] justification for a project...against which
continuing viability is tested
*Customer commissioned the work benefit(s) from the end result
Product everything create(d) [acquired], or change(d) physical or intangible
Programme projects that together achieve a beneficial change
Supplier group providing specialist resources to create the project outcome
User use or operate the final product customer and user may be the same
Stage non-overlapping time periods in which the Project Manager is authorised,
within tolerances, to run the project on the project boards behalf
Tolerance allowed cost, time, scope, quality, benefits or risk variation from plan
Exception the status when a deviation beyond tolerance has or may happen
Embedding adoption of PRINCE2 across an organisation
*Tailoring matching the rigour of application to each specific projects local needs
*From the glossary

Chapter 19 and particularly Table 19.1
35
36
Revision Notes
Notes
36
Two exams:
2 Exams
Foundation
Practitioner
One with 4 and

One with 5 Question Formats
Translating an Exam-Crams content into practical project management is typically very hard. When you return to work Registered & want to
find out how to actually apply P2 & so need help bringing the rest of the organisation to a level of competence then please contact us to
discuss your needs. The average crammer returnee needs help bringing the whole company to a point everyone has common understanding
37
38
Exam Conduct
Seating will be arranged so everyone has un-overlooked work-space
Exam papers etc will be sealed until the last minute

Exams conducted in silence
Exams conducted to strict time-limits: transfer answers BEFORE TIME runs out
Everything needs your candidate number P2R/?????? written on it
But not while the time-limited clock is ticking
Bags out-of-reach, phones off, walls (etc) cleared

You may leave early any time up to the last 15 mins if everything is submitted
Only one person out of the room at a time
Nothing taken out/ brought in
You must prove your ID with photographic proof

Disability and discrimination issues should be raised asap before the exam
RSI/ Dyslexia/ Dyspraxia/ Blindness
Foreign language issues - rules based on the local business language
38
39
Exam Vocabulary
Title Case Is Used For All References To Themes, Processes, Management

Products and Nouns
Should
Tailor-able obligation, good, important, recommended,
consistent with PRINCE2 principles
A statement whose correctness needs assessment
Must
Mandatory
Will and is
Indisputable facts about PRINCE2
Appropriate
Matches recommended product composition given in
Appendix A or guidance presented in the Themes
True statement Can be relied upon without cross-checking other sources
True statements may contradict each other
According to
A question based on PRINCE2s manuals content without
regard to the scenario or reality
AKA a theoretical question
39
40
Individual Use
These materials are provided free of charge for the use of individuals studying for
their own professional development
Support for these materials is available drop us an eMail to discuss your needs
Courses using these materials are also available
If you encounter them in a context where a reasonable person might conclude

someone is using them in a money-making setting: E.g. on a training course,
provided on a company network or from your boss then please email details to
License@LogicalModel.Net and I will treat your information as confidential AND
share any fees I manage to levy
These materials are written to be instructor led

Many of the following graphics are complex when seen as a whole but much more
accessible when built-up item by item to follow a process time-line an animated
version of the complex process models is down-loadable from the web-site
40
Two exams:
2 Exams
Foundation
Practitioner
One with 4 and

41
42
Foundation
Foundation purpose paraphrased from the syllabus is

to confirm sufficient understanding to work with, or [in] a project
management team [IE candidates understand]: structure and key terminology
characteristics and context of a project and the benefits of adopting PRINCE2
purpose of the roles, management products and themes
principles
purpose, objectives and context of the PRINCE2 processes.
Based on words from the manual
42
43
Foundation Questions Are Level 1 And 2

Theme
Level 1: Know facts, terms and concepts relating to the theme. Specifically to
identify:
Each of the 15 syllabus areas has its own list based on corresponding chapter of the manual
Level 2: Understand how the theme relates to the principles; the approach to the
treatment of this theme; how it is applied throughout the project life-cycle and the
responsibilities involved
Process
Level 2: Understand the process and how it can be applied and tailored on a project
Specifically to identify:
Each of the 15 syllabus areas has its own list based on corresponding chapter of the manual
43
44
Foundation
1 hour, Multiple choice Closed book
70 live and 5 trial question - 35/70 live questions correct to pass

Trial questions are not detectable by candidates and dont count in marking
One answer per question, Two answers will void your response
No negative marking for errors So PPPPPT then guess
Should not be under time pressure
Understand PRINCE2s terminology and the:

7 principles, 7 themes, 7 processes, two techniques*, and 9 roles
Know inter-actions between elements:

All management products purposes and usage
Composition of Business Case, Product Descriptions, Issue Report and the Issue, Risk
and Quality Registers
Simply repeating the manual: knowledge not analysis

Questions often direct quotes from the manual
*Techniques are Product Based Planning and Quality Review Technique

The 56 elements (principles + themes + processes + roles + products) are coming soon!
44
45
4 Foundation Question Styles

Standard And Negative
Exam answer sheet needs to be

legible to the marking scanner*
Fill circles completely

Use pencil
Soft enough to completely erase if you change
your mind
Not following the 2 rules above may void your answers*
Wrong number of answers to a

question WILL void the answer
*This advice applies to the Foundation AND Practitioner exam

Or use a line that occupies 80% of the circles area
45
46
4 Foundation Question Styles

Missing Word And List
Mark your answers on the answer sheet as you go
Dont run out of time to copy answers from exam paper to answer sheet
Most often changing an answer goes from right to wrong
Think PPPPPTS*, then when all else fails guess!
*All question are from the syllabus so have to be about a:

Person (role), Process, Product, Pheme, Principal, Technique or the Scenario See OM 4.1p5 (paragraph 5)
46
47
Foundation Technique
1.
Theories vary
Answer the easy questions and come-back to the hard-ones when youve read the whole
set
2.
The 3-pass approach
3.
All questions based on words in the book: however hard they try examiners cannot avoid some
questions being potential doubt busters for others
The exam paper says there are no trick questions you may not agree
Pass-1 Banker questions no doubt in your mind

Pass-2 Know the question but 50/50 on two answers
Pass-3 No idea then eliminate what you can (PPPPPTS) and guess from the rest
1 theory is that statistically B is the best guess
(I make no guarantee that it isnt best to guess C or go for the longest!)
Do them in sequence, 1st impression is often best idea
No chance of forgetting to go back and fill-in an answer
47
48
Technique Continued
Mostly, changing your mind losses marks

1st responses are more often correct
Erase corrections fully
Marked by a computer!
Keep an eye on the time

Allow the last 2 minutes to guess the ones that are still a toss-up between 2 (or 3! Or
4!!!!) options
48
49
Foundation Insights
Look out for False, Not, All, Must, If any, All the above
Routinely, Frequently, May: distinguishes between answers
There may be D - all of the above

Do not answer any question A (or B) without checking all options
There may not be 4 answers given

E.G. There may only be an A True or B False option or A/ B/ C
Yes, the questions is a 50/50 chance not a 25/25/25/25% !!
You could get up-to 9 of these!
Beware
An answer that starts C) A blah blah is easy to record as A not C !
49
50
Focus Areas
Questions asking for Statement 1 & 2 are true/ Statement 2 & 3 are true
Always yield to analysis
For tough questions think:

Which Process, Which Products, Which People (Roles), Which Pheme (theme) and
Principles or Techniques?: PPPPPT
Scenario is not relevant to the foundation
2nd Is this Start/ Middle/ or End of Project or Stage

Therefore which Process are involved (SU/IP or CS/MP or SB/CP)
Is it PB/ PM (what the project is to achieve) or PM/ TM (how the project will deliver)
3rd Which products and therefore where are they created and sent
4th What does the above confirm in or out of the short list
5th Guess !
50
Two exams:
2 Exams
Foundation
Practitioner
One with 4 and

51
52
Practitioner
Practitioner purpose paraphrased from the syllabus is

to confirm sufficient understanding to start applying the method to a real
project [IE candidates understand]:
How to apply and tailor PRINCE2 effectively

Apply the principles, themes and processes
Create or critique management products
Understand the relationships between the roles, management products, principles, themes,
techniques and processes
Understand means can create (synthesise) or state each element's purpose and
objectives
The registration must be reconfirmed every 5 years
52
53
Practitioner Questions Are At Level 2, 3 & 4

Theme
Level 3: Be able to apply and tailor the relevant aspects of the theme to a project
scenario, when creating products or making decisions related to this theme, in any or
all of the processes. Specifically to:
Each theme has a list of elements upon which questions are based
Level 4: Able to identify, analyse and distinguish between appropriate and

inappropriate application of the theme throughout the lifecycle of a project scenario.
Specifically to analyse: (theme specific list of elements)
Process
Level 3: Be able to apply the process, tailoring the recommended activities and actions
where appropriate, to a project scenario. Specifically to: (process specific list)
Level 4:Be able to identify, analyse and distinguish between appropriate and
inappropriate application of the 7 processes to a project scenario. Specifically to
analyse: (process specific list of elements)
All exam apply/ application is to a given scenario
53
54
Practitioner
2.5 hour (150 minutes and 10,000 words!) Open book*

You are likely to be under time pressure
9 questions (topics) from 15 syllabus areas NO Choice of questions
Each question comprised 12 lines worth one mark each = 12 x 9 = 108
59/108 (55%) required to pass
Objective Test but not normal multiple-choice

Different question types take more / less time but all worth one mark
Confirms you can tailor (apply) PRINCE2 to a non-complex project

Can apply understanding of the reasons behind & relationships between
7 processes, 7 themes, 2 technique, 9 roles and 26 management products
Alternate wording to the manual
Use of themes, process, people (roles Apdx C) & products (Apdx A)
Re-registration
1 hour, 3 topics of 12 parts 20/36 (55%) to pass
*PRINCE2 manual with handwritten notes only (no attachments of any kind)
There isnt time to read anything in the exam! But there is time to look at diagrams and reference charts
54
55
Three Booklets
Scenario booklet
One scenario for all questions
Specific questions may have Additional Information
Questions will highlight their reliance on Additional Information but still BE CAREFUL
Additional Information for different questions may be contradictory

Some questions contain all the information needed to answer them
In these cases the scenario provides context but not relevant facts
Scenario describes: Business rationale and project objectives
Question Booklet
9 questions of 12 question lines grouped into 2 or 3 parts of the same question type
Different question types take more/ less time to decode
One question type requires more than one answer
Answer Booklet
Fill-in the circles: answers will be void if not completed correctly
55
56
Syllabus Coverage
Each exam paper will contain 7 themes and 2 process groups

Process groups are (SU & IP), (DP, SB, CP), (CS & MP)
OV questions mixed with the above
56
57
5 Practitioner Question Types

Classic
All questions worth one mark

Classical multi-choice are simple fast bang for the buck
Only one answer
3 or 4 options: after PPPPPTS a guess should be OK!
57
58
Practitioner Questions - Multiple Response

MULTIPLE RESPONSE!
Two answers for 1 mark

More than twice as hard as classic-multi choice
Give the required (normally two) and only the required number of answers
58
59
Matching Question
Column 1 Items 1-n are paired with Column 2 options A-E

A-E may be used 0, 1 or many times
True statements
can be taken as
facts
Different True
statements may
contradict each
other
59
60
Sequencing Question
Matching based sequence
Start by considering the processes & activities and product & people
Effectively worth as many marks as there are parts
Getting a part out of sequence probably means minimum of two wrong answers
TAKE YOUR TIME
60
61
Assertion/ Reason Question

Most complex question type: IE SLOWEST to earn marks

Two parts an Assertion and a Reason
Each independently assessed True / False
Then T/T assessed for
Because
Answer A means the

assertion is explained
by the reason
Answer B applies to
two correct
statements NOT
causally linked
Several common techniques

Do whole columns THEN
for any T/ T consider the
because
61
62
Exam Approach
Many theories, few conclusions

DO NOT wait to transcribe answers to the answer booklet: it takes 15mins minimum
and YOU WILL RUN OUT OF TIME
(yes I do get proved wrong 1 time in 10: are you the lucky one? sad or safe?)
Some people say reading the scenario is (mostly) irrelevant

You will have to read it at some point best if that is before all questions
Since before the questions you do not know what is significant skim it quickly
Read first and last paragraphs and 1st & last line of all other paragraphs, a sentence from the middle
of 5-line-plus paragraphs
Reading the Additional Information is necessary

But only when you get to the relevant question
Additional information applies ONLY to the question asking for it
Additional information in different questions may override the scenario and contradict each other
62
OV
BC
OR
QU
PL
RK
CH
PG
SU
DP
IP
SB
CS
MP
CP
Overview, Principles and

Tailoring
Business Case
Organization
Quality
Plans
Risk
Change
Progress
Directing a Project
Managing a Stage
Boundary
Controlling a Stage
Closing a Project
Syllabus Areas:
63
64
Syllabus Area Overview

The exam is split into 15 syllabus areas

The overview combines the official manuals chapters 1 and 2
The other 14 areas match chapter 4 to 10 (the 7 themes) and 12 to 18 (the 7 process)
My coding is Area: Exam: Learning Level Item number

OV:F:1-1 = Overview: Foundation: Level 1 Item 1
PL:P:3-2 = Planning Theme: Practitioner: Level 3 Item 2
CP:P:4-1 = Closing a Project Process: Level 4 Item 1
Learning levels where given on slide

Item numbers are simply sequential within syllabus area and learning level
In the remainder of these materials, and just for pagination purposes

Syllabus entries may be covered (slightly) out of sequence
64
OV
BC
OR
QU
PL
RK
CH
PG
SU
DP
IP
SB
CS
MP
CP

Tailoring
Business Case
Organization
Quality
Plans
Risk
Change
Progress
Directing a Project
Managing a Stage
Boundary
Controlling a Stage
Closing a Project
Syllabus Themes:
OV Overview, Principles and
Tailoring
65
66
OV - Overview, Principles and Tailoring PRINCE2 to

the Project Environment
OV:- Foundation: Know

OV:F:1-1
OV:F:1-2
OV:F:1-3
OV:F:1-4
OV:- Foundation: Understand

OV:F:2-1
OV:F:2-2
OV:F:2-3
Six aspects of project performance to be managed

1.5.2
Definition of a project
1.3
Four integrated elements of principles, themes, processes and the project
environment upon which PRINCE2 is based 1.5.3
Customer/supplier context of a PRINCE2 project
5.1
Benefits of using PRINCE2
Seven principles 2
Characteristics of a project1.3
1.7
OV:- Practitioner
OV:P:2-4
OV:P:2-5
Difference between embedding and tailoring PRINCE2

19.1
How customer/supplier affects the themes, processes and management
products19.6
66
67
OV:- Foundation-1
OV:F:1-1 Six aspects of project performance to be managed
1.5.2
Cost/ Time/ Quality/ Scope/ Risk/ Benefits
OV:F:1-2 Definition of a project
1.3
a temporary organization that is created for the purpose of delivering one or more
business products according to an agreed Business Case
OV:F:1-4 Customer/supplier context of a PRINCE2 project
5.1
there will be a customer who will specify the desired result and probably pay for the
project, and a supplier who will provide the resources and skills to deliver that result
67
68
OV:- Foundation-2
OV:F:1-3 Four integrated elements of principles, themes, processes and the project
environment upon which PRINCE2 is based
1.5.3
1. Principles: The 7 ideas you have to follow to be using PRINCE2
1. Continued business justification IE the A2-Business Case is developed and approved at the start and
throughout the project (in SU, IP and SB)
2. Learn from experience IE Start considering other projects successes and failures. Keep a log of and
share our own
3. Defined roles and responsibilities IE a management structure of delegation authorities, reporting and
escalation lines
4. Manage by stages IE Divide the project into authorised time-bound chunks during which the team get on
with it
5. Manage by exception IE Getting on with it ceases to be authorised if any pre-set limits are threatened
6. Focus on products IE the projects only purpose is to deliver some result
7. Tailor to suit the project environment IE Understand the OM then apply as suits local needs*
2. Processes: The 7 procedural descriptions of the time-line through the projects control
Starting up, Initiating, Controlling a stage, Delivering products, Managing stage boundaries, Closing a
project and Directing a project
3. Themes: The 7 procedural ideas that weave in and out of the processes
Maintain the A2-Business Case, Maintaining reporting lines and authorities, Managing Quality, Risk and
Change, Creating plans and knowing current status
4. Tailoring
Merge or split management products, roles and process steps pragmatically*
The only 2 that anyone well read in project manager could say were distinguishing rather than common are stages and
exceptions and even these are well-known elsewhere
* Typically tailoring may add control/ role elements, merge them or it may de-emphasis some but should not delete any
68
69
OV:- Foundation-3
OV:F:2-1
Benefits of using PRINCE2
1.7
Best practice, suits any type of project, widely know, common vocabulary, sets out
roles and accountabilities, product focussed, plans at 3 levels matched to readers
needs, uses management by exception to be sparing with senior managers time,
keeps a focus on project viability, economical reporting structure, stakeholders properly
represented, promotes learning and growth (see front cover!), promotes consistency
and reuse, supports audit and diagnostics, accredited practitioners and trainers
OV:F:2-2
Seven principles
Continued business justification, Learn from experience, Defined roles and

responsibilities, Manage by stages, Manage by exception, Focus on products, Tailor to
suit the project environment
OV:F:2-3
Characteristics of a project
1.3
Makes a permanent changes to business-as-usual (BAU), Is more uncertain than

BAU, Is temporary (so needs procedure for starting and ending), Involves people with
differing skill sets, perspectives and motivations, Each project is unique
Recall text in quotes is more or less a quote from the manual: the semantics are retained but the words may be
reduced, amended or re-sequenced
69
70
OV:- Practitioner-1
OV:P:2-4
Difference between embedding and tailoring PRINCE2
19.1
Embedding is done once to implement PRINCE2 across the organisation

Tailoring is done every project to match how PRINCE2 is applied to the project
specific circumstances
Tailoring mostly applied by the first 5 IP activities
[14.4.1 Prepare the Risk Management Strategy]

[14.4.2 Prepare the Configuration Management Strategy]
[14.4.3 Prepare the Quality Management Strategy]
[14.4.4 Prepare the Communications Management Strategy]
[14.4.5 Set up the project controls]
(Common) Examples of tailoring are:

To merge the Starting up a Project (SU) process and Initiation stage
To merge the A12-Issue Register and A25-Risk Register and dispense with the A13Issue Report
When as a freshly registered practitioner you consider What do I need in place for the organisation to embed
and use PRINCE2? then please contact us and we will help with implementation of the method.
70
71
OV:- Practitioner
OV:P:2-5
How customer/supplier affects the themes, processes and
management products
19.6
Customer & supplier have their own reasons for engaging in the project, own
management/ governance systems, own culture
BC Affected by suppliers market place and profit/ reputation objectives
Customers need to consider acquisition and operational costs
OR Key decision is who is senior supplier and which organisation supplies the PM?
Should the customers procurement staff be SS? (Exams #1 favourite scenario)
QU Whose Quality Management System is used or how they are combined
71
Syllabus references to the 7 themes interactions with the customer/ supplier context
The closing double-quote character is on the next slide
72
OV:- Practitioner
OV:P:2-5
management products
19.6
PL Will contract award be for the whole change or stage by stage, What
arrangements will be made for payment milestones or break-points, Will contract setup be handled in initiation, Contractor TM must report status so the PM can maintain
an up to date A16-Stage Plan
RK Each party may maintain its own A25-Risk Register or may have a merged
register
CH Change control over the contracts must be aligned between customer and
supplier and with Change Budget/ Change authority/ Procurement procedures
PG Frequency, format and formality of reporting and review must be aligned
72
73
OV:- Practitioner
OV:P:2-5
management products
19.6
Processes as a whole
For the customer: processes are probably as per official manual
For the supplier: contract award may fall mid-way through the initiation stage
Both parties must align purchase/ business winning decision making with DP activities
Management Products
The A20-Project Initiation Documents and A26-Work Packages (customers and suppliers)
may have legal significance as contracts
73
74
Who Are Logical Model Ltd (LML)?

A niche consultancy that delivers training, mentoring and consulting services around control and
governance of project based benefits realisation
LMLs purpose is to improve the project management state of the art through popularisation of what is commonsense (which I suggest is obvious after it is observed not necessarily is widely-known)
Consultancy & training in

Basic structured project management
Tools and techniques for advanced project
& programme management
Leading complex projects
Recovery of struggling projects
Creating & running PMOs
Project risk and quality management
Using Earned Value Analysis
Board briefings on project control &
governance
Continued
Dimension Four Benefits Realisation
Method training and consultancy
PRINCE2 use in the real-world &
PRINCE2 Exam preparation (but only if you
are sure exams are what you want. They create the wrong focus
& damage PMs value to a business and PMs reputation)
Implementing IT Governance using the

CobiT Framework
Implementing Benefits Realisation &
Lessons Learned processes
74
OV
BC
OR
QU
PL
RK
CH
PG
SU
DP
IP
SB
CS
MP
CP

Tailoring
Business Case
Organization
Quality
Plans
Risk
Change
Progress
Directing a Project
Managing a Stage
Boundary
Controlling a Stage
Closing a Project
Syllabus Themes:
BC Business Case
75
76
BC - Business Case (BC) Foundation-1

BC:F:1-1
4.3.4.4
Definition of: output, outcome, benefit and dis-benefit
4.2.2,
Output is any of the projects specialist products (whether tangible or intangible)

Outcome is the result of the change from using the outputs
Benefit is the measurable improvement from an outcome perceived as an advantage
by one or more stakeholders
Dis-benefit is an outcome perceived as negative by one or more stakeholders
BC:F:2-1
The purpose of the Business Case theme
4.1
to establish mechanisms to judge whether the project is (and remains) desirable,

viable and achievable as a means to support decision making in its (continued)
investment. (sic)
(sic) added when I want to emphasise it really says it just like that. Personally I would have a full-stop
and The means in place of as a means
76
77
A2-Business Case Theme

Up to date description of the projects merits
4.3 Developed in SU & IP, Maintained in SB, Verified in DP & Confirmed post project
4.2.3 Describes project outputs, the outcomes created and the benefits enabled
Customers and suppliers business cases different but aligned
May address compulsory, not for profit, evolving, multi-organisation*
The crucial thing about a project, and a PRINCE2 principle is continued

justification [ yet PRINCE2 :
Gives no guidance on investment appraisal
Terminates at DP5 with dissolution of roles
States the exec has the only vote on the project board yet 2009 also states the senior
user is accountable for benefits
The exam wont ask about any financial appraisal skills such as IRR
Understanding the affect of interest rates on the value of money is a crucial part of preparing, evaluating
(EG in an exception) and managing a A2-Business Case in reality ]
* This list mixes concepts of motive, clarity of goal and involvement

Never split decision making over resources and risk responses from accountability for results - it leads to blame and recriminations
See our (also free) non-PRINCE2 PM course notes for guidance on NPV/ DCF/ IRR, Payback period, non-financial evaluation etc
77
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BC - Business Case (BC) Foundation-2

BC:F:2-2
The purpose of a A2-Business Case, A1-Benefits Review Plan
A.2.1 A.1.1
A2 document the justificationbased on [comparing all] costsbenefits and risks
A1 define how and when to measure achievementof benefits expected by the SU
BC:P:2-3
The composition of a 1. Business Case, the process(es) that
develop, verify, maintain and confirm it and roles involved 2. Benefits Review
Plan, ditto A.1.2, A.2.2, 4.3, 4.3.1-4, 12.4.4, 13.4.1-5, 14.4.7, 15.4.4-7, 17.4.3-4,
18.4.3-4, C/Table 4.1
See following pages
78
79
A2-Business Case Product Description

[ A project is a mechanism to change business-as-usual

The justification is described (not promoted) in a A2-Business Case ]
The A2-Business Case might contain {

The trigger or motivation for undertaking the project
Either the opportunity being pursued or the threat being avoided
Expressed in terms that bench-mark the current status quo for post-project comparisons
A description of how the project contributes to (affects) corporate strategies and tactics
Constraints and expectations: including but not limited to all factor subject to tolerances
Dates for funding cycles and funds available
Non-negotiable elements of scope, Imposed project dates
Levels of resources available
Options available for resolving the business threat or opportunity

Analysis of each option's pros and cons
Through life impacts and costs
How development and maintenance will be supported, resourced, funded and absorbed into BAU
Financial appraisal (EG Net Present Value) as per corporate finance standards
Recommended option with reasons for selection
Risk analysis
Uncertainties and actions to respond that are (or could be) included
The above may include a summary* }

[ * No one should be encouraged to assess an investment based only on the summary. One reason NOT to include one. A conclusion that
draws the elements of argument into one place is appropriate. A BC should be a small document (possibly with appendices).
A BC should not sell the project but describe it even-handedly ]
79
80
A1-Benefits Review Plan Product Description

The A1-Benefits Review Plan might contain {

Context and description of the benefits to be measured
Who, how, when and with what resources achievement of expected benefits will be
measured
How the performance of the projects outputs will be reviewed (sic)
[ I recommend you amend reviewed during embedding to be monitored and adjusted to
maximise benefits ]
For each benefit claimed in the A2-Business Case

[ and identified subsequently at any time ]
Who is accountable for the expected benefits
Benefit specific measurement who, how, when and with what resources*
Pre-project baseline against which improvement is calculated }
*Multiple measures over time are appropriate see the works of Tom Gilb benefits often take time to come-on-stream and then to
ramp-up
80
A1-Benefits Review Plan,81

A2-Business Case
CoPM 12.4.1 Appoint the Executive and the

Project Manager
1.
COPM
BC: P:2-3 1. Business Case, and in which process(es) it is developed, verified, maintained and confirmed and which roles are responsible for this
2. Benefits Review Plan, and in which process(es) it is developed, used and reviewed and which roles are responsible for this
NB in all cases A2-BC is of the Customer, not the Suppliers
Project
Board
Project
manager
13.4.1 Authorize initiation 13.4.2 Authorize the project

1.
Board verify A2- 1.
Board consider if A2-BC
BC (outline) viable
(Detailed) is adequate to justify
justification to
the project and approve
invest in the
(baseline) it
Initiation Stage
2.
Board (Exec) approve (IE
baseline) A1-Benefits Review
Plan covers all benefits, meets
CoPM needs and Exec, Pgm or
CoE is responsible for reviews
being held

13.4.4 Give ad hoc
Exception Plan
direction
1.
Exec approves, Board compares confirms? original
1.
Board verify the A2- 1.
Board consider if
and current versions of A2-BC [to what end?]
BC (as updated) is a
A2-BC still viable 2.
Board ensure A1-Benefits Review Plan includes postviable justification for
vs. latest A11project review of all side-effects of pj products once in
continued investment
Highlight Reports
operational use (side effects shared as lessons)
2.
Board approve
3.
Board approve A1-BRP will cost effectively assess
(updated) A1-Benefits
benefits not measurable until after the project
Review Plan will
4.
Board/ Exec transfer responsibility for A1-BRP to CoPM
address all benefits
to hold SU accountable for benefits from their assigned
due in next Stage
products. Ensure resources are committed

1.
PM Captures lessons relevant to the A2Business Case

1.
PM determines costs & timescales needed for
investment appraisal by planning the project

1.
If received from CoPM the Exec reviews A2-BC
2.
Exec drafts (delegates drafting) inline with
Corp. standards the A2-BC with Context,
Objectives, Strategic alignment, Feasibility
Expected contribution, Funding, Contracts,
Risks (ie uncertainties) and sensitivities to
viability of benefits
[SU. accountable for benefits p35 c2.1, 4.3.3,
c3]
3.
PM checks timescales (all constraints) applied
to A21-Project Product DescriptionA2-BC or PjMandate balance
(prior to 14.4.6 cost and timescales may be
rough order of magnitude)
4.
CoPM Approve the A2-BC (Outline)

1.
PM Checks A19-Pj Brief for corporate format &
presentation standards
2.
PM seeks lessons observed relevant to the
A2-BC
3.
PM adds A16-Pj Plan costs and timescales,
Risks, expected benefits & tolerance per
benefit to A2-BC investment appraisal
4.
PM creates the A1-Benefits Review Plan
(BRP) stating for each benefit how it will be
measured, tolerances and timing of
measurement (EG at stage ends and beyond
the project) & the current status quo (a
Programme may assume responsibility for this
step)
5.
PM seeks board approval now or defer to
13.4.2 and A20-PID

1.
PM assess potential
actions to respond to a
new risk or issue for their
impact on the A2-BC and
expresses in A10Exception Report
15.4.6 Capture and examine
issues and risks
1.
PM assesses new risks
and issues for impact on
the A2-BC

1.
PM checks A2-BC vs.
new (and existing) risks &
issues
2.
PM checks A1-BRP and
12.4.5 Select the project approach and assemble the
executes any Benefits
Project Brief
Reviews falling due [NO!
1.
PM drafts Pj Approach defining Corp.
1.
PM include A2-BC (detailed) in A20-PID
should be in the Stage
preference/ best practice for delivering the A2P2 ExamCram Assessed
by GRM
07032011 P2-5th Ed 2011 Logical Model Ltd p2@logicalmodel.net
plan]
Logical Model BC
Ltdinto
operational
0845 2 57 use
57 07
Plan Delivery
Stage

18.4.3 Hand over
1.
PM determines revised project cost
Products
& timescales that may affect the
1.
PM updates
investment appraisal
A1-BRP if
required
1.
PM reflect external changes to
project context, updates of costs
and timescales, uncertainties, risks
and issues into A2-BC for the
accountable exec
2.
PM updates the A1-Benefits
Review Plan for current outlook
Results any reviews in stage just
18.4.4 Evaluate the
ending and need for review in
Project
approaching stage
1.
PM assess
project
performance
1.
PM reviews status and any benefits
vs. expected
in stage & expresses view on A2benefits in the
BC viability in A9-End Stage Report
A2-BC &
2.
PM confirms any benefits review
reports in A8activity in stage is complete
End Project
3.
PM Seeks Board approval of
Report
revised A1-BRP & A2-BC at 13.4.3
Team
Manager
81
82
BC - Business Case (BC) Practitioner

BC:P:2-4 The relationship between a programmes business case and a projects

Business Case
4.3.1, 4.3.2, 4.3.3
Programme management may provide an approved A2-Business Case as part of the A19Project Brief
Will be reviewed by programme management and subject to their approval (or management)
A1-Benefits Review Plan may be produced, executed and coordinated by the programme
Responsibility for review transfers from the executive to CoPM at project close
A1-Benefits Review Plan separated from the A16-Project Plan to aid its management in the
programme
SU accountable to programme management for benefits claimed
In the real-world only if they are also the ultimate decision maker with control
over risk appetite
82
83
BC - Business Case (BC) Practitioner

BC:- Able to use/ tailor the theme to an exam scenario to maintain products and
make decisions in the 7 processes
BC:P:3-1 Identify appropriate information, (using Apdx-A), for inclusion in the products
listed in BC:P:2-3
BC:P:3-2 Identify outputs, outcomes, benefits and dis-benefits 4.2.2, 4.3.4.4
BC:- Critique theme's application to an exam scenario

BC:P:4-1 QA and comment on theme's products and roles involved through-out their
life-cycle in BC:P:2-3
See Section 5 for BC exam questions

Ex02 Qn 1
EX03 Qn 5
After attempting the questions read each answers rationale in the exam paper
The pdf I supply has bookmarks to make navigation easier
83
84
Revision Notes
Notes
84
OV
BC
OR
QU
PL
RK
CH
PG
SU
DP
IP
SB
CS
MP
CP

Tailoring
Business Case
Organization
Quality
Plans
Risk
Change
Progress
Directing a Project
Managing a Stage
Boundary
Controlling a Stage
Closing a Project
Syllabus Themes:
OR Organization
85
86
OR - Organization (OR) Foundation-1

The Roles: (Appendix C)
OR:F:1-1
Roles within the Organization theme
5.3.2
Roles apply to responsibilities and do not always mean a separate person

May be combined, split, amended but should not be dropped
Project Board: All authorisations and decisions, all dialogues in or out of the project
start & end at the board
Collection of the next three roles
Executive: Decision maker

Ultimate responsibility to get it done within CoPMs authorised limits
Senior User: Say what (all) customers need and check we get it
Specifies results, accountable for benefits
Senior Supplier: Produce what was asked for

Accountable for providing expertise to create products
Project Assurance: Check the PM is plausible & everyones efforts are aligned
Confirms right people involved at right time
86
87

The Roles: (Appendix C)
OR:F:1-1
Roles within the Organization theme
5.3.2
Project Manager: Day-to-day management of the project within delegated tolerances

Refers all other decisions upwards
Project Support (Mandatory role, optionally delegated)

Aids PM and TM with administration such as booking meeting rooms
May provide expertise in estimating planning and tracking
May also provide skills as configuration librarian to store the task results away safely & run
change control
Team Manager (optional role): Produce the products to plan within tolerance
Agrees and executes A26-Work Packages
Change Authority (optionally delegated): Person or group able to authorise

concessions and changes
Change authority : delegated decision making over changes
Experts: Provide knowledge in risk assessment and estimating
87
May be a delegated responsibility or may be retained by the Project Board (Change Authority) or Project Manager (Project support)
Possibly in a Centre of Excellence (IE A project office with a fashionable we are really good value, honest! name) 5.3.4.2
SU-04 F:2
Project mandate P:CoPM
88
The Activities Within Starting up a

Project (SU)
Licensed
for individual
use without &
fee. A commercial licence (License@logicalmodel.net) removes this note: Please report unlicensed commercial use & share in fees levied
12.4.1
Appoint Executive
A7
Daily Log P:PM
A14 Lessons Log

A19 Project Brief {Exec role
description P:CoPM,
PM role description
P:E, A:CoPM }
Appointed Exec
P:CoPM
Appointed PM
P:E A:CoPM
12.4.3 Design/ appoint PMT

1. Define roles (PA/ TM/ PS)
Authority/ Reporting lines/
Availability/ Competency
2. Some may not be in post
3. Arrange training
4. Note Risk in Daily Log
13.4 DP
14.4
IP
`
Appointed PMT
P:E A:CoPM
In the beginning is the project mandate

(a partial Project Initiation Document)
and the first thing we need are:
a decision maker and
someone to do the day to day management
Initiation Stage
Project Manager
12.4
1.
Based on Pj-Md8, skills
SU
& availability
2. PM starts Daily Log
15.
CS
A7 Daily Log P:PM

A19 Project Brief {
PMT role descr. P:PM A:E
PMT structure P:PM, A:E}
update
DoubleHeaded
Create
88
PMT = Project Management Team, PMTs = PMT structure, P: = Produces, R: = Reviews, A: = Approves ( ) = in another process { } = containing
17.4
SB
90
10
Our Cast
OR:F:2-3
The responsibilities and
characteristics of the role of the: 1. Project Board 2.
Project Manager 3. Project Assurance 4. Change
Authority 5. Team Manager 6. Project Support
5.3.2.2, 5.3.2.6, 5.3.2.3, 5.3.2.4, 5.3.2.7, 5.3.2.8
90
91

OR:F:2-1
The purpose of the Organization theme 5.1
define and establish the projects structure of accountability and responsibilities (the
who?)
OR:F:2-2
The three project interests and how these are represented within the
three levels of the project management team structure
5.2.5, 5.3.2
Business: has the driving need and receives the benefits
User: uses the outputs to create the outcome
Supplier: creates or acquires the outputs
OR:F:2-4
What a stakeholder is
5.2.5 [Emmas typo 5.3.5]
individuals or groups who are not part of the project management team, but who may
need to interact with the project or who may be affected by the projects outcome
OR:F:2-5
The purpose of the Communication Management Strategy
A.4.1, 5.3.5.3
Describes the means and frequency of communication to parties both internal and
external to the project. It facilitates engagement with stakeholders through the
establishment of a controlled and bi-directional flow of information
91
92
Organisation Theme
Accountabilities and reporting lines

5.2.5 Three interests Business & User plus Supplier
5.3.1 Four levels CoPM, Direction, Management, Delivery
5.3.2 Nine roles May be combined but should not be eliminated
Described in Appendix C: Board { Exec, SU & SS }, PM, PA, PS, CA, TM
PS may be via a Centre-of-Excellence (nee Project Support Office) 5.3.4.2
5.3.3 Build teams across functional specialisms

5.3.3.3 Project team members may be full-time or part-time
5.3.3.2 Train team members
Engage stakeholders
5.3.5.2 External to the project and internal
5.3.5 Stakeholder analysis identifies stakeholders and their stakes
5.3.5.3 A4-Communications Management Strategy defined how to engage them
92
93
Stakeholders Define the Goal & Approach

[ Stakeholders have expectations: judge project success

Use workshops to define the desired end-point
Meld expectations to align stakeholders to consensus Acceptance Criteria (AC)
The means by which stakeholder (dis)agreement is reached
Cross-over point into project Scope Management
Simple set of mechanics to explore end-points

Does not mean simple to use!
End point is a short (20 words) statement in business own vocabulary

Says WHAT & perhaps why/ when/ where/ who but not how
Tested by
Describes the world after the (programme, project, phase) is complete
Tells me how I will know the ACs have been met: Benefits recognition events
Future state description always accompanied by assumptions and constraints ]
HOW is constraint. It may be valid at this stage

Details of the procedures, duties, tools and techniques for Stakeholder Analysis, Goal Setting etc are in the
course materials that may be freely downloaded and some of the why is in my articles published elsewhere
93
94
Changing Stakeholders
[ Stakeholders change over time

Stakeholder management process should be constantly identifying, analysing,
planning, monitoring and controlling
Projects span customer and suppliers business over time

Likelihood that stakeholders will change
Promoted into or out of stakeholder group
Be prepared with induction pack

History, status, major tenets
Make time to listen to them carefully
Include into existing stakeholder analysis & management plans
Understand new stakeholders perspectives

Day job versus project interests (projects conduct and projects results) ]
The official manual suggests the A20-Project Initiation Documentation
94
95

OR:F:2-3
The responsibilities and characteristics of the role of the: 1. Project
Board 2. Project Manager 3. Project Assurance 4. Change Authority 5. Team
Manager 6. Project Support 5.3.2.2, 5.3.2.6, 5.3.2.3, 5.3.2.4, 5.3.2.7, 5.3.2.8
Project board: Exec, senior user and senior supplier
Accountable to CoPM for project results

Authoritative decision makers, Ensure bi-directional communications, Visible and supportive
Direct, delegate, facilitate
Provide resources, credibility and authority
Project manager: Authorised to run the project day-to-day within agreed tolerances
Normally from the customer
Responsible for the PRINCE2 activities except [12.4.1 Appoint the Executive and the
Project Manager], 16.4 Managing Product Delivery and 13.4 Directing a project
Delegates to team member/ manager, liaises with project board and project assurance
Relies on (possibly shared) project support or does those jobs them self
95
96

OR:F:2-3
Project assurance: a role of project board members often delegated to those with time
and expertise to adequately fulfil
Monitors all areas of project performance and product development

Independent of the PM, aligned to 1 or more PB roles
May be from corporate Quality Assurance function
Support the PM and team with advise and expertise on standards and who to involve
Change authority: possibly delegated (during initiation) in whole or part by the board
Authorises (or not) Requests for Change and Off-Specifications
May be/ include the project manager, often is/ includes project assurance
Often delegated based on expertise in products required
96
97

OR:F:2-3
Team manager: Optional role - has the expertise to produce the products to
specification
Reports/ escalates to the project manager at a frequency/ in a manner agreed when
commissioned, probably also reports, in parallel to the senior supplier
Maybe the project manager!
Receives and agrees commission via technical A26-Work Packages (which may need
planning to confirm constraints are achievable)
Project support: Mandatory role falls to the project manager if not otherwise
resourced
May be administrative or may be expertise in quality review, risk, estimating, scheduling

May provide configuration management capabilities (if not programme wide)
May be resourced as a shared resource from a project support office
Should be independent of project assurance
97
98
Role Product Description

[ PRINCE2 gives no guidance on the contents of a role description

It might contain {
Duties to be performed
Perhaps linked to Method statements in a QMS
Perhaps linked to a capability framework*
Decision making authority

Perhaps linked to Corporate Governance and legal accountabilities
Resources to be provided/ Contribution expected

Competencies, skills and experience required } ]
98
* EG The IPMAs Competency Baseline
CoPM
99

1.
CoPM define Executives & project managers role
descriptions & appoint based on skills & availability:
Exec has duty to deliver a product that will return
the forecast benefits that justify the cost
Organisation
OR:P:2-7 The relationship between the Communication Management Strategy and other
products and themes
5.3.2.2, 5.3.5.3, 8.3.5.5, 10.3.3.4, 13.4.5, 14.4.5, 14.4.6, 14.4.8, 15.4.6, 17.4.4, 18.4.5
OR:P:2-8 The composition of a Communication Management Strategy, the process(es) and roles through-out its life-cycle
A.4.2, 5.3.5.3, 13.4.2-5, 14.4.4-6, 15.4.4-6, 17.4.2, 17.4.4, 18.4.4-5, C/Table 5.1
Project
Board
Project
manager

1.
Board confirm PMT members accept roles
2.
Board obtain/ commit resources to deliver
Initiation Stage
12.4.3 Design and appoint the project
management team
1.
PM perform stakeholder analysis
2.
Consider tailoring of P2 Org
theme to split & combine roles
3.
Define roles & appoint SU & SS
based on project size &
significance, peoples skills & time
& CoPM agreement
4.
Consider Project Assurance,
Team managers, Project Support
5.
Define reporting lines
6.
Consider training needs (eg
quality methods)
12.4.5 Select the project approach and

assemble the Project Brief
1.
PM Adds to/ updates PMTs &
roles to match Pj brief & Pj
approach
Team
Manager

13.4.3 Authorize a Stage or Exception Plan
1.
Board obtain/ commit 1.
Board ratify team appointments or changes 1.
Board advise resources providers they are being freed
resources to deliver 2.
Board obtain/ commit resources to deliver 2.
Board transfer concern for resourcing benefits review
project
stage
14.4.1 Prepare the Risk Management Strategy

1.
PM assigns risk management roles in A24-Risk
Management Strategy
14.4.2 Prepare the Configuration Management Strategy
1.
PM assigns config mgmt roles in A6-Configuration
Management Strategy
2.
Board consider need for Change Authority
14.4.3 Prepare the Quality Management Strategy
1.
PM Assigns Q mgmt roles in A22-Quality
Management Strategy (consider links to Corp QA)
14.4.4 Prepare the Communication Mgmt Strategy
1.
PM Assigns comms roles in A4-Communications
Management Strategy
1.
PM adds control duties, authority limits to Role
descriptions
2.
Finalise PMTstructure (as far as can)
1.
PM Updates role descr. If needs
2.
Confirm resource needs (estimating skills)
3.
Include control duties in project plan
1.
PM includes all PMT structure & role definitions
Plan Delivery Stage
15.4.4 Review stage

status
1.
PM considers
resource utilisation,
status, availability,
suitability & outlook
15.4.1 Authorize a Work

Package
1.
PM Assigns A26Work Packages to
Team members/
managers
15.4.3 Receive completed

Work Packages
1.
PM acknowledges
assignment
complete

1.
PM Reviews changes to
the PMT structure and
roles
2.
PM assesses resources to
deliver next stage
1.
PM revises Pj Plan to
reflect changes to the PMT
structure and roles

1.
PM reports on team
performance in A9-End
Stage Report
1.
roles
2.
PM considers resources to
deliver exception plan
18.4.1 Prepare planned

closure
1.
PM seeks approval to
advises board to
release resources to
CoPM
18.4.2 Prepare premature

closure
1.
advises board to
CoPM

1.
PM reports on team
performance in A8End Project Report

1.
Team create A16-Team plan to confirm work
and resource constraints are in balance
Roles: 2.3, t3.1 org, 4.3.3bp5, 4.4, t4.1, , 5*, 6.3.1, p55, t6.3, 7.4, t7.1, 8.3.1/ 2, 8.3.5.1/ 4, t8.3, 9.3.1, 9.4, t9.3, 10.2.3, 10.4, t10.2, 12.1/ 2, 12.4.1x/ 3x/ 5x, 13.3, 13.4.1/ 2, 14.4.1-7, 15.3, 16.1, 17.2,
17.4.1/2/5, 19.2, t19.1, f19.1, 19.2.5/6, 19.4.1.2, p219, f19.3, f19.4, t19.2, 19.5.1.1, 19.6.1.2x, 19.8.1, 19.9.1, t19.3, Aintro, a4/ 5.2/ 8.5/ 9.5/ 15.5/ 17.5/ 19.2/ 20.2/ 20.5/ 22.2/ 22.3/ 23.2/ 24.2/ 25.2,
Tb1, ApxC!, e1/4/18/45/46/95, g309-pmt/pmts/pd, 310-qrt/ps, 312-rd/ss, 313tm/12.4./s
99
100
OR:P:2-8
A4-Communications Management Strategy Product

Description
The composition of a Communication Management Strategy, the process(es) and roles through-out its life-cycle
A.4.2, 5.3.5.3, 13.4.2-5, 14.4.4-6, 15.4.4-6, 17.4.2, 17.4.4, 18.4.4-5, C/Table 5.1
The A4-Communications Management Strategy* might contain {

Preamble: Who is responsible for maintaining the strategy, Version numbers, Publication dates
References to corporate standards for communications
Note project tailoring with auditable justifications
Any and all of:

Company branding such as colours, logos, formats
Project branding: significant projects (especially in matrix organisations) need their own clear identity
Standards such as image or writing standards, translations, speed of distribution etc
Roles and information needs of everyone involved in project communication

What the project needs as a receiver and the stakeholders/ roles (such as exec) who are suppliers!
What the project supplies (include how the project board communicate with CoPM) and to whom
What records are consulted and created and how records are looked after
By reference to the A6-Configuration Management Strategy
All timings, triggers and flow

The communications procedures, methods, media, tools and techniques, and crucially
Repetitions and parallel channels used to ensure key messages are absorbed not just received
The action the recipient is required to take on receipt
Formats for feedback, acknowledgement or follow-up that is required or beneficial
How communications management performance will be measured and reported }
100
* Created by the project manager in [14.4.4 Prepare the Communications Management Strategy] and updated in [17.4.1 Plan the next stage]
101
A4-Communications Management Strategy

OR:P:2-7 The relationship between the Communication Management Strategy and other products and themes
5.3.2.2, 5.3.5.3, 8.3.5.5, 10.3.3.4, 13.4.5, 14.4.5, 14.4.6, 14.4.8, 15.4.6, 17.4.4, 18.4.5
A.4.2, 5.3.5.3, 13.4.2-5, 14.4.4-6, 15.4.4-6, 17.4.2, 17.4.4, 18.4.4-5, C/Table 5.1
Addresses the project boards requirements for communication content and

frequency
Consistent with CoPM standards
Created by the project manager in [14.4.4 Prepare the Communications Management
Strategy]
Consulted to [14.4.5 Set up the project controls] and [14.4.6 Create the Project Plan]
and included in the A20-Project Initiation Document
Identifies and facilitates two way communication with stakeholders (including

CoPM)
A11-Highlight Reporting contents (if tailored) timing and distribution from [15.4.5
Report highlights]
A9-End Stage Report in [17.4.4 Report Stage End] and A8-End Project Reporting in
[18.4.5 Recommend project closure]
101
102

OR:P:2-7 The relationship between the Communication Management Strategy and other products and themes
5.3.2.2, 5.3.5.3, 8.3.5.5, 10.3.3.4, 13.4.5, 14.4.5, 14.4.6, 14.4.8, 15.4.6, 17.4.4, 18.4.5
A.4.2, 5.3.5.3, 13.4.2-5, 14.4.4-6, 15.4.4-6, 17.4.2, 17.4.4, 18.4.4-5, C/Table 5.1
CoPM provide information as defined

Exec approves (possible as part of the A20-Project Initiation Document)
PM prepares, reviews and updates
PA assure
Defines communication of risks, progress (including beyond the project)

Between project manager and Directing a project activities
Assessed (perhaps as a delegated act by project assurance) in [13.4.2 Authorise

the project] for who/ what/ when/ how/ how often/
Followed by DP2 & DP3 to communicate beyond the project
In DP4 to gather relevant data for issue and exception handling and to inform CoPM
In Closing a project and DP5 to advise of project closure
OR:P:2-6
102
103
5 Levels: 4 Management
plus Technical
How the 4 levels of management applies to the processes 5.3.1
Instigates, Sets constraints,

Delegates project tolerance
Day to Day control within

tolerance
Doing
Delegates team tolerance
Escalates to the Board
Specialist activities to produce
products within tolerance
Escalates to PM
SU
DP
Project board
IP Initiation Stage
Starting
up a
Project
(SU)
CS
Initiating a
Project
(IP)
1st Delivery Stage
Controllin
g a Stage
(CS)
SB CS
Last Delivery CP
Stage
Managing
a Stage
Boundary
(SB)
Closing a
Project
(CP)
Project manager
Directs (Decides)
Delegates stage tolerance
(The Exec) Escalates to CoPM
Corporate or Programme Management
Managing a Stage
Boundary (SB)
SB
MP
Team Manager
Team Member
After a exam cram if P2 is to be of any value to your organisation you will need the senior management to understand their role too.
If you would like help with embedding and tailoring then please contact us to discuss your needs
MP
103
OR:P:2-6
104
Organisation Structure
Of The Project Board
How the 4 levels of management applies to the processes 5.3.1
Customer
Supplier
Customer
Customer specifies the

outcome
Pays for the project
Senior User
Executive
Senior Supplier
User
Assurance
Business
Assurance
Supplier
Assurance
Change Authority
Project Manager
Customer
Project Support
Team
Manager
Supplier
Team
Manager
Team
Manager
Team Members
Team Members
Team Members
(Prime) Supplier provides
skilled resources to create the outcome
After a exam cram will you have the fluency to present the details to your senior management, peers and project team members?.
If you would like help with embedding and tailoring then please contact us to discuss your needs
104
105
OR - Organization (OR) Practitioner

OR:- Able to use/ tailor the theme to an exam scenario to maintain products and
OR:P:3-1 Identify an appropriate project management team structure and role
descriptions, including acceptable role consolidations or sharing 5.3.2, C
OR:P:3-2 Identify appropriate information, (using Apdx-A), for inclusion in a
Communication Management Strategy
A.4.2
OR:- Critique theme's application to an exam scenario

OR:P:4-1 QA and comment on: 1. Project management team structure 2.
Communication Management Strategy and roles involved through their life-cycle
5.3.2, C/Table 5.1 A.4.2
See Section 5
EX02 Qn 2
Ex03 Qn 2
105
OV
BC
OR
QU
PL
RK
CH
PG
SU
DP
IP
SB
CS
MP
CP

Tailoring
Business Case
Organization
Quality
Plans
Risk
Change
Progress
Directing a Project
Managing a Stage
Boundary
Controlling a Stage
Closing a Project
Syllabus Themes:
QU Quality
106
107
QU - Quality (QU) Foundation

QU:F:1-1
Recall the recommended quality review team roles
6.3.2.1
Chair: Leads the review (and may, minimally be the reviewer)

Responsible for the reviews conduct, may be project manager or team manager
Presenter: May be the products producer, presents the product, coordinates post
review product changes if required
Reviewers: Raises suggestions and questions and confirms (eventually) satisfaction
Administrator: Administrative support and records actions and result
107
108

QU:F:2-3
The objectives of the quality review technique
6.3.2.1
To assess conformance with acceptance criteria of documents and similar items

Involve key parties, aid team building, confirm ready for approval, baseline for change control
[ To detect missing, wrong or extra results from project activity as early as possible ]
Preparation
Chair Arrange venue, check product and reviewers ready, consolidate comments received
Presenter distribute product and A17-Product Description
Reviewers assess product, send comments to chair and presenter
Spelling/ grammar errors may be noted on the product
108
109

QU:F:2-3
The objectives of the quality review technique
6.3.2.1
Meeting follows an agenda

Introductions, Product summary { who uses product to do what } (presenter)
Global/ Major points (Chair & reviewers)
Walk-through at appropriate level of detail vs. comments and responses (presenter &
reviewers & administrator logs actions)
Summarise actions (admin)
Define result {product is fit, remedial actions without further review, remedial actions and rereview} (chair)
Follow-up
Presenter takes or coordinates actions

Reviewers signoff (or escalate to chair), Chair signs-off product on completion
Admin store quality records and advise management of reviews result
Presenter requests product approval from authority defined in the A17-Product Description
109
110

QU:F:2-1
The purpose of the Quality theme 6.1
define and implement the means by which the project will create and verify products
that are fit for purpose
6.2.3 Relies on a QMS (Quality Management System)
Roles, responsibilities, procedures and standards for products & tasks
QU:F:2-2 Contrast quality assurance and Project Assurance
6.2.6 Tab 6.1
Project assurance is a project board responsibility to ensure right people produce right
products the right way at the right time
QA is a corporate function to check (audit) that quality control is used and useful
110
111

QU:F:2-4
Contrast QP, QC and QA
6.3.1, 6.3.2, 6.2.6
QP is the selection of standards when products and tasks are identified

A17-Product Descriptions include or cross-reference product standards and acceptance
criteria (AC)
A26-Work Packages include or cross-reference process standards and process AC
QC is the following of process standards by application of craftsmanship and skill

during execution of a A26-Work Package and the use of peer reviews at handovers
Built it right, Conformance To Specification (C2S)
QA is the independent inspection of QC audit trails to ensure QC is used and useful

Compliant with standards and policy
111
112
Quality Control: Done Right

Start
Product identified in PBS, Defined in A17-Product Description
Development process defined in A26-Work Package and QMS
Quality
QualityControl
Controlduring
during
[16.4.2
Execute
[16.4.2 ExecuteaaWork
WorkPackage]
Package]
Next task, quality

control & logging
(Update A5-CIR, initially WIP)
Apply skills to follow

standards & meet
acceptance criteria
Rework
No
Baselined
Product
A5-Configuration Item
Record Done
Yes
All tasks
Complete?
Good/ Missing/
Wrong/ Extra
Step &
Result
OK?
Quality Records
& A23-Quality Register
Yes
112
113
Quality Records
Products and results (CIs) are tested as defined in their A17-Product Description
Often using a Quality Review: Walkthrough or Inspection
The A23-Quality Register is an index to primary records of tests
Placeholders added when creating the A16-Stage Plan and A16-Team Plan
Entries for specialist product tests completed during [16.4.2 Execute a Work Package]
Entries for management products mainly completed during IP and SB
A23-Quality Register summarises the conclusions drawn
Actual test results may also be within the A23-Quality Register entries
6.3.2.2 Quality Review confirms CIs conform to specification

Approval records confirm Fitness For Purpose in the eyes of the approval authority at
end of [16.4.3 Deliver a Work Package]
Acceptance Records are contractual confirmations that all Approvals are in place or
covered by concessions
Gathered during [18.4.3 Hand over Products]
113
114

QU:F:2-5
Contrast customers quality expectations (CQE) and acceptance criteria
(AC) 6.3.1.1, 6.3.1.2
CQE statement about the quality expected from the project product, captured in the Project
Product Description
CQE may be contradictory, unachievable: pre-politics of whos opinion counts
AC: prioritized list of criteria that the project product must meet before the customer will accept it,
i.e. measurable definitions of the attributes required or the set of products to be acceptable to key
stakeholders
Post politics of whos wants are to be satisfied
6.3 Customer arrive with quality expectations (CQE-6.3.1.1)

SU and IP translate CQE to agreed prioritised Acceptance Criteria* (AC-6.3.1.2)
PBS products described in A21 and A17-Product Description via AC
Expected tests recorded in the A23-Quality Register
AC matched to QMS method statements and product standards

[16.4.2 Execute a Work Package] applies QC and quality reviews (QR Pg.55)
Updates the A23-Quality Register to show results of quality control activity
Products that pass QR base-lined and stored by configuration management
114
115

QU:F:2-6
The purpose of a: 1. Project Product Description 2. Product Description 3.
Quality Register 4. Quality Management Strategy A.21.1 A.17.1 A.23.1 A.22.1
A17-Product Description
Allows identification of [relevant standards], activities, people and skills to produce, review and
approve a product by specifying the purpose (appearance, users, quality* level required etc) of a
product. May identify sources of information or supply
A21-Project Product Description

A special Product Description that defines what the project must deliver in order to gain
acceptance. Used to gain agreement from the user on the projects scope and requirements,
explore customers quality expectations, define the acceptance criteria, method and
responsibilities for the project.

defines the quality techniques, standards and responsibilities to be used to achieve required
quality levels, during the project
An indexed summary record of all planned or executed quality reviews and tests that facilitates
reporting and access to primary records
* The Guide to the PMBoK would say grade
115
116
QU - Quality (QU) Practitioner 1/2

QU:P:2-7
The PRINCE2 approach to quality -quality audit trail
6.3
Quality planning (QP) starts with a product focus

QP ensures products identified to the level required for control (via PBS and
configuration item identification)
Defined in A17-Product Description (and A26-Work Package) use by Quality Control
and Assurance (QC & QA)
CoPM
QU:P:2-8
116
117
CQE (6.3.1.1), AC (6.3.1.2), A22-Quality MS (6.3.1.4),
Product Descriptions (6.3.1.5), A23-Quality Register (6.3.1.6)
Project mandate, prepared by CoPM states CQE
The composition of a Project Product Description, Product Description, Quality Register, Quality Management Strategy and the process(es) and roles in their life-cycle
A.21.2, A.17.2, A.22.2, A.23.2, 6.3.1.4, 6.3.1.5, 12.4.4-5, 13..4.1, 13.4.2, 13.4.3, 14.4.3-6, 14.4.6, 15.4.1, 15.4.1-5, 16.4.1-3, 17.4.1, 17.4.2, 17.4.4-5, 18.4.1, 18.4.4-5, C/Table 6.3
Project
Board

1.
Board review A21 and confirm CQE & AC
2.
A19, A21, CQE & AC placed under
change control
12.4.3 Design and appoint 14.4.3 Prepare the Quality Management

the project
Strategy
management team 1.
PM confirms CQE & AC clear
1.
Consider training
enough in A21-PjPdD, Creates A22needs (eg quality
methods)
2.
PS create A23-Quality Register
3.
PM seeks board OK now or l8r
12.4.4 Prepare the outline
14.4.4 Communication Management
Business Case
Strategy (A22-QMS)
1.
SU provides/ PM
1.
PM includes A22-QMS needs in A4captures CQE &
Communications Management
AC, Criteria/
Strategy
Tolerance/ Quality
Methods/ Test
1.
PM inc. A22-QMS needs in controls
Skills or
responsibility in
A21-Project
1.
PM/ SU Update CQE/ AC if change
Product
or refinement required since 12.4.4
Description
2.
PM (team) create A16-Pj Plan based
on A21-PjPdD/ AC/ CQE/ A22-QMS
3.
PM creates A17 for products in Pj
approach and
scope
assemble the
14.4.8 Assemble the Project Initiation
Project Brief
Documentation
1.
PM includes CQE
1.
PM Assembles A21-PID including
& AC (in A21)
A22-QMS
2.
Assemble A21 into
A19-Project Brief Plan Delivery Stage

1.
Board confirm A22-Quality Management Strategy will achieve CQE
(benefits) & baseline
2.
Board approve A17-Product Descriptions for project plan scope

1.
PM consults A23-QR for input to update A13-Issue
Report and A10-Exception Report Apdx-A Dervtn)
1.
PM consults A23-QR for input to A13-Issue Report
1.
PM confirms quality work in period from A23-QR in
A11-Highlight Reports
1.
PM seeks Q-Issues shown by A23-QR entries
2.
PM confirms products accepted by those named in
their A17-PD Responsibilities
3.
PM detects stage end as A23-QR entries all complete
15.4.1
1.
2.
3.
Authorize a Work Package

PM consults A22-QMS to create A26-Work Package
PM includes A17-Product Descriptions in A26-WkPkg
PS/TM may update A23-QR quality reviews planned

1.
PM assesses status of Q-reviews by consulting A23QR
1.
PM confirms A26-WkPk complete by consulting A23QR and Quality Responsibilities of each included
products A17-PD

1.
Board approve A17-Product
Descriptions for stage plan scope

1.
PM reviews A20-PID and changes to
CQE/ AC
2.
PM/TM/SU Define AC for each A17Product Description per CI in the stage
PBS
3.
PM creates stage plan based on A22QMS, A2-PjPdD
4.
PS add quality reviews to A23-Quality
Register

1.
PM asks if all products in A18-PSA
match AC in A17-PD or covered by a
concession
2.
PM Confirm AC met and A21-Project
Product Description delivered
1.
PM Assesses via A18-PSA products
with Approval Records/ Concessions

1.
PM checks for change to A21-PjPdD

1.
Approved by those named in A1717.4.4 Report Stage End
PD
1.
PM confirms all done ok by checking
2.
PM checks Acceptance records or
A23-QR & Approval Records
Concessions from all parties eg
2.
PM reports on quality in period (from
Ops+Maint
A23-QR) details of Quality records &
3.
PM may list FOAR for concessions
Approval Records or Off-Spec &
Concession in A9-End Stage Report
1.
PM asks are CQE & AC changed
2.
PM creates ExPlan based on A22-QMs
for any new A17-PD in PBS
3.
PS amend quality reviews in A23Quality Register for new products
and/or tests
1.
2.
3.
4.
PM Reviews usefulness of A22-QMS

PM Closes A23-Quality Register
Include statistical insight from quality
records in A15-Lesson Report
PM includes in A8-EPjR details of
Quality, Approval & Acceptance
Records or Off-Spec & Concession

TM checks approval
records in A26-WkPkg
scope
Team
TM/ PM/ PS ensure best quality
1.
TM develops products following quality method for in-process development to criteria in A17-PD & record quality records 1.
Manager
reviews in A23-QR
2.
TM/ SU conduct quality reviews/ appraisal & assemble quality records to show products meet specification (if a quality
action
will exceed
tolerances
then Model
raise an
P2 ExamCram Assessedreview
by GRM
07032011
P2-5th Ed
2011 Logical
LtdIssue)
p2@logicalmodel.net
AC-Acceptance Criteria
References of type A99 expanded in index under A
Table 16.2 says (P)-PS but 15.2 omits the required P-PS
3.
4.
5.
TM/ PS update A23-QR* with results: Failures are re-planned

TM obtains & issues Approval Records from authority named in A17-PD
TM confirms quality work in period in A3-Checkpoint Report
117
118
The A21-Project Product Description

QU:P:2-8
A.17.2, A.22.2, A.23.2, 6.3.1.4, 6.3.1.5, 12.4.4-5, 13..4.1, 13.4.2, 13.4.3, 14.4.3-6, 14.4.6, 15.4.1, 15.4.1-5, 16.4.1-3, 17.4.1, 17.4.2, 17.4.4-5, 18.4.1, 18.4.4-5, C/Table 6.3
A.21.2,
The description of the projects final result* {

Who will use the project's outputs in what context
Aids plannings trade-offs between faster better cheaper
Major products (sic) to be delivered by the project

Cost or schedule targets
Customer [stakeholder] quality expectations (CQE) for development processes and project
management and control [what is expected (sic)]
Acceptance criteria [prioritised list ofmust meetmeasurableattributes to be
acceptable" (sic)]
Project-level quality tolerances

Quality characteristics of Major product are best documented in their own A17-Product
Description
Competencies required to develop and verify each of the major products

Methods, Competencies and Responsibilities to Accept and Handover the project's products
Context for the project's products functions, size, quality, complexity, robustness etc
Product source [or cross-reference the Project Approach in the A19-Project Brief] }
* The use of Dimension4s Recognition Events and Value Flashpoints is recommended here
I have written and will post course materials at some point
118
119
A17-Product Description Product Description

QU:P:2-8
A.17.2, A.22.2, A.23.2, 6.3.1.4, 6.3.1.5, 12.4.4-5, 13..4.1, 13.4.2, 13.4.3, 14.4.3-6, 14.4.6, 15.4.1, 15.4.1-5, 16.4.1-3, 17.4.1, 17.4.2, 17.4.4-5, 18.4.1, 18.4.4-5, C/Table 6.3
A.21.2,
What the project creates, acquires or amends might be described by {

A product ID: either a code, a name or both (based on a A5-Configuration Item Records ID?)
Purpose and context of the product's usage
Aids designing quality attributes such as reliability, maintainability, speed, training needs etc
Presentational format (if relevant)
Composition IE CIs integrated in this CI (the Product Breakdown Structure (PBS) below this CI)
Products source
[ Beyond PRINCE2: For each of the remaining items in the product description consider:
The CIs development lifecycle with reference to product standards and method statement in customer and
suppliers Quality Management System (QMS)
All factors that populate the estimates to include in the A26-Work Packages in the products life-span
The effort, materials, infrastructure, resources required per method statement/ standard operating
procedure step and the skills required to perform them
The earned value type to be used to claim progress versus baseline and each maturity test that
demonstrates value earned ]
Skill base, resources and tools to create and verify each development step:
Quality Criteria
Quality Tolerances applied to quality criteria target values
Quality Testing Method or test type used to confirm test results are within tolerance
Quality Responsibilities }
119
QU:P:2-8
The composition of a Project Product Description,
Product Description, Quality Register, Quality Management Strategy and
the process(es) and roles in their life-cycle
A.21.2, A.17.2,
A.22.2, A.23.2, 6.3.1.4, 6.3.1.5, 12.4.4-5, 13..4.1, 13.4.2, 13.4.3, 14.4.3-6,
14.4.6, 15.4.1, 15.4.1-5, 16.4.1-3, 17.4.1, 17.4.2, 17.4.4-5, 18.4.1, 18.4.4-5,
C/Table 6.3
120

Product Description
The A22-Quality Management Strategy might contain {

Document admin: Ownership, Version control information etc
Who to advise of changes to the A22-Quality Management Strategy),

Scope and objective of the strategy
How this project will carry out quality planning, quality control and quality assurance, who by, and when
Typically reference to organisational quality standards with audit trail of changes
Tools and techniques to be used: EG Sampling or exhaustive testing, rigs, jigs and test beds
Procedures to be followed, triggers and timings and the records to be kept
A23-Quality Register, Approval and Acceptance records, A3-Checkpoint Report, A11-Highlight Report,
A8-End Project Report and A9-End Stage Report
Duties, authorities, timings (roles and responsibilities) for management of quality activities
Triggers for quality activity and the time to complete them so decisions are timely
Procedures for or reference to relevant Quality Management Systems of either the customer(s) or
supplier(s) as derived from the CQE of the parties involved
Arrangements for independent audit and escalation to the project board }
120
121
A23-Quality Register Product Description

QU:P:2-8
A.17.2, A.22.2, A.23.2, 6.3.1.4, 6.3.1.5, 12.4.4-5, 13..4.1, 13.4.2, 13.4.3, 14.4.3-6, 14.4.6, 15.4.1, 15.4.1-5, 16.4.1-3, 17.4.1, 17.4.2, 17.4.4-5, 18.4.1, 18.4.4-5, C/Table 6.3
A.21.2,
Each A23-Quality Register record could be made-up of {

Identifier: EG A26-Work Package ID and time-stamp of test run-time
Linked records
A reference/ pointer to the test/ quality review's actual results
Reference to previous and future executions of this test or other tests CIs must clear before declared
mature
A26-Work Packages for corrective actions
A5-Configuration Item Record IDs for the CIs under review (specialist and management)
May include names and descriptions for convenience (even if thus no longer in 3rd normal form)
Reference to the A26-Work Package(s) in the team or A16-Stage plan that define the review
Methods that define how the CIs are to be tested

EG: stressed to failure, model-office, field test, read-through, (link to the A17-Product Description)
Who will be/ was involved in what capacity
IE Chair, Admin Support, CI's presenter/ producer, the reviewers or those assigned to other test methods EG Auditor and auditees
Schedule dates for baseline, currently intended and actual test dates
Dates of sign-off or other approvals and acceptance steps, perhaps with locations or other details
Summary of results
Pass
Fail - IE Rework and retest needed (linked corrective action A26-Work Package and A23-Quality Register
entry)
Provisional Pass as fail but re-test not required after corrective actions }
121
122
QU - Quality (QU) Practitioner 2/2

QU:- Able to use/ tailor the theme to an exam scenario to maintain products and
QU:P:3-1 Identify information for inclusion in the products listed in QU:P:2-8
QU:P:3-2,3 Identify actions and responsibilities to apply QC/ QR to product 6.3.2.1
QU:- Critique theme's application to an exam scenario

QU:P:4-1 QA and comment on theme's products and roles involved through-out their
life-cycle in QU:P:2-8
QU:P:4-2 Use of the quality review technique for a given product
6.3.2.1
QU:P:4-3 Critique QP activities and roles involved in managing CQE & AC in the
Project Product Description Formulating a Quality Management Strategy and setting
up a Quality Register
6.3.1, 6.3.1.1, 6.3.1.2, 6.3.1.3, 6.3.1.4, 6.3.1.6
QU:P:4-4
Analyse and comment on QC activities and roles involved involved.
Including: Carrying out the quality methods Maintaining quality and approval records
Gaining acceptance
6.3.2, 6.3.2.1, 6.3.2.2, 6.3.2.3, 6.3.2.4
Relevant questions are provided in EX02 Qn 3 and EX03 Qn 3
122
123
Revision Notes
Notes
123
OV
Overview, Principles
and Tailoring
BC
Business Case
OR
Organization
QU
Quality
PL
Plans
RK
Risk
CH
Change
PG
Progress
SU
DP
Directing a Project
IP
SB
Managing a Stage
Boundary
CS
Controlling a Stage
MP
Managing Product
Delivery
CP
Closing a Project
Syllabus Themes:
PL Plans
124
125
PL - Plans (PL) Foundation

PL:F:2-1
The purpose of the Plans theme 7.1
facilitate communication and control by defining the means of delivering the products
(the where and how, by whom, and estimating the when and how much)
[ PRINCE2 omits how to plan! PRINCE2 is about the Control Environment

If you come to PRINCE2 expecting to be shown how to manage a project your
expectations are not completely met
The PRINCE2 manual includes scant coverage of how to plan, the exam explicitly omits
planning skills, exam-cram courses omit training you in planning techniques
Ditto tracking IE assessing achievement profoundly part of knowing how to estimate
Ditto estimating
Lots of appropriate material available for free from our web-site ]
When you want to use a product based start to planning for real (it is the BEST way to start), when you need to
understand how to translate product scope to activity scope, to estimate and schedule activities, use Microsoft
Project and Earned Value (etc) then download the free course materials on our web-site or ask us for assistance
125
126

PL:F:1-1
Levels of plan recommended by PRINCE2
7.2.3
Three levels of plan over several time-frames

Matched to differing needs of the management levels
A16-Project Plan created in [14.4.6 Create the Project Plan]

Full scope of the project, perhaps with less detail
The Initiation A16-Stage Plan created in [12.4.6 Plan the initiation stage] and
subsequent A16-Stage Plans created in [17.4.1 Plan the next stage]
Day-to-day detail for the next project time-period
A16-Team Plans potentially created in [17.4.1 Plan the next stage] otherwise created
in [16.4.1 Accept a Work Package]
Specialist level detail appropriate to one teams work in a stage or A26-Work Package
Exception plans may be created in SB or MP

Note also: the A1-Benefits Review Plan created in [14.4.7 Refine the Business Case]
126
127
Revision Notes
Notes
127
128
Rolling Wave Planning

Before/ After Stage Boundary
Planning balances detail with distance into the future

Detail Planning
Stage Plan
Time Now
Outline Planning
Project Plan
Far Term
Project plan
Planning
Packages
Work
Actuals
packages
Near Term Activities
Current stage
Named resources
Detailed tasks
Final/Definitive Estimates
Generic resources
Activities
Indicative Estimates
Generic resources
Phases
ROM Estimates
128
129
Rolling Wave Planning

Before/ After Stage Boundary
129
130

PL:F:2-2
Purpose and relationship between: Project Plan, Stage Plans, Team
Plans, Exception Plan
7.2.3-7
A16-Project Plan: States major products and activities that show how and when time,
cost scope and quality targets are to be achieved
Informs the A2-Business Case of cost and timescales, informs decisions for creating controls
such as stage boundaries, Project board baseline for monitoring, matches CoPM plans
A16-Stage Plan: Required for day-to-day control by the project manager

A16-Team Plan: May be an extract of the A16-Stage Plan, Covers one or more A26Work Package
May be any content in any format
Exception Plan: Replaces any other plan, Same format, Duration to the end of the
replaced plan, Pg 63 says not for team-plans which may be similar to a stage plan
130
132
Plans & Exceptions

Project plan
Programme Plan
Board/ product focus

Mandatory
Stage plan
Day-to-day task focus
Required (may be within
Project plan
Project Plan
Exception
Project
Plan
Team plan
Optional
Project Plan
Exception Plan if required
Initiation
Stage
Plan
Only
Specialist
Stages
Plan
Replaces any level

Runs to end of the plan it replaces
Team
Plan
Team
Plan
Team
Plan
1st
Specialist
Stage
Plan
Initiation
Stage
Plan
Team
Plan
Team
Plan
Team
Plan
0 or More
Specialist
Stages
Plan
Last
Initiation
Specialist Exception
Stage
Plan
Stages
Plan
Plan
1st
Specia
Stage
Plan
Team
Plan
Team Team Team

Exception Plan
Plan
Plan
Plan
Team
Plan
132
133
The Steps of Product-Based Planning

PL:F:1-2
Four tasks of product-based planning
7.3.3
PL:F:2-3
Step 1: Write [Produce] A A21-Project Product Description for the A16-Project Plan
(7.3.3.1)
The tasks within the PBP technique 7.3.3.1-4, App D
Senior user writes (causes creation of) the A21-Project Product Description
Written by the customer so the Supplier knows the required outcome
May be in the Project Mandate,
Details may be identified in workshops as part of [12.4.4 Prepare the outline Business Case]
& [12.4.5 Select the project approach and assemble the Project Brief]
Required in [14.4.3 Prepare the Quality Management Strategy] for formulation of Quality
Management Strategy
2&3
A PD of final product
PBS & PDs of Sub products
PFD
s
rlrdlds icc
o
wo ni
hhee wneemmoon
T
: T
DDFF: esst tmmn
B
B
AA pppi ie
Activity
ssnnaap Planning
133
134

PL:F:1-2
7.3.3
PL:F:2-3
Step 2: [Decompose into] A Product Breakdown Structure (7.3.3.2)
Team* models the composition of the A21-Project Product Description or A17-Product

Description in any preferred format using a hierarchical rooted tree structure
Should be created as a team activity in a structured brainstorm
May differentiate internal and external products
As composition is defined sub-products are defined by those with relevant
expertise* in A17-Product Descriptions
Product definitions may be refined over time
1
2&3
4
PFD
Activity Planning
* The official manual declares the project manager responsible, Id say accountable for creation but the what MUST come from
the customer and how must come from the technical experts
134
135

PL:F:1-2
7.3.3
PL:F:2-3
Step 3: [Create a] A17-Product Description of each (Sufficiently significant) product

(7.3.3.3)
Describe the quality characteristics of every Sub-product

Created as soon as possible after each product is identified in the PBS
Step 4: [Sequence in a] A Product Flow Diagram (7.3.3.4)
Team* models sequence of product usage and interdependencies between

them using a directed graph (effectively an activity on arrow network)
2&3
PFD
Activity Planning
135
So
the PRINCE2 manual says, but a better approach is to create a WBS then a Precedence Diagram
my white-paper published by the American Society For The Advancement of Project Management on use of breakdown
structures on www.logicalmodel.net/PublishedArticles
136
Product Based Planning

Final Product: A served cup of tea. Product Description:

Tea with milk & sugar in a china cup with matching saucer
Water 100O, English breakfast leaf tea, 7g white sugar, fresh (skimmed) milk
PBS
Served
Cup of Tea
Condiments
Milk
Sugar
Consists of
Tea
Poured
Saucer
Spoon
Tea
Product of
Brewing
Cup
Hot
Tea
Water Leaves
PFD
Milk
Hot
Water
Sugar
Product of
Brewing
Tea
Leaves
Cup
Precedes/ Follows
Served
cup
of
Tea
Poured
Tea
Tea
Spoon
Saucer
136
Once upon a time the P2 exams score depended on including/ omitting arrow-heads in these diagrams; you may have
previously registered colleagues whose impression is that PBP is overly prescriptive and who do not realise its power. Sadly a
powerful but hard to master technique is now under-represented. See my article on breakdown structures noted on the last slide
137
Product Based Planning:
Syntax
Products may be simple or intermediate

Simple may be
Internal or external
External
product
Simple
internal
product
Intermediate may be
Simple
product
to be
integrated
Collective or integrative
Made up of lower level intermediate or simple (internal or external) products
Collective
Integrative
PRINCE2 does not differentiate between green and blue simple products. A product is either internal (box) or external
(ellipse). The convention in these notes is purely to aid illustration of rules governing translation from PBS to PFD
137
138
Simple Products
A simple product is the lowest level of any branch

Does not need to be further broken down for control, or cannot be broken down
No difference whether parent is collective or integrative
Internal shown in a box
Project manager responsible for [correct] acquisition, creation or amendment
Work under PMs control; may be performed by a sub-contractor
External shown in a ellipse

Project dependent on a product, often pre-existing that is outside of the PMs authority &
accountability
Have no predecessors in a Product Flow Diagram
Eg An advertising campaign requires existing logo & corporate brand standards
Simple
internal
product
External
product
External dependencies, but not resource are modelled as external product dependencies
Resource dependencies are modelled in scheduling (PL5)
Simple internal
product to be
integrated
138
139
Intermediate Products:
Integrative
Intermediate products
Everything except the bottom level
(and the top which MUST be intermediate of one type or another)
Two types: Collective grouping & integrative assembly

Integrative
A product created from lower level products
that requires work to create it from its
components, eg assembly or testing
Likely requires its own Product Description and
Configuration Item Record
Appears in the Product Flow Diagram
Biro
Necessarily after the component parts

are available
Cap
Barrel
Refill Spring Clicker
139
140
Intermediate Products:
Collective
Collective grouping
May aid top-down thinking eg Legal documents, now which ones apply?
Syntactic sugar: merely tidies up the diagram
Bottom-up thinking groups products with similar values for some attribute of interest
Does not appear in the Product Flow Diagram

No work associated with it
May be helpful to have a product description

if quality criteria can be specified at the
collective (super-type) level
Also used to show a simple product move
through states of being
Class
Pens
Freds Marys Janes Bills

Biro
Biro
Biro
Biro
140
Bobs
Biro
141
Product States
Entity states are required when: Each state needs its own Product Description
Testing may need to be spelt out for state changes
Responsibility may change as states change
States not required when a products development activities can be adequately

described and managed during activity planning step 7.3.4
PBS
FP
Contract
Commercial
Products
Contract
Signed
Contract
PFD
Signed
Contract
State change
FP
141
142
Scoping Workshops
Determine Deliverables: Final and management
Real planning looks like the white-board pictured (PBS in Red, WBS in Blue)
Results are then entered
into a software tool such as
Microsoft Project (MSPJ)
Planning can NEVER be done as a solitary activity

BECAUSE:
SOOP: A plan is a shared consciousness that : for
a given result predicts what resources will be
consumed by what activities and when to deliver
the required impact
SOOPs are Simons Observations on Projects Partly born from the observation that using a project management method
is like making soup. A paper to this effect is on the web-site www.logicalmodel.net
142
143
Deliverables
Business
Context
Company Context
Benefits Stream
Shareholder
Pgm Team
Directorate
Functional Mgmt
Competition
Constraints
PjM
Regulators
PjM
Operations
Business
Change
Need
PjM
Project Plan,
Reporting & Status
Internal
Deliverables
Team Leaders
Deliverables
Project to project
Team Leaders
Project Plan,
Team& Leaders
Reporting
Status
Customer
The Team
The Team
The Team
Projects
143
Staff
144
All The Deliverables = All The Work

144
145
Breakdown Structures
WBS or PBS or OBS or GBS or CBS
xBS equals ALL the x* to produce ALL the deliverables

Must include project management and control tasks
Man 2 Moon
Project
Management Products
Final
Deliverables
Planning
Controlling
Rocket
Design-R
QP
Project Plan,
Reporting & Status
Internal
Deliverables
Revision
Rescing
QP
QP
Monitoring Risk/ Change

QP
QP
ables
Deliver
Build-R
cctt
u
u
d
od d
PPrroennteted
ie
OOrri
Astronaut
Recruit-A
Train-A
QP
Quality Products Physical-TA How-to-TA
oorr W
s
ks
ks TTaassk
s
a
T
* x can be PBS=Products or Phases, WBS=Work, SBS = Stages or Services, OBS=Organisational units,

G/LBS=Geographic/Location, RBS=Risk, CBS=Cost centres or other grouping, REBS & ROBS = Risk Event & Outcome
rkk
QPWoor
QP
145
146
Documenting Required Results

Enter the deliverables discovered in scoping sessions into MSPJs task list
Decompose deliverables into sub-products (MSPJ 2010 features help here)
Until no further product decomposition is useful (at this managements level)
Then decompose into life-cycle steps/ stages/ phases
Channel Tunnel
Track & Trains
2 Terminals
Long Tunnel
Use Task Information | Notes to record PBS/ WBS dictionary entries (SOO & SOW*)
Link to Quality Management System standards for products and processes
( More later )
* Contract appendices to define the outcome being paid for or the tasks being paid for. SOO is performance based will SOW is
compliance based see the vast writings of the US DOD Federal Acquisition Regulations for more on this aspect
146
147
As Scope Evolves The Breakdown Expands

1st is customer oriented product scoping

2nd use technical teams expertise to decompose (sub-)products
Use the DMA to resolve choices as needed
Channel Tunnel
Results of scoping session should be documented

Transferred to MSPJ? Record the team-work!
3rd after product scoping sessions

consider the TASKS required*
Track & Trains
The tasks in the products life-cycle that

create each sub-product
Track
The deliverable defines
the tasks, skills & resources
required to gain
Install Trains
Laid Track
acceptance
Signalling
Design
Track
on Track
2 Terminals
Train
Built
Train
Long Tunnel
Train
Design
As many levels as needed at this management level to exercise control
*See my white paper in the American Society for the Advancement of Project Managements Newsletter Jan & Feb 2010
147
148
Tasks in PDM/ Network Diagrams

Project
Deliverable 1
Deliverable 2
Deliverable 3
Only tasks at
lowest level of
WBS are used in
network
dependency
model
Uses estimated
durations to
identify the
Critical Path
148
149
Network Analysis Is Part of Social Planning Done

Right, Planning Builds Teams*
Done right planning establishes shared understanding and mutual appreciation

People have fun and fun projects get delivered
To build a shared consciousness requires

cooperative, social problem definition
Motivation results from 1) involvement
that promotes 2) understanding plus
the freedom to 3) debate the best solution
*Planning is as much about buy-in and options that were reasonable but presented no particular reason to be selected pre-project as about
the plan that emerges. Shared understanding, including of the options not-selected is what facilitates adroit problem handling mid-project.
There is a white-paper published in PMToday on why conducting planning as a social activity is beneficial on our web
149
150
Float (aka Slack)

Float is a resource!
Total-float: delay that doesnt affect project delivery dates
Free-float: delay that doesnt affect any other task
Tasks with float can be re-resourced and or rescheduled for

resource smoothing and levelling
ES=0
FF >0=TF
3
5
A
0
Dur = 3
LS=2
5
Total Float >0
0
5
B
5
0
5
C
5
5
5
D
3
9
FF =0=TF
10
10
13
E
3
10
10
13
FF=0 < TF(4)
8
8
11
F
3
12
12
15
TF =0 Critical Path
13
EF=18
G
5
18
13
LF=18
13
16
H
3
15
18
150
151
Estimates Are
Quantified assessments of some project element EG resources or probability

Only two uses (or one): 1) Rationing and 2) Coordination IE Decision making
The precision required must be expressed by the recipient of the estimate!
Degree of precision can only be matched to what is possible with what we know
Further precision requires further investment of time, cost, effort
A defensible value based on

Previous experience, Recorded assumptions, Formula or analogy
Every estimate must be accurate at all times

But they will often be imprecise as a consequence
Achieved by using a range to match uncertainty
Context will determine the possible (and desirable) precision
Estimates take time, cost money and consume resources
151
152
Expressing Confidence
Adding contingency
EE == (13.5
+ 4 * 3 + 8) SD
/ 6 == 21/6
(8-1)/6
= 3.5
= 7/6 = 1.17
EE == (24.6
+ 4 * 5 + 6) SD
/ 6 == 28/6
(6-2)/6
= 4.6
= 4/6 = 0.67
EE == (35.6
+ 4 * 5 + 11)SD
/ 6==(11-3)/6
34/6 = 5.6
= 8/6 = 1.33
Sum of E = 13.7 Sum of SD = 3.17 Is this appropriate
Task 1 B = 1, ML = 3, W = 8
Task 2 B = 2, ML = 5, W = 6
Task 3 B = 3, ML = 5, W = 11
e
1SD
6 SD
t1
1SD
6 SD
t2
1SD
6 SD
t3
What is the chance of needing 3.17 ie SD1 plus SD2 plus SD3 ?
20% * 20% * 20% = .8% or 1 / 125
There is as much chance as SD1 minus SD2 minus SD3 !

(sdn2) = 1.172 + .672 + 1.332 = 1.36 + 0.45 + 1.77 = 3.59 = 1.89 2
152
153
Adding Uncertainties
1
4
6
1
4
6
3 6 8
6 7 9
8 10 12
B
2,3,6
5
8
A
1,4,6
0
4
1
4
6
5 8 10
6 9 11
8 11 13
C
4,5,7
14
14
18
D
4,7,11
8
15
G
4,4,4
15
19
17
10
E
3,3,4
14
18
26
J
7,8,10
19
27
27
27
H
8,10,15
17
27
17
L
2,2,2
27
5 8 10 11 13 15 14 16 18 16 17 16
6 9 11 12 14 16 15 16 19 18 19 19
8 11 13 14 16 18 18 19 21 20 21 23 20
F
6,8,10
9
17
I
2,3,3
19
22
29
25
K
4,5,6
22
27
Project expected
= ( e1 + e2 + e3 + e4.
Project sd
= (sd1**2 + sd2**2 + sd3**2 + sd4**2 + )
29
153
154
Calculating Contingency
Task
Best
ML
Worst
SD
CP
1.00
Float
SD*SD
Schedule
Protection
0.69
0.69
1.00
4.00
6.00
3.83
0.83
2.00
3.00
6.00
3.33
0.67
4.00
5.00
7.00
5.17
0.50
4.00
7.00
11.00
7.17
1.17
1.00
1.36
3.00
3.00
4.00
3.17
0.17
7.00
0.03
6.00
8.00
10.00
8.00
0.67
4.00
4.00
4.00
4.00
8.00
10.00
15.00
10.50
1.17
2.00
3.00
3.00
2.83
0.17
2.00
0.03
7.00
8.00
10.00
8.17
0.50
1.00
0.25
4.00
5.00
6.00
5.00
0.33
2.00
0.11
2.00
2.00
2.00
2.00
0.00
Length of CP & Total Effort

1.00
1.00
0.44
0.25
1.00
0.25
0.44
0.44
1.36
1.36
1.00
E=63.17 CP=29.5
1.00
1.00
Effort & CP protection
0.00
0.00
2.23
1.66
154
155
Resourcing and Levelling

Applying resources to the perfect schedule normally results in unacceptable

peaks and troughs of work
Smoothing or levelling
Removing the peaks & troughs
using float (slack)
When float is insufficient to remove peaks and troughs the end date is moved to
accommodate resource availability
In the real-world resources are

almost always limited
Task start is delayed waiting
for suitable resources: the
project is Resource Constrained
155
156
Cumulative Costs
156
157
A16-Plan (Project) (Stage) (Team)

Product Description
PL:P:2-4 The composition of a Plan, the processes and roles in their life-cycle
A.16.2, 7.2.3, 7.3.3-7.3.8, 12.4.6, 13.4.1-13.4.3, 13.4.5, 14.4.6, 14.4.7, 15.4.1-8, 16.4.1-3, 17.4.4, 18.4.1, C/ Table 7.1
Plans exist at Project, Stage and Team level: a plan might contain {
Description of project, stage or team objectives (or exception)

References to A14-Lesson Log and A15-Lesson Report that explain approach or assumptions
All prerequisite success factors whose presence aids success
Assumptions and Risks
Technical and management products in plans scope
For each:- { (via cross reference to A17-Product Descriptions )
Product Breakdown Structure (PBS) elements that model the products composition and life-cycle
The tasks required to acquire or create results that deliver the Senior User(s)s requirements
Quality tasks to verify, monitor, report and control product acquisition or creation
Management tasks for planning, progress assessment, reporting, risk and quality management
Task resources requirements (materials, personnel, equipment and facilities)
At base-lining: an estimate of resources expected to be required
During tracking: resources consumed so far and those still expected to be required
Earned value type and tests to prove product maturity at each life-cycle step
Allocations of resources (human, material, plant and machinery) to tasks

Tasks dates: Baseline early and late and actuals
Budgets for known work, for change and contingencies for risk }
157
158
A16-Plan (Project) (Stage) (Team) (Exception)

SU, IP, SB, CP, DP

Project Manager
1.
COPM
A.16.2, 7.2.3, 7.3.3-7.3.8, 12.4.6, 13.4.1-13.4.3, 13.4.5, 14.4.6, 14.4.7, 15.4.1-8, 16.4.1-3, 17.4.4, 18.4.1, C/ Table 7.1
Project
Board

1.
Board Approve Pj
Approach and Init
Stage Plan ( and
A19-Project Brief)
2.
Commit resources
to execute plan

Project
lessons
manager 1.
PM Captures relevant
lessons
approach and
assemble the Project
Brief
1.
PM suggests an
Approach to the Exec
to Approve (in 13.4.1)
stage
1.
PM considers if
CS/MP apply to
Initiation Stage
2.
PM Create Init plan
match constraints (eg
dates), address risks,
set controls &
tolerances

1.
Board approve A16-Plan Project
as viable IE will deliver A2Business Case, Stages
appropriate, Strategies,
Constraints (eg Milestones),
Tolerances & controls OK

1.
Board approve A16 (next) Stage Plan (or
ExPlan) as viable (strategies/ constraints/
Tolerances) & commit resources to
execute
2.
Board reject plan & ask PM to Closes
project or re-plan

1.
PM considers planning lessons, A19-Pj Brief, A25RiskReg, 4 Strategies, planning standards & format
needs of audiences (EG is a Product Checklist OK?*)
2.
PM/PS Select planning & control tools, estimating
methods
3.
PM runs workshops to create PBS, PD, & PFD, define
task & dependencies for Specialist & Management
Products
4.
PS Add A5-CIR
5.
PM adds Change budget & Risk responses into plan
6.
Estimate tasks & resources, calculate expenditure, time &
add to A16-Pj Plan
7.
PS Adds quality reviews to A23-QR
8.
Document plan (write any useful notes)
1.
PM adds A16-Pj Plan info to A2-Business Case
14.4.8 Assemble the Project Initiation Documentation (A20-PID)
1.
PM integrates A16-Pj Plan to A20-PID
Plan Delivery Stage: In a 2 stage project include A16-Stage Plan in
the A16-Project Plan

13.4.5 Authorize project
1.
Board respond to CoPM change to Pj
closure
Mandate by asking PM to re-plan at 17.4.5 1.
Board approve
2.
Board consider any Concern & instruct PM
A8-EndPjlRpt
to Submit Exception plan (or Close PJ)
for deviations
3.
Board review A11-HiRpt vs A16-PjPlan
from approved
Plans

1.
PM checks for changes to CQE/ AC/ PID/ Strategies/ Controls/
Role holders
2.
PM runs workshops to create the A16-StagePlan as per 14.4.6
steps 1,3,4*,6 (Stage not Project Plan),7,8
3.
If last stage PM ensures Closure is planned
1.
PM Updates A16-Pj Plan actuals and forecasts from revised
A16-Stg Plan
2.
PM Applies any changes to A21-PjPdD, Pj context, PID/
Strategies/ Controls/ P2 tailoring/ Risks & Issues
1.
PM Applies A16-Pj Plan cost & timings to A2-BC justification
1.
PM reports achievement vs old A16-Stage Plan & expresses
view in A9-End Stage Report on meeting A16-Pj Plan

closure
1.
PM Updates A16-Pj
Plan from stage
actuals (up to date
A16-Stage Plan)
closure
1.
At 18.4.1 Step 1
2.
PM may create an
A16-Exception Plan
for work to Salvage
& Make Safe
18.4.4 Evaluate the
Project
PM reports in A8End Project Report
how project
performed vs plans
& targets
1.
1.
PM uses A10-Exception Report to assess current status vs. plan
in exception
2.
Update relevant items: as 17.4.1 step 1
3.
Plan as 14.4.6 steps 1,3,4,6 (Possibly Project & Stage Plan) ,7,8
Team
Manager
* A Product Checklist is a list of top level products from the Project level PBS with baseline/ expected/ actual delivery dates
158
159

DP-duplicated, CS, MP

Project Manager
1.
COPM
A.16.2, 7.2.3, 7.3.3-7.3.8, 12.4.6, 13.4.1-13.4.3, 13.4.5, 14.4.6, 14.4.7, 15.4.1-8, 16.4.1-3, 17.4.4, 18.4.1, C/ Table 7.1
Project
Board

1.
Board Approve Pj
Approach and Init
Stage Plan ( and
A19-Project Brief)
2.
Commit resources
to execute plan
Project
manager
P
CCSS//DDP
DDaayy
JJoobb

1.
15.4.6 Capture and examine issues and

risks
1.
PM assesses R+I for impact on plans
2.
PM Add work-packages for selected
responses to plans

1.
execute
2.
project or re-plan

1.
closure
Board approve
2.
A8-EndPjRpt
for deviations
3.
from approved
Plans

1.
PM assesses (actual or potential) untreated
deviations impact & all potential responses
for impact on plans
2.
PM presents concern & options to board at
13.4.4

1.
PM uses A16-Stage Plan in creation of

1.
PM updates A16-StgPlan by adding or 1.
PM updates A16-Stage Plan actuals & forecasts using A12-IR,
amending A26-WkPkgs to maintain
A25-RR, A23-QR, A3-ChkPt, A5-CIR & A18-PSA, resourcing
projects progress in stage tolerances
status and corrective actions at frequency in Stage Plan
2.
PM analyses baseline vs actual to allocate new work-packages
or instigate (new) corrective actions
3.
PM triggers planning of next stage
1.
PM extracts Product/ Controls/ Strategies/ Reporting/
Constraints from A16-Pj/ Stage Plan (or Team Plan) & A20-PID
2.
PM review TMs Team Plan and revise Stage Plan if needed
3.
PS add quality reviews to A23-QR
4.
PM/TM Agree report & escalation regime

1.
PM updates A16-Stage Plan for
progress logged to A23-QR and
forecast ETCs
2.
PM & TM agree status
3.
PS update A5-CIR for status
Team
Manager

1.
TM create Team Plan to confirm constraints achievable
(may have been performed when Planning the Stage)
2.
SS approves Team Plan
Execute a Work Package

Team work to plan
1.
TM updates Team Plan to
TM updates Team Plan with actuals & ETCs
show A26-WkPkg completed
TM Reports via A3-Checkpoint Reports
MPP
CCSS//M
16.4.2
1.
2.
3.
15.4.3 Receive completed Work

Packages
1.
PM checks A23-QR &
updates A16-Stage Plan to
show A26-WkPkg complete
2.
PS update A5-CIR
159
160
Revision Notes
Notes
160
SU6 IP6
161
SB1 SB5 SB2 MP1
Planning: Fig 7.2, Fig 7.3 and 7.3

A.16.2, 7.2.3, 7.3.3-7.3.8,
12.4.6, 13.4.1-13.4.3, 13.4.5, 14.4.6, 14.4.7, 15.4.1-8, 16.4.1-3, 17.4.4, 18.4.1, C/ Table 7.1
SU
12.4
IP
14.4
7.3.2 Designing a Plan
1.
Select presentation
formats and layouts EG for
approval, day-to-day use) to
ensure clarity by recipients
2.
Identify recipients
3.
Define plan levels, planning
tools, monitoring and
estimating methods suited to
each facet of the project
4.
Agree how to include change
and contingency allowances
in plan
5.
Follow local and supplier
planning standards & any
customer stipulations
(A20 PID {A6 CMS}

7.3.3 Defining and Analysing Products
(Normal starting point, Home of PBP)
1.
SU writes the A21-Project Product Description
2.
Team workshop decomposes A21 in PBS
Note external products and associated risks
3.
Experts write A17-Product Descriptions to state AC
4.
Create the PFD
CS
Product Checklist 15.4
Activity estimates - durations & resources Inc.

Assumptions, margin for error & Confidence)
7.3.5 Prepare estimates

1.
Identify resource types and effort/
materials needed for each activity by each type
Iterate to refine initial estimates of staff, money,
equipment, skill levels, cost and time over time
Plan
Product Breakdown Structure (PBS)

Note assumptions, allow for inefficiencies and
Design
Product Flow Diagram (PFD)

optimism
A.17 Product Descriptions
2.
Tune estimates to plan level & project needs
A.5 Configuration Item Records
(eg Project: Top-Down over stages. Team or
Stage Level: Bottom-up of PBS, WBS & PFD
A25-Risk Register
7.3.4 Identifying Activities and Dependencies (iterates with 7.3.2+6)
Project Approach
1.
List activities from PFD (Activity On Arrow network) or add
Life-cycle tasks to PBS and create a WBS
A19-Project Brief or A20 PID
Include all management, risk and quality activities
CoP Planning Standards

2.
Show internal & external dependencies,
Create a Precedence Diagram*
(Supplier Standards)
An iterative, step-wise
refinement process
MP 16.4
List of Activities
All planning information so far

(Previous experience)
Estimating training
161
Dependencies
* Pg.70 is flat-wrong. AON never was an Arrow Diagram. ADM is for AOA networks. Guide to the
PMBoK 4th Ed. no longer even mentions them, its 6.2.2.2 Pg. 133 in the 3rd Ed. Of G-2-PMBoK
162
PL - Plans (PL) Practitioner

PL:- Able to use/ tailor the theme to an exam scenario to an exam scenario
maintain products and make decisions in the 7 processes
PL:P:3-1
Identify appropriate information, (using Apdx-A), for inclusion in a Plan
(excluding the schedule)
A.16.2, 7.3.3-7.3.8
PL:P:3-2
Identify the appropriate actions and responsibilities when applying the
product-based planning technique, including the creation of Product Descriptions, a
product breakdown structure and a product flow diagram
7.3.3.1-4, D
PL:- Critique theme's application to an exam scenario

PL:P:4-1
Critique a Plans composition and fitness for use (excluding the schedule),
and roles involved throughout its life-cycle
A.16.2, 7.3.3-7.3.8, C/Table 7.1
PL:P:4-2
Critique PBPs Product Descriptions, PBS and PFD 7.3.3.1-4, D
Relevant sample questions are given in

EX02 Qn 6
EX03 Qn 4
162
163

DP3 DP2 DP4 DP1 CS1
A.16.2, 7.2.3,
7.3.3-7.3.8, 12.4.6, 13.4.1-13.4.3, 13.4.5, 14.4.6, 14.4.7, 15.4.1-8, 16.4.1-3, 17.4.4, 18.4.1, C/ Table 7.1
CS
cklist 15.4
SB
17.4
MP 16.4
All currently available planning Information

Resource Availability

1.
S)
optimism
2.
7.3.7 Analyse the risks

(in parallel with 7.3.2-7)
1.
Assess risks and address by reperforming activities 7.3.2 to 6
2.
Ensure risk countermeasures are
match project boards risk appetite
A25-Risk
Register
Assessed Plan
Schedule
7.3.6 Scheduling (iterate with all 7.3 activities)

1.
Critical Path Analysis of the precedence network
using estimated durations (D) to establish initial schedule
2.
Assess resources, availability (A) & experience (productivity (P))
3.
Assign resources to tasks and determine
loading profile, re-estimate and re-assess durations
based on assigned resources (D = effort (E) / (PxA))
Ensure tasks have a committed point of accountability
4.
Level and smooth the resource profile for activities in ascending
List of Activities
6)
order of float (Critical path first). Re-assess D=E/(PxA)

5.
Agree control points with the project board and add product
approval and end-stage activities, resources and duration
6.
Define milestones [ Set dates for those properly defined!]
Estimating training
P2 ExamCram Assessed by GRM
P2-5th Edresource
2011 Logical
Modeland
Ltd p2@logicalmodel.net
7. 07032011
Calculate
totals
demand profiles, risk and
Dependencies
change budgets, tolerances, cash flows and Planned Value
DM is for AOA networks. Guide to the
8.
Translate to presentational form: EG Gantt, or Checklist
rd
133 in the 3 Ed. Of G-2-PMBoK
Product Completed Plan

Checklist
for Approval
7.3.8 Document the plan

1.
Using plan design: consolidate
schedule, costs, risks &
countermeasures, controls &
tolerances, constraints,
assumptions, external
dependencies
Add explanatory narrative to
describe what is covered, the
approach to planning, execution
and quality, monitoring and
reporting (Checkpoint, Highlight,
End Stage, End Project) &
controls
Format appropriately
for daily use or
project board presentation
2.
[ Quality check the plan for
complete and reasonable
3.
Finalise the Product Checklist ]
Plan Design
163
164
There are other free sources of our value-add on our website www.logicalmodel.net
For further help & assistance
Assist@LogicalModel.Net

Tools and techniques for advanced
project & programme management
Project Risk and Quality Management
governance
+44 (0) 84 52 57 57 07
Continued
PRINCE2 Exam preparation* &
PRINCE2 use in the real-world
(* But only after real-world P2)
CobiT Framework
164
OV
BC
OR
QU
PL
RK
CH
PG
SU
DP
IP
SB
CS
MP
CP

Tailoring
Business Case
Organization
Quality
Plans
Risk
Change
Progress
Directing a Project
Managing a Stage
Boundary
Controlling a Stage
Closing a Project
Syllabus Themes:
RK Risk
165
166
RK - Risk (RK) Foundation

RK:F:1-1
Define risk, threat and opportunity
8.2.1
Uncertain event or events that may occur (probability) and would impact objectives
Threat: where impact is negative
Opportunity: where impact is favourable
RK:F:1-3
Contrast risk owner and a risk actionee 8.3.5.4
Owner: Person responsible for all aspects of a specified risks management

Actionee: Person taking risk response actions at the owners direction and support
RK:F:2-1
The purpose of the Risk theme 8.1
to [systematically and pro-actively] identify, assess and control uncertainty and, as a

result, improve the ability of the project to succeed
Of course in reality every event has multiple impacts and multiple observers who often have very different opinions of the same
outcomes. PRINCE2 (and MoR ) risk treatment should not be implemented without considering these factors. Equally events often
have many possible causes have a look at the (free) risk course on the web-site
166
167
Awareness Is The Key To Risk Management

[ First risk management is a cultural awareness

Risk tolerance is personal and emotional
Second risks are often identified as ill-formed worries

That is OK (to start with)
Third risks must be well-formed for consideration of priority and response

Well-formed means Causes Future State Consequences for who
Fourth Expected Value is an insurance concept

Dangerous if not understood
Fifth risks responses must be integrated into the day-to-day plan if they are to be
managed effectively ]
When you return to the work-place and want a real, usable view of risk management first down-load the course
from our web-site and if you need further help call or eMail
167
168
Risk Concepts
8.2 Threat and opportunity

Causes of a future state with probability between 0 and 1
Impact of the future state on
time, cost, quality, scope, benefits
Time to event and time to impact (proximity)
8.2.3 & .5 Managed by a process of:
H Seriousness
(Severe)
99
(Common)
Identify: Context and risk
L (Trivial)
H Seriousness
(Severe)
Probability
1
(Rare)
Probability
1
(Rare)
Opptnty
Threat
99
(Common)
L (Trivial)
Pg.81 Well described when we know: causes, future condition (state/ result), consequences (affect)
Assess: Estimate and evaluate un-militated & post response probabilities & impacts
Control: Add responses to plan, Implement, Communicate
Communicated via A2-Business Case (PID), A3-Checkpoint Report, A11-Highlight Report, A9-End Stage
Report, A8-End Project Report, A15-Lesson Report
Process described in the A24-Risk Management Strategy

Results recorded in the A25-Risk Register and A16-Plan (Project) (Stage) (Team)
168
169

RK:F:1-2
List risk response types and appropriate use
Fig 8.7, Tab 8.2
For threats
Avoid: Change the project so the event cant happen or its impact is irrelevant
Reduce: Add actions to the project that decrease probability or impact
Fallback: Actions to be taken IF the event occurs (contingent upon), reactive, may be
prepared before or after the events probability becomes certain
Transfer (reduces impact only[], often financial): Pass an aspect of the risk to a third-party
as in contract terms and conditions (Ts&Cs) and insurance
Accept: Decide not to take further action beyond monitoring, normally based on cost
effectiveness of reductions and contingencies enacted so far
Opportunity responses:
Exploit: Actions that guarantee probability is 100% and impact is noticeable (aye right!)
Enhance: Actions that make the event more probable and/ or the impact more desirable
Reject: Decide not to take further action beyond monitoring
Share: Use contract Ts&Cs to apportion actions, obligations and impacts

169
Definitions for the exam, weak for the real world
170
The Risk Analysis and Management Processes

Assess for significance

<200
<800
>=800
99.9%
99%x1%
200
400
800
1600
80%
80%x1%
160
320
740
1280
60%
60%x1%
120
240
480
960
40%
20%
40%x1%
40
20%x1%
20
80
160
320
640
20%x2%
40
20%x4%
80
20%x8%
160
20%*16%
1%
2%
4%
8%
16%
(the official manual says (T8.2) )

Responses include:
Threat:
Avoid, Reduce, Fallback (contingency), Transfer,
Opportunity: Exploit, Enhance,
Share,
Accept
Reject
8.3.6 Risk costs time and effort to:

Run the process
[15.4.6 Capture and examine issues and risks] and [15.4.7 Escalate issue and risks]
Respond to individual risks

Risk budget linked to pre-specified events and actions
170
171

RK:F:2-2
The steps in the risk management procedure
8.3.5, 8.2.2 8.3.5.1,
8.2.1 8.3.5.2, 8.3.5.3, 8.3.5.4, 8.3.5.5
Identify context and influences on the Risk Management Strategy
Risk is possible affect on project objectives of time/ cost/ quality/ scope/ benefits and
risk(sic)
Determine the projects politics, complexities, technical difficulties, and participants risk
appetite
Assign roles, define procedures, create assessment scales
Identify threats and opportunities to objectives

Capture risks to the A25-Risk Register by stating causes, events and effects, warning
signs and stakeholders appetite for each risk and its responses
Estimate probability, impact and proximity

Assess against relevant scales the likelihood of event(s), the magnitude of impact(s)
and the timing to event occurrence and impact onset
Assess how probability and impact may change during the project
171
172
Ordinal Scales
Linear probability scale and geometric impact scales 1%, 2%, 4%, 8%, 16%
Define with visceral statements e.g. threat scale
10
9 Government falls
8 Make global
headlines

2 Causes minor
inconvenience
1 Affect hard to
measure
Ordinal and non-linear:

6 to 7 is not
proportional to 7 to 8
Project
Objective
Very Low
.05
Low
.1
Cost
PM has
authority to
decide
< 5% Cost
Increase
Schedule
Slippage
within float
Slippage
within
Execs
tolerances
Scope &
Quality
Optional
quality
aspects
reduced
Staff
Moral
Some
grumbles
Moderate
.2
High
.4
Cost decision
needs FDs
approval
Overall
Project
Slippage
15-40%
Dates will
miss external
obligations
Should of
items
removed
from
delivery
Volatile staff
may resign
Very High
.8
Overall Project
Schedule Slips
>120%
Acceptance
criteria breach
notliquidatable
Multiple loss
of skilled staff
Loss of crucial
senior staff
Impact Scale adapted from the Project Management Body of Knowledge

See my PMToday article on risk management on our websites Published Articles section for discussion of scales that include positives
and building responses into the base-line
172
173

RK:F:2-2
8.2.1 8.3.5.2, 8.3.5.3, 8.3.5.4, 8.3.5.5
Aggregate risks
8.3.5, 8.2.2 8.3.5.1,
Assess the overall or net risk exposure using Expected Monetary Value
Multiply numerical probability by financial value of the impact
Plan risk responses

Identify candidate risk responses, perhaps via learning from experience and select
those that stakeholders have an appetite for (perhaps because they are costeffective)
Implement responses
Ensure that selected responses are taken (by the actionee(s)) and adapted if results
do not matching expectations
The official manuals guidance on risk and EMV require supplementing with greater insights if you wish
to justify project risk budgets with well informed and mathematically/ financially sound arguments
173
174

RK:F:2-2
8.2.1 8.3.5.2, 8.3.5.3, 8.3.5.4, 8.3.5.5
ID risk owner and/or risk actionee
8.3.5, 8.2.2 8.3.5.1,
See RK:F:1-3
Communicate about risks to internal and external stakeholders

Not a step: continuous, in accord with A4-Communications Management Strategy
By use of: A3-Checkpoint Report, A11-Highlight Report, A9-End Stage Report, A8-End
Project Report and A14-Lesson Log plus bulletins, dash-boards, discussion forums
Project risk is dynamic continual change to risk = continual communications

Participation and networking with a wide circle of contacts improves risk management
174
175

RK:F:2-3
The purpose of a risk budget
8.3.6
Funds (sic) set aside to respond to specified risks, partly sized by EMV calculations or
the use of Monte-Carlo analysis, partly by inclusion of reserves for new/ unknown risk
RK:F:2-4
Risk probability, risk impact and risk proximity
8.3.5.2
Probability: defined by P2 as likelihood

[ Likelihood is a compound of probability and opportunities: the two are NOT synonyms ]
Impact: the magnitude of the change to objectives if the event does/ does not occur
Proximity: when then might materialize [ which should differentiate time to event and
time to impact and recognise there are often many impacts and many events ]
Reality requires the consideration of schedule and scope contingencies not just funding and
consideration of both positive and negative allowances
175
176

RK:F:2-5
Contrast cause, event and effect8.3.5.1
Cause: The trigger that creates the conditional state

Event: The condition created by the cause (Condition is be a better word)
Effect: The consequential impact on objectives (Consequence is be a better word)
RK:F:2-6
The purpose of a: 1. Risk Management Strategy 2. Risk Register
A.24.1 A.25.1
A24-Risk Management Strategy: description of the specific risk management
techniques, standards, procedure and responsibilities as tailored for this project
A25-Risk Register: records the evolving history of the risks identified
176
177

RK:F:2-7
Describe risk appetite and risk tolerance 8.3.2, 8.3.3
Appetite: the organizations attitude towards risk taking that in turn dictates the amount
of risk that it considers acceptable
Tolerance: an expression of risk which represent the levels of exposure that, when
exceeded, will trigger an Exception Report to bring the situation to the attention of the
Project Board
RK:P:2-9
Describe inherent, secondary and residual risks 8.3.5.3
Inherent: exposure before action is taken to manage it

Secondary: exposure created by actions to manage risks
Residual: exposure remaining after actions are taken to manage a risk
Note the official manual inappropriately defines residual for threat inconsistently with its own definition of risk
177
178

Product Description*
RK:P:2-8 Composition, processes and roles involved in: Risk Management Strategy, Risk Register
13.4.2, 13.4.5, 14.4.1-7, 15.4.1-2, 15.4.4-8, 16.4.1, 17.4.1-5, 18.4.3-5, C/Table 8.2 & 8.3
A.24.2, A.25.2, 8.3.3-4,
A24-Risk Management Strategy might contain {

Document pre-amble: Version, Author, Introduction, etc
Cross-reference to corporate standards
Duties, roles, records and reporting regimen
Procedures, timings, tools and techniques
Project local extensions and exceptions
Guidance on the identification of risks

Definition of scales to judge probability,
impact and proximity
Guidance on the use of the scales
Tolerances
Description and definition of categories for

risk causes, risk consequences,
risk responses and risk warning signs
Guidance on the project's approach to defining and managing its risk budget
* & see 8.3.3
178
179
A25-Risk Register Product Description*

A.24.2, A.25.2, 8.3.3-4, 13.4.2, 13.4.5, 14.4.1-7, 15.4.1-2, 15.4.4-8, 16.4.1, 17.4.1-5, 18.4.3-5, C/Table 8.2 & 8.3
The official manual gives contents as {
Risk identifier, Risk author, Date registered, Risk category

Risk description: cause, event, effect
Probability, Impact, Expected value, Proximity
Risk response categories
Avoid, reduce, fallback, transfer, accept
Share - enhance, exploit, reject, share
Risk response
Risk status
Risk owner
Risk actionee }
* & see 8.3.4
179
180
Revision Notes
Notes
180
181
A24-Risk Management Strategy, A25-Risk Register
Risk Budget: SU, IP, CP, DP
CoPM 12.4.1 Appoint the Executive

and the Project Manager
1.
COPM define risk
capacity & appetite
RK:P:2-8 Composition, processes and roles involved in: Risk Management Strategy, Risk Register A.24.2,
A.25.2, 8.3.3-4, 13.4.2, 13.4.5, 14.4.1-7, 15.4.1-2, 15.4.4-8, 16.4.1, 17.4.1-5, 18.4.3-5, C/Table 8.2 & 8.3
Project
Board

1.
Board consider T&O to 1.
Board approve the A24-RMS as sufficient to control risks
& from authorising the 2.
Board assess draft A16-Pj Plan to review threat and
Initiation Stage
opportunities (T&O) and responses are acceptable: plan
is approved and baselined under change control
Project 12.4.2 Capture previous lessons

manager 1.
PM Captures lessons relevant to risk
management in A14-Lesson Log

13.4.4 Give ad hoc
1.
Board assess draft A16-Stage Plan to
direction
confirm risk exposure is tolerable and T&O 1.
Board defer action
responses acceptable: plan is approved
on exceptions
and baselined
contingent on risks

(A24-RMS)
1.
PM defines RMS goals, roles, procedures,
reporting (Eg a Probability Impact Grid and
Risk Retirement Curve**), tools, techniques,
management team
timing and tolerance based on CoP
1.
PM logs threats & opportunities (T&O) to
standards noted in A19-PjBrf and lessons in
the A7-Daily Log in advance of creating
A14-LL
A24-Risk Management Strategy and A252.
PM (team) define probability, impact &
Risk Register
proximity scales, Categories, Early warning
2.
PM may appoint PS for familiarity with risk
indicators
management tools and techniques (EG
3.
PM (team) define risk tolerance thresholds
Monte Carlo Analysis and estimating
for escalation between management levels
methods)
4.
PM (Exec) define risk tolerances
5.
PM suggests risk budgets and how they
1.
PM captures any risks to A7-DL
should be controlled [We dont know how
2.
Exec considers T&O and includes key in
much to allow at this point]
(outline) A2-Business Case
6.
PS create the A25-Risk Register and
12.4.5 Select the project approach and assemble
populate with T&O identified so far (IE in
the Project Brief
A7-Daily Log)
1.
PM logs any T&O to A7-DL
7.
PM seeks board approval or defer to 13.4.2
2.
[Risk drives consideration of Pj Approach] 14.4.5 Set up the project controls
1.
1.
PM considers T&O to Initiation stage plan
& makes provision
PM updates risk status in A7-DL
Team 2.
Manager
14.4.2 Prepare the Configuration Management Strategy (A6CfMS)

1.
PM responds to risks that affect CfMS
14.4.3 Prepare the Quality Management Strategy (A22-QMS)
1.
PM responds to risks that affect A22-QMS
14.4.4 Prepare the Communication Management Strategy (A4CmMS)
1.
PM responds to risks that affect A4-CmMS
2.
PM add A24-RMS needs to project communications
14.4.6 Create the Project Plan (A16-PjPlan)
1.
PM responds to risks that affect planning processes
2.
PM builds provision to manage risk into the project plan
(resources i.e. costs and timescales) [p2 mis-defines
contingency]
3.
PM ensures A16-PjPlan includes responses to T&O in
the A25-RR
14.4.7 Refine the Business Case (A2-BC)
1.
PM expresses aggregate (and significant individual)
T&O affects on A2-BC
2.
PM (Exec) justify cost & risk based on A2-BCs benefits
3.
PM assess projects sensitivity to factors in its context
(EG drivers of cost, time, benefit, confidence)
PM considers Risk to suggest: number and 14.4.8 Assemble the Project Initiation Documentation (A20placement of stage boundaries, strength,
PID)
formality, timings and who is assigned to
1.
PM includes A24-RMS in A20-PID
which project controls
(A20-PID acts as baseline for all Assessment of Risks)
ALL 40 activities include PM logs new risks to the A25-Risk Register
* PRINCE2 uses Event, Cause, Effect. To my mind Event IS Cause. CCC is more meaningful ** See XREF
Most management products Such as A25-Risk Register are given in full on first use and abbreviated Subsequently eg A25-RR, those that are not can be looked-up in the Reference list
Other abbreviations within the diagram (EG T&O) are expanded on first use in the diagram

1.
Board compare current
A2-Business Case and
Risks to original
baseline
1.
PM prepares
Follow-On-Actions
in A8-End Project
Report for all open
T & O on the A25RR
1.
PM compiles a
review of useful
measures EG
statistics on project
risk management in
A8-EPjRpt
18.4.5 Recommend project

closure
1.
PM ensures all risks
are closed or
Subject to FOAR,
then closes the
A25-Risk Register
181
182
RK - Risk (RK) Practitioner

RK:- Able to use/ tailor the theme to an exam scenario to maintain products and
RK:P:3-1 Identify appropriate information, (using Apdx-A), for inclusion in the products
listed in RK:P:2-8 above
RK:P:3-2 Who does what when in the RM, as listed in RK:F:2-2 8.3.5 C/Table 8.2&.3
RK:P:3-3 ID primary & secondary risks, estimate inherent & residual risks
8.3.5.3
RK:- Critique theme's application to an exam scenario

RK:P:4-1 Critique RM products and roles involved through their life-cycle in RK:P:2-8
RK:P:4-2 Critique activities and who involved during the execution of RM procedure
(RK:P:2-2)8.3.5 C/Table 8.2 & 8.3
Relevant questions are

EX02 Qn 5
EX03 Qn 6
182
183
A24-Risk Management Strategy, A25-Risk Register,
Risk Budget: CS/MP/ SB/ DP-Duplicated
CoPM
8.3.3-4, 13.4.2, 13.4.5, 14.4.1-7, 15.4.1-2, 15.4.4-8, 16.4.1, 17.4.1-5, 18.4.3-5, C/Table 8.2 & 8.3
A.24.2, A.25.2,
Project
Board

1.
Initiation Stage
Project
manager

risks
1.
Anyone at anytime: raise a risk
2.
PM (risk author?) record T or Os
Condition, Cause & Consequence
(CCC)* on A25-RR in accord with
A24-RMS
3.
PM consults and follows throughout A24-RMS & A4-CmMS to report
risk status to stakeholders
4.
PM (team) use scales from A24|RMS to assess CCC for
Probability, Impact and Proximity
(P14.4.) vs. all plans, A2-BC and
Risk Tolerance
5.
PM (team) identify possible
responses, log to A25-RR and
assess vs. tolerances
6.
PM may escalate a Tolerance
threat via 15.4.7 otherwise (aswell?)
7.
PM (team) select responses in
tolerance and add to A16-StgPlan

1.
PM when triggered by a risk or
aggregation of risks that create a
deviation: snap-shot full project
status
2.
PM (team) assess deviations
impact on baseline and impact of
each possible response
3.
PM records assessment &
recommendation in an A10Exception Report & sends to the
board with a request for direction

13.4.4 Give ad hoc
1.
direction
Board defer action
on exceptions
and baselined
contingent on risks
1.
PM includes T&O Summary:
perhaps via a Probability Impact
Grid and Risk Retirement Curve**
1.
PM responds if a risk action
advisable
2.
PM (team) assess risk impacts on
all project aspects: especially
plans, A2-BC, A1-BRP
3.
PM escalates risks that create a
Tolerance Threat
4.
PM maintains A25-RR
15.4.1
1.
1.
Board or 15.4.4 trigger action
2.
PM collects information on
deviation (concern) from Records, 2.
Reports, Logs & Registers
3.
(RRL&R), selects or devises
responses and triggers via 15.4.1
and updates RRL&R EG A5-CIR
16.4.1 Accept a Work Package (A26-WkPkg)

1.
TM advises PM of risk status and logs T or O to the A25-RR (p2 says if appropriate)
2.
TM (team) considers risk related to and within A26-WkPkg tolerances as per 15.4.6
steps 1-7 for the A16-Team Plan
Team
Manager
Authorize a Work Package (A26WkPkg)

PM assign an A26-WkPkg to
respond to a risk
PM/ TM consider T&O to/ from A24WkPkg
PM/ TM agree process and
tolerances for raising/ responding
to/ escalating risk

1.
PM checks risk action owners for current T&O
status and assesses T&O affecting next stage
2.
PM ensures all external dependencies have a
A25-Risk Register entry
3.
PM includes risk responses a26-WkPkg into A16Stage Plan for all selected T&O responses
1.
PM includes risk responses into A16-Project Plan
17.4.3 Update the Business Case (A2-BC)
1.
PM checks current CoPM & Board risk appetite,
capacity and tolerances
2.
PM updates A2-BC to reflect key & aggregate
T&O
3.
PM inspects A25-RR responds as required
1.
PM assesses and reports (in A9-End Stage
Report) on T&O activity in the stage ending &
aggregate status
1.
PM updates A25-RR as needed

1.
TM monitors & responds to risk related actions
2.
TM notifies PM of new or changed risk (directly
and formally via A3-Checkpoint Reports)

1.
Risks to original
baseline

1.
[ TM/ PM Retire unused
Risk budget ]
183
184
Revision Notes
Notes
184
OV
BC
OR
QU
PL
RK
CH
PG
SU
DP
IP
SB
CS
MP
CP

Tailoring
Business Case
Organization
Quality
Plans
Risk
Change
Progress
Directing a Project
Managing a Stage
Boundary
Controlling a Stage
Closing a Project
Syllabus Themes:
CH Change
185
186
CH - Change (CH) Foundation

CH:F:2-1
The purpose of the Change theme
9.1
to [systematically] identify, assess and control any potential and approved changes to
the baseline via a responsive, common approach to handling issues and changes
A procedure used throughout the projects life-cycle that incorporates all consequential
affects of changes to baselines (agreed balance of time, cost, [resources], scope,
quality, benefits, risks)
[ NB: PRINCE2 includes configuration management in change; most authorities
include change in configuration management ]
CH:F:1-1
Three types of issue
9.2.4, Tab 9.1
RFC: Request for change a discretionary change whose adoption (or not) rests on its
affect on the stakeholders A2-Business Cases
Off-Specification: - a screw-up for which one or parties are liable for remedy, typically
a missing product or quality short-fall
Concern: anything else anyone wants to raise at any time, any how , any etc
Usefully the route to raise new risks and proper issues, sadly a trigger for an
informal escape
A noble aim garbled in the implementation

[ An issue (but not as P2 sees it) is a situation outside the current holders authority OR skills to resolve ]
186
187
The Purpose of Change Control

9.1 To identify and assess potential and approved amendment to baselines

Muddles product management and agreement management
Configuration management for management and specialist products
Contract management for A16-Project Plan, A16-Stage Plan, and A16-Team Plans
PRINCE2 integrates all change management within risk and issue management
Would be great if it got it right - it doesnt
PRINCE2 largely about procedures to forge agreement between project board

and project manager, project manager and team member/ manager
Any concern about any element of any agreement is a Project Issue
Issues any of: Request For Change, Off-Specification, Problem, Concern, Issue*, Risk
A6-Configuration Management Strategy sets out

Steps by which products are cared for throughout their life-cycle
Steps by which Project Issues (including Requests for Change) are cared for
* Definitions are weak or missing: Issue SHOULD be an inevitable situation outside the holders authority or capability to resolve
Problem should be an inevitable off-baseline within the holders authority and capability to resolve, both should match risk as having the
potential to be positive and negative. APMs Pathways explains it correctly and the IPMA-D Exam examines it correctly
187
188

CH:F:2-2
The purpose of a change budget
9.3.1.1
Funds [ time, will, skills etc ] committed between customer and supplier but initially
agreed unallocated to scope whose purpose is to avoid raising a project exception for
each scope change
May fund change control procedure and/ or implementation of changes
Authority to allocate the change budget (to RFCs and Off-specs) rests solely with the
project board who typically partially delegate decision making to a Change Authority
188
189
Change Authority And Budget (Pg. 93)

Authority to change any base-line rests with the project board

May be delegated to a Change Authority in whole or in part
May be the project manager and/or project assurance for stage level changes
IS the project manager for A26-Work Package level changes
Change budget
Provision of funds, resources and time may be made to accommodate Requests for
Change
Avoids generating project level exceptions
May cover analysis as well as implementation of changes
NOT provided to handle risks and over-runs
189
190

CH:F:2-4
9.3.3.1-5
The steps in the issue and change control procedure
9.3.3,
[15.4.6 Capture and examine issues and risks]

Capture: assess for formality, record in the A7-Daily Log or A12-Issue Register and raise an
A13-Issue Report all subsequent steps should update the records
Examine: Assess the affect on all stakeholders at a level of rigor considered appropriate;
project C/T/Q/S, A2-Business Case including benefits, Risk profile, programme perspective
Propose: Identify possible responses, contrast their acquisition and through-life costs/
benefits and risks to all stakeholders, Raise an A10-Exception Report for responses
beyond tolerance
imho A mistaken & broken process because assessment can only happen after examine and both must follow capture. A safer
procedure is to record all concerns in the A12-Issue Register. Then assess then treat with required formality. Capture must be lightweight or will be avoided. If it isnt captured you dont know about it and miss-assessed and individually small but frequent items are lost
190
191

CH:F:2-4
9.3.3.1-5
The steps in the issue and change control procedure
9.3.3,
Decide RFCs: Place the facts in front of those authorised to decide future actions
Approve: execute the remainder of the A26-Work Package, A16-Stage Plan or A16-Project
Plan to the new baseline
Reject: continue to execute to the old baseline
Defer: dither, Request more information: dither with a reason
Request an Exception Plan
Decide Off-Specs: Place the facts in front of those authorised to decide future actions
Concession: Allow an Off-Spec without requiring remedial action

Instruct resolution: Require the Off-Spec to be remedied
Dither (Defer) , dither with reason (Ask for more information),
Request an Exception Plan
Implement: [15.4.8 Take corrective action] or [17.4.5 Produce an Exception Plan]
191
192
The Change Management Procedure (Pg. 95)

1.
Capture [15.4.6 Capture and examine issues and risks]
2.
Examine [15.4.6 Capture and examine issues and risks]
3.
If beyond tolerances [15.4.7 Escalate issue and risks] then [17.4.5 Produce an Exception Plan]
Compare the currently agreed base-line and all possible if we responded base-lines
Decide
5.
Starting with the projects objectives and benefits work through products (PBS & A17-Product
Description), tasks and resources asking what will be different if this item is/ isnt responded to?
Propose
4.
The official manual says decide if a formal or informal route is required this is propose before
examine: its a knee-jerk fudge and is WRONG DONT DO IT!
Record ALL items raised in the Register of Concerns*
Confirm the current base-line is the best balance of costs and benefits or replace with a better
candidate base-line from the Examine/ Propose steps
Where within tolerances the new base-line is implemented simply by [15.4.8 Take corrective
action]
Where outside tolerances then via [13.4.3 Authorise a Stage or Exception Plan]
Implement
Follow the new base-line A16-Plan (Project) (Stage) (Team)
* Any time the Change procedure is harder than subverting it it will be subverted: then your out of control. Make recording items REALLY EASY then subject to Examination and only
progress those that warrant it through the full process. Allow light-weight handling of others from Examine onwards, not before. It is only when the same minor symptom is recorded
from 8 places in the project or when you see an ignorant response to a ticking time-bomb that you see something is bigger than trivial RECORD them all
192
193
Problem and Issue

When we may be off-plan

In or out of tolerance
& wish to reflect current reality
in the plan
Change control
Or come back on plan
With or without the skill to make

the changes required
The off-plan may be or
No
& wish to follow the plan

or wish to change the plan
Change control
Issue:
Issue:
Escalate for decision
Research or pass
on objectives or
to skilled
strategy for
resources
achievement
Yes
Projects may be on-plan
Knowledge to Address
Issue:
Escalate for decision
Problem
with
Revise plans & act
recommendation
Yes
No
Authority to Address
193
194

CH:F:2-3
The purpose of a: Issue Report, Issue Register A.13.1/2 A.12.1/2
A13-Issue Report
Describes the evolving history (from identified to closed or FOAR), context, events causing
and analysis of a request for change, off specification or a problem/concern to be handled
formally
A12-Issue Register: to capture and maintain information on all of the issues that are
being formally managed. The Issue Register should be monitored by the Project
Manager on a regular basis
Passing the exam and discussion with other practitioners requires you have clarity of the official guidance. As
described there are context where the generic process may require tailoring. Ch-19 highlights the need for context
specific application of the generic process: contact us for help to embed something safe, simple and fit-for-purpose
194
195
A12-Issue Register Product Description

(As Given in the Official Manual)
PRINCE2 has long struggled with a good description of Issue and Change
management
A sound observation only 1 process is required is muddled by an reaction to but
that is overly bureaucratic leading to flawed suggestions
The official manual suggests the A12-Issue Register contain {
Issue identifier
Issue type - Request for change, Off-specification, Problem/concern
Date raised, Raised by, Issue Report author (sic!)
Issue description statement of cause and impact
Priority & Severity
Status
Closure date* }
* A repeating group of Status and Status-Date would be a better data-architecture
195
196
A13-Issue Report Product Description

Stepping beyond the official manual an A13-Issue Report might contain {

Issue identifier incorporating Issue type
Request for change, Off-specification, Problem/concern
Issue description
The causes and consequences (impact analysis) for all stakeholders business cases
Specifically the Executives A2-Business Case
Response analysis and recommendations

Impact of the response on all stakeholders and responses affect on the issue
Seriousness and Urgency (Priority)
Status and status date:

Date raised, Raised by, Issue Report author
Decisions made EG Approved*/ rejected/ deferred/ resolved, Who by, When
[ The official manual suggests report content not defined in the official manuals
definition of the register
IE decision, approved by etc! Unless these are held in status!? ]
*Approved should mean a new base-line A16-Plan (Project) (Stage) (Team) incorporates responses to the Project Issue
Not needed if the A12-Issue Register is detailed enough (19.5.1.3) nor if Risk and Issue management embedded/ tailored correctly
196
197
Register of Concerns Product Description

CH:-
Able to use/ tailor the theme to an exam scenario to maintain products and make decisions in the 7 processes
An integrated Risk and Issue Log might be more pragmatic and might then contain {
Admin info such as the concern's ID number
A free-form description
The condition that has or may arise, perhaps coded for reporting and aggregating
The concern's status history
Who made each update, when, why, what was the update
The concerns type if know at the time of update
Status eg Awaiting Analysis, Awaiting a Decision, To be scheduled, In plan, In hand Closed)
Current point(s) of contact (via A4-Communications Management Strategys stakeholder directory)
As long a list of the causes of the condition as are needed to cover reality
For causes in the past if useful note trigger(s), when it was recognised and by whom
For causes in the future note time to each cause, probability as Certain, High, Medium and Low (H/M/L)*
As long a list of impacts as needed for reality

Who the stakeholders affected are, how and when affected and seriousness (HML) versus the official 6
scales of Cost, Time*
As long a list of responses to cause and impact as can be imagined

Impact of the responses them-self and assessment of the response's affects on the raw concern
Reference to the A26-Work Package in the A16-Stage Plan for chosen actions (Plan-A or Plan-B)
Triggers for enacting Plan-B }
As suggested in 19.5.1.3 and Table 19.2 merging products is useful: the register may be a few entries in the A7-Daily Log
Issue Type now one of: Issue, Problem, Risk, Request for change, Off-specification, Previous risk become certain
* Use the scales defined in [14.4.1 Prepare the Risk Management Strategy]
197
198

CH:F:1-2
Five activities of configuration management
9.3.2
1. Planning: Matching level of configuration item identification (from PBP and use of the
PBS) to acquisition, verification and maintenance needs
Define CM procedures and roles, CI naming and versioning standards
2. Identification: During development of PBSs capture each product in a A5Configuration Item Record with a suitable configuration item code
3. Control: throughout the CIs life-span record each transition in maturity level as
evidenced by tests applied
Assign version numbers, Store base-lined (ready for test/ past test) CIs safely, Issue CIs on
receipt of authority - aka perform a release
CIs includes all physical and digital/ document items, All specialist or management items
4. Status Accounting
Report selected fields from selected Configuration management records: EG WIP* Team-A
5. Verification and Audit
Check the status of CIs in Configuration management database and the real-world match
Links to creation of the A17-Product Description and A26-Work Package both of which must link to QMS
* Work In Progress. Generic cycle is Not started, {{ WIP, Ready for Test }, Tested OK, Integrated/ Released}
198
199

CH:F:2-3
The purpose of a: Configuration Management Strategy,
Configuration Item Record, Product Status Account A.6.1 A.5.1 A.13.1/2
A.12.1/2 A.18.1
States procedures, timings and responsibilities for naming, storing and issuing the projects
management and specialist products from inception, through changes to retirement
A5-Configuration Item Record

Records each Configuration items history and relationship to other CIs and to RFCs and OffSpecifications

A report from all or some of the A5-Configuration Item Records of some or all of their
contents EG Team-A CIs ready for test on July 31st
199
200
Purpose of Configuration Management

9.2.2 Configuration management cares for products throughout their life-span

Provides storage for products and control over admission to and from storage
Acceptance/ distribution based on verifiable test results from Quality Review within
authorised A26-Work Packages
A18-Product Status Account is (should be) the project managers most reliable
measure of real achievement
9.3.2 Configuration management based on 5 key elements*

2. Configuration item identification: naming and versioning the things in the PBS
3. Control
Safe storage of products on proof of maturity

Allocation of version numbers (If relevant EG updates to intellectual item like documents)
Safe storage of collections and integrations of products (Baselines)
Provision of baselines to authorised recipients (Releases)
4. Status accounting: Reporting from the configuration management records

5. Verification: Audit of the real-world versus the CM records to detect discrepancies
* Step 1 is CM Planning! As defined in the A6-Configuration Management Strategy

Planning must determine the level of control required typically the post-project maintenance requirements dictate the solution required
The slightly old and software oriented (but free!) CM course on the web-sites Free-Downloads | Beyond the Basics for more details
200
201
Identification of Configuration Items:

Our Stationary
G
CI roup o
in o
f
wn CIs
righ
t?
Training Course
Stationary
A Configuration Item
CI
Everyones
Pen
Everyones
Paper
CI
Freds
Paper
Freds Janes Mikes
Ballpoint Ballpoint Ballpoint Ballpoint
Cap
Cap
Barrel
Barrel
Retraction
mechanism
Retraction
mechanism
Retraction
mechanism
CI
CI
CI
CI
CI
CIs to the pen manufacturer,

but not a conference organiser
CI
CI
CI
CI
CI
Barrel
CI
Spring
Spring
Cap
Mikes
Paper Paper
CI
Refil
Refill
Spring
CI
CI
Refil
Janes
Paper
201
202
Configuration Items
A Configuration Item (CI) is:

Any product (or Sub-product of a product) of the project
Anything & everything the project must create, amend or acquire whether eventually
delivered to the customer, archived or discarded
Anything the activities of the project modifies as a unit
If we can change its components they are configuration items too

A hierarchical structure with items we consider atomic at the bottom
Final product(s) to be delivered to the customer are at the top
A Bill-of-Materials structure
If I buy a car its a CI to me
Air conditioning, sat-nav and alloy wheel options are also CIs
To the dealer the light bulbs, oil-filters etc may also be CIs
To the manufacturer the engine, pistons & spark-plugs are CIs
To the dealers bulb maker the filament, glass-envelope and contacts are CIs
202
203
The Reasons For Version Control

Provides the capability to distinguish between changes to a product

Tracks the revision history of a product
May (manual says must) provide access to every version of a product ever created, a
Subset or just the latest version
Always allow an audit trail of the changes made and their triggers
The Method to be used in general is described in the A6-Configuration

Management Strategy
A A26-Work Package may describe a product specific method
(Customer) Version control is carried out in

Supplier version control carried out in
consider whether management products [are] under version control
203
204

Product Description
The A18-Product Status Account is a report from the configuration management

database
Lists A5-Configuration Item Record details
The A18-Product Status Account might contain {

Selection parameters used to extract relevant A5-Configuration Item Record
Eg All un-started CIRs for team plus all dependant CIs as at date
For each CIR in scope any subset of the product's details
Products Type and Name

Products version history covering all possible Life-cycle stages
Dates of transitions between states with planned and if appropriate actual dates
Stakeholders in each transition and their role at each transition
EG Producer, Verified by, Worked on by, Owner of business-as-usual aspects and Owner of
operational and maintenance aspects
Those who are using (holding the item or a copy), If copied the location of any master
Linked items and the interface/ linkage
Other related records: Either CIRs, Risk, Issues etc
Linked concerns (risks, issues, changes etc) }

204
205
A6-Configuration Management Strategy Product

Description
The A6-Configuration Management Strategy might contain {

Document pre-amble: Name, version, author, date
Cross ref to corporate standards, procedures, reporting regimen, rights and duties, and
roles for use of configuration management techniques and tools plus notes of local
extensions and exceptions
Triggers, timings, resources, dependencies, record formats
Information flows: the producer, data sources, analysis applied, communications triggers,
contents, timing (and repetition), format, medium, recipients and analysis duties and required
responses
Product storage locations
Documents and physical items through their life-cycles
Assignment of personnel to roles, including assurance review and formal audit of the
procedures effectiveness
Change Control and Issue Management Procedures

Procedures, roles etc as noted for CM above
Change Authority and Change Budget }
205
206
A5-Configuration Item Record Product Description

The A5-Configuration Item Record might contain {

CI's unique Identifier
EG project-code, Product-id (from the A17-Product Description) CI-name or abbreviation), version number
The steps in the products lifecycle and for each step

Who or what skills build it & verify it
Which product and process standards apply Cross-reference to the Quality Management System
Who receives it (or for documents receive copies) when completing this step, and how it is delivered
Status: which step was development in and when

Who moved it (forward test passed or backward test failed) on what evidence
CIs this CI made-up from

Reference to the Product Breakdown Structure (PBS)
Storage location: physical or logical.

Cross reference to other project records that relate to this CI and the nature of the link
Other A5-Configuration Item Records
Project issues (especially Requests for Change and Off-Specifications)
Risks }
206
207
Configuration Librarian Role

Falls to the project manager if not otherwise resourced

Realistic for project manager to do management product configuration management
Rarely realistic for project manager to do specialist product configuration management
Receive, store/ issue and report (via PSA) status of products and Project Issues
(When authorised) Issue revised products and archive old version
Help conduct Configuration Audits
Often primarily performed by Project Assurance
Create & administer secure, safe product storage areas

Custodian and guardian of master copies of the projects products
Monitor Project Issues

Maintains the Issue Log and ensure information held reflects latest issue status
May be part of a Project Support Office

CM of products outlives the project and hands-over to business as usual role
207
208
If you are interested in instructor led training we would be
pleased to discuss requirements

governance
+44 (0) 84 52 57 57 07
Continued
PRINCE2 Exam preparation &
CobiT Framework
208
209
1/3 Issues and Configuration Management
SU, SB and CP, DP5
Syllabus details at the bottom!
CoPM
12.4.1 Appoint the Executive and the

Project Manager
Project
Board
Project
manager

1.
Board seek confirmation that product handed-overs during the
stage just closing and the project as a whole followed the A6CfMS specially for Ops & Maint
1.
PM creates A7-Daily Log for

issue capture in SU& throughout the project records informal
issues and reminders on
formal issues
12.4.2 Capture
previous lessons
1.
PM Captures relevant lessons

1.
PM considers how Initiation
Stage will control management
products prior to establishing
configuration management

1.
PM reviews the A12-IR for issues affecting the
1.
PM updates A12-IR (& A13-Issue Report) with board request
next A16-StgPlan
for an Exception Plan
2.
PM updates A12-IR with new issues and changes
1.
PM checks product handovers into Operations (Ops) &
Maintenance (Maint.) as per A6-CfMS
1.
2.
PM ensure suitable Ops & Maint. environment and service
level agreements in place [should be 12.4./SS]
3.
PM transfers responsibility for products to Ops & Maint. And
secures acceptances [should be 12.4./SS/ Exec]
1.
PM reflects issues in A2-BC update
PM prepares Follow-On-Action-Recommendations base on
2.
PM updates A12-IR with new issues and changes 4.
open Issues & concessions
5.
PS updates CIRs [should be handed over to Maint!!]
1.
PM assesses the A12-IR for issues marked for
assessment at stage end [17.4.1 p196 bp9)
1.
PM compiles a review of useful measures EG statistics on
2.
PM Summarises issue status in A9-ESRpt
project issue management
including Off-specs: product or features missing &
2.
PM Summarises issue status in A8-EPjRpt including OffConcessions
specs: product or features missing & off-spec
1.
PM updates A12-IR (& A13-Issue Report) with
board request for an Exception Plan
2.
PM updates A12-IR with new issues & changes

1.
PM archives project records according to A6-CfMS
2.
PM confirms all issues are closed or included in FOAR, then
closes the A12-IR
Team
Manager
CH:P:2-5 The processes and roles involved in issues management

SU, 15.4.6-8, C/Table 9.2 and 9.3
CH:P:2-6 The processes and roles involved in agreeing a change budget and Change Authority 14.4.2, 13.4.2, C.1.1
CH:P:2-7 Apdx-A entries, life-cycles and roles involved in: Issue Report, Issue Register, Configuration Management Strategy, Configuration Item Record, Product Status Account
A.6.2, A.5.2, A.18.2, A.13.2, A.12.2, 9.3.1, 14.4.2, 14.4.6, 15.4.1-4, 15.4.6-8, 16.4.2, 17.4.1-3, 17.4.5, 18.4.2-5, C/Table 9.2 and 9.3
209
210

IP, DP2 & DP3
CoPM
1.
Board approve the A6CfMS as adequate
2.
Board agree CAs
authority limits
Project
Board
Project
manager
14.4.2 Prepare the Configuration Management Strategy (A6-CfMS)

1.
PM/ PS perform Configuration Management Planning. IE they define procedures & roles, timings,
records (EG A5-Configuration Item Record) & reporting (EG A18-Product Status Account) content
& format, responsibility/ authority to decide actions for maintaining baselines (Configuration
Management (CM)) and assessing impacts to baselines (Issue & Change Control (ICC)) In
alignment with CoPM standards in the A6-Configuration Management Strategy (A6-CfMS)
2.
PM/ PS consider if all Registers, Records and Logs are within one integrated repository/ file/
database [excel spreadsheet!]
3.
Exec sets priority & severity scales* (p97)
4.
Exec decides if they wish to delegate some discretion to a Change Authority (C8-CA), and if so
the level of individual and aggregate impact under the CAs control. CA may address Requests for
Change (RFC) and Off-Specifications (OS). Often Project assurance form a change board with
stage level authority and the PM acts as CA for A26-WkPkg
5.
PM/ PS select Configuration Management tools to be used
6.
PS establishes the A5-Configuration Item Records and creates initial set of A5-CIRs (for the A21Project Product Description and management products Such as A2-Business Case!)
7.
Exec decides if a change budget (Money [and time]) should be allocated to fund Impact Analysis
of Request For Change (RFCs) & implementation of RFCs and if so how much any CA has
discretion over (EG per change & per stage in aggregate)
8.
PM integrates change procedures release of change budget with contract and procurement
procedures
9.
PS create the A12-Issue Register & populates from existing issues in A7-DL needing formal
treatment
10.
PM seeks board approval or defers to 13.4.2 with the A20-PID

1.
Board seek confirmation that
product handed-overs during the
stage just closing followed the A6CfMS
14.4.3 Prepare the Quality Management Strategy A22-QMS

1.
PM considers issues affecting the A22-QMS, PS logs new issues to
A12-IR
14.4.4 Prepare the Communication Management Strategy (A4-CmMS)
1.
PM establishes the information & communication needs for CM
including issue management
2.
PM considers issues affecting the A22-CmMS, PS logs new issues to
A12-IR
1.
PM establishes controls appropriate to A6-CfMS
2.
PM considers issues affecting controls, PS logs new issues to A12-IR
1.
PM includes a26-WkPkgs in A16-PjPlan appropriate for scheduling
and budgeting CM activity
2.
PM considers issues affecting planning, PS logs new issues to A12IR
1.
PM considers & includes issues affecting the A2-BC
1.
PM includes A6-CfMS into the A20-PID
(A20-PID acts as baseline for all Impact Assessment of Issues)
Plan Delivery Stage

Team
Manager

SU, 15.4.6-8, C/Table 9.2 and 9.3
A.6.2, A.5.2, A.18.2, A.13.2, A.12.2, 9.3.1, 14.4.2, 14.4.6, 15.4.1-4, 15.4.6-8, 16.4.2, 17.4.1-3, 17.4.5, 18.4.2-5, C/Table 9.2 and 9.3
210
211

DP2 &3, CS & MP, DP4
CoPM
Project
Board
Project
manager
Team
Manager

1.
Board approve the
A6-CfMS as
adequate
2.
Board agree CAs
authority limits

Exception Plan
1.
Board seek confirmation
that product handed-overs
during the stage just closing
followed the A6-CfMS
13.4.4
1.
2.
3.
Give ad hoc direction

CoPM/ ESUSS Raise an Issue
Board may ask for an Issue or Exception Report to clarify PMs request for guidance or A11-Highlight Report
Board respond to A13-Issue Report as necessary by seeking input from CoPM, asking for an Exception Plan (via 17.4.5), a
corrective action (via 15.4.8), amending tolerances (update A16-StagePlan). Grant a concession to or demand remedy of an OffSpec. Defer, Approve (as corrective action/ tolerance change), Reject or ask for an Exception Plan for an RFC

1.
PM follows issue handling & reporting procedure as defined
in A6-CfMS & A4-CmMS to report issue status to
stakeholders
2.
Anyone at anytime: raise a new issue (concern) about
anything
3.
PM (Issue author?) record concern on A12-IR in accord
with A6CfMS [official manual say may be to A7-Daily Log if
PM resolves directly]
4.
PM categorises as: Problem, Concern, Request for Change
(RFC) or Off-Spec (OS) Transfer concerns discovered to
be risks to A15-RR
5.
PM (team) use scales from A6-CfMS to assess Priority (of
RFC & OS) & Severity (Impact) on all plans, A2-BC and
Tolerances
6.
PM creates an Issue Report [Simon says A12-IR & A4CmMS should be defined as sufficient*)
7.
PM (team) identify possible responses, log to A12-IR and
8.
PM may escalate a Tolerance threat via 15.4.7 otherwise
(as-well?)
9.
PM (team) select responses in tolerance and add to A16StgPlan
10.
PS cross reference Issue to affected products A5-CIRs
15.4.7
1.
2.
3.

1.
TM confirms procedure to handle issues

1.
TM includes notes on issues in A3Checkpoint Report
4.
Escalate issues & risks

PM when triggered by a Tolerance threat or breach: snap-shot full project status
PM (team) assess deviations impact on baseline and impact of each possible response
PM records assessment & recommendation in an A10-Exception Report & sends to the board [13.4.4] with
request for direction
PM updates A12-Issue Register/ A13-Issue Report for decision

1.
PM assess & report on contents of A12-Issue Register & corrective actions in period
1.
Board or 15.4.4 or TM trigger action
2.
PM collects information on deviation (concern) from Records, Reports, Logs & Registers (RRL&R), selects or
devises responses and triggers via 15.4.1 and updates RRL&R EG A5-CIR
3.
PM changes A17-PD for Off-Specs granted a concession
1.
PM checks A12-IR & acts on all affects on A2-BC & all plans
2.
PM raises any new issues
15.4.1
1.
2.
3.

PM/ TM agree process & people for any product handovers as per A6-CfMS [possibly amended]
PM/TM Agree process for TM to raise A26-WkPkg issues
PM considers issues affecting the A26-WkPkg, PM logs new issues to A12-IR

1.

SU, 15.4.6-8, C/Table 9.2 and 9.3
A.6.2, A.5.2, A.18.2, A.13.2, A.12.2, 9.3.1, 14.4.2, 14.4.6, 15.4.1-4, 15.4.6-8, 16.4.2, 17.4.1-3, 17.4.5, 18.4.2-5, C/Table 9.2 and 9.3
211
212
A5-Configuration Item Record,


Project Manager
1.
COPM
The activities & roles involved in maintaining A5-Configuration Item Record and A18-Product Status Accounts
Project
Board
Project 12.4.2 Capture previous

lessons
manager
1.
lessons
Business Case
1.
PM/ Exec/ SU define
A21-Project Product
Description: Specialist
Products are outputs
whose use creates
outcomes that deliver
the measurable
benefits that justify the
project
2.
PM/ PA note need for
A5-CIRs for products in
A21-PjPdDs
composition &
derivation
1.
PM/ PS note need for
A5-CIR for management
products
Team
Manager
And 9.3.1.2 & 9.3.1.3
14.4.2 Configuration Management Strategy

1.
PM/ PS define process, selection
criteria and formats of A18-Product
Status Account (PSA) that snapshots
A5-Configuration Item Records. A18PSA may select by Date/ Team/ Stage
& status EG Not started, Work-InProgress (WIP) late & WIP on
schedule, Ready for review, Baselined,
Released etc
2.
PM/ PS define A5-Configuration Item
Record attributes for required A18-PSA
selections
3.
PS create initial A5-CIR for
management products [and A21Project Product Description and all
known component parts (may be notes
in A7-Daily Log for a small project)
1.
PS create/ update A5-CIR (& A17-PD)
for all products in project Product
Breakdown Structure (PBS)
Plan Delivery Stage

1.
PM uses A18-PSA to analyse product status (derived from
A5-CIR)
1.
PM uses a18-PSA for details of products to include in A11Highlight Report
1.
PM requests a A18-PSA from PS to snap-shot A5Configuration Item Records and assess variance to A16StgPlan
2.
PM requests A18-PSA for any releases to check all OK
3.
PM requests PS perform a Configuration Audit to check all
A5-CIRs match reality (or change reality)
1.
PS update A5-CIR (& A17-PD) for any products in A26WkPkg PBS as useful EG set status = WIP
1.
PS check A5-CIR & reality agree - update A5-CIR as useful
1.
PM collect data on deviations form A5-CIR (& A12, A15, A13,
A10, A7 & Board)
2.
PS update affected A5-CIR
1.
PS confirm all A5-CIR in release are approved by the
authority in A17-PD

1.
TM & PS update A5-CIR status (eg WIP/
Ready for Review/ Released)

1.
PM [(sic)?] create/
update A5-CIR (&
A17-PD) for all
products in stage
PBS
(inc A16-PjPlan
changes)

closure
1.
PM uses PSA to check
all A5-CIR approved by
authority in their A17PD or have a
concession
closure
1.
PM uses PSA to see
which A5-CIR approved
(A8-SER)
by authority in their
1.
PM request A18-PSA
A17-PD, have a
for details to include
concession, are WIP or
in A8-SER
Not started
2.
PM plans work to
salvage & pass-on or
17.4.5 Produce an
make safe A5-CIRs as
Exception Plan
required
1.
PS (sic) create/
update A5-CIR (&
A17-PD) for all
1.
PS update A5-CIR for
products in
products transferred to
exceptions scope
operations [& should
(Scope determined in
transfer the actual CI
15.4.6 by A18-PSA)
records too!]
1.
[TM & PS check status OK in A5-CIR for all
CIs to close the A26-WkPkg]
212
213
CH - Change (CH) Practitioner

CH:- Able to use/ tailor the theme to an exam scenario to maintain products and
CH:P:3-1 Identify appropriate information, (using Apdx-A), for inclusion in the products
listed in CH:P:2-7 above
CH:P:3-2 Identify the appropriate type for a given issue9.2.4
CH:P:3-3 Identify the actions and roles to apply issue and change control 9.3.3
CH:P:3-4 Identify appropriate resource(s) for the role of Change Authority
9.3.1.1, C.8
CH:- Critique theme's application to an exam scenario

CH:P:4-1 QA and comment on theme's products and roles involved through-out their
life-cycle in 0207
CH:P:4-2 Critique use and roles involved in the issue and change control steps:
Capturing and analyzing Issue type for formal (or not) management, Determine impact,
Proposing actions, Deciding actions, Implementing actions
9.3.3, 9.3.3.1, 9.3.3.2,
9.3.3.3, 9.3.3.4, 9.3.3.5 C/Table 9.2 and 9.3
213
214
CH - Change (CH) Practitioner

CH:- Able to use/ tailor the theme to an exam scenario to maintain products and
CH:P:3-1 Identify appropriate information, (using Apdx-A), for inclusion in the products
listed in CH:P:2-7 above
CH:P:3-5 Identify the actions and roles to apply configuration management procedure
9.3.2
CH:- Critique theme's application to an exam scenario

CH:P:4-2 Critique use and roles involved in Planning the CM level, Identifying CIs,
Controlling CIs, Status accounting Verifying and auditing configuration items
9.3.2 C/Table 9.2 and 9.3
Appropriate questions are provided in

EX02 Qn 8
EX03 Qn 7
214
215
Revision Notes
Notes
215
216
Revision Notes
Notes
216
OV
BC
OR
QU
PL
RK
CH
PG
SU
DP
IP
SB
CS
MP
CP

Tailoring
Business Case
Organization
Quality
Plans
Risk
Change
Progress
Directing a Project
Managing a Stage
Boundary
Controlling a Stage
Closing a Project
Syllabus Themes:
PG Progress
217
218
PG - Progress (PG) Foundation

PG:F:1-1 Reporting lines between the four levels of management 10.3.1.1, 10.3.3.4
CoPM
Delegate projects objectives in benefit terms and project tolerances to the Executive
Appoints exec and project manager, Receive escalations from the Executive
Project board
Agrees with CoPM realistic constraints of cost/ time/ quality/ scope and resources (CTSQR)
for: Starting up a Project (SU), the initiation stage, for specialist product delivery, risk and
change
Delegates project outcomes in product terms and stage tolerances to the project manager
(PM), Decides within tolerances if project continues, stops or change, Receives escalations
from the PM
Project manager
Agrees realistic stage CTSQR with the project board, Allocates A26-Work Packages and
tolerance to team member/ managers, decides what and when to [15.4.8 Take corrective
action] within tolerances, Receives escalations from TMs
TMs
Negotiates realistic A26-Work Package CTSQR then commits to delivery of products within
constraints, Escalates to the Project manager
218
219

PG:F:2-1
Contrast event-driven and time-driven controls
10.3.3
Time-driven: Triggered by the arrival of some point in time

Only two time-driven controls: checkpoints (that give rise to A3-Checkpoint Report) and A11Highlight Reports (review of the A12-Issue Register and A25-Risk Register should be both
event and time-driven)
Event-driven: triggered by an achievement or exception

EG End of initiation stage, End of Delivery stage, End of final stage or Tolerance Threat,
Creation of a product, Passing of a Quality Review
PG:F:2-2
The purpose of the Progress theme
10.1
establish mechanisms to monitor and compare actual achievements against those

planned; provide a forecast for the project objectives and the projects continued
viability; and control any unacceptable deviations
But this isnt exam its real-world: If post-cram you want advise on how to use PRINCE2 then please contact us
219
220

PG:F:2-3 Contrast management stages and technical stages
10.3.2, 10.3.2.3
Management Stages: partitions of the project with management decision points

a collection of activates and products whose delivery is managed as a unit
Non-overlapping time-periods during which the project manager is authorised to manage the
project on a day-to-day basis within stage tolerances
Technical stage: a grouping of work by the set of techniques used or the products
created
A synonym for phase such as Design, may overlap
Scope of specialist phases matched to management stages by Product Based Planning
(PBP)
PG:F:2-4 The factors to consider in identifying management stages
10.3.2.1 -3
MUST be a minimum of 2: Initiation and one for the technical work

How far ahead the team can plan, where decision points are needed, Risk level
(project board confidence and appetite), Value of control vs. overhead cost of control
220
221
The Difference Between Management and Technical

Stages
2.4 A PRINCE2 project is planned, monitored and controlled on a stage-by-stage

basis
*[The time-period a] Project Manager is managing... at the end of which the Project
Board will... decide whether to continue with the project
*grouping work together by the techniques used, or the products created such as
design, build [are] a separate concept from management stages
Product Based Planning is used to align Management and Technical stage

boundaries
st
nd
10.3.2.1 Stage selection balances
How far ahead it is sensible to plan

Where the key decision points need to be
The amount of risk within a project
Many small stages versus too few big ones
How confident the board & PM are
Initiation 1 Specialist 2
Stage
Stage
3rd Speci
Stage
Specialist
Stage
Gathering of Customer Requirements

Concept
(Work- Packages
1 to 8)
Detailed
Requirement
(WP 9-19)
Sign-off
Review
(WP 20&21)
Solution Design, Selection and Approval

Identify
Supplier
(WP 22)
Technical Options
(Work Packages 22 to 29)
Agree
Contract
(WP30)
Testing of Business & Technology Integration

Draft Test Scenarios
(WP 60 to 118)
Model Office
(WP 58 & 59)
(WP
119)
221
*From the glossary
222
Stages Are Planning Horizons

Processes are not stages, stages contain processes

2.4 minimum of two management stages: one initiation stage and
DP1
Not a stage
Pre Project
1st Stage
Mandatory
Initiation Stage
Starting up a project
12.4.6 Plan Initiation
Stage
The horizon is not
far off at this point in
the project!
Possible
Mandatory
1st
DP3 Subsequent
stages
Specialist Stage
st
(may be 1 & last)
A Delivery
2nd Delivery
Stage
Stage
Management Stages
DP2
DP3
Initiation Stage
14.4.6 Creates the
Project plan.
Complete but detail
decreases with time to
horizon
Delivery Stage
A16-Stage Plan
Managing
Product
Delivery (16.4.)
DP3
Delivery Stage
A16-Stage Plan
Managing
Product
Delivery
(16.4.)
Project
Plan
17.4.1 Plan Next

17.4.1 Plan Next
17.4.1 Create 1st
Stage
Stage
Stage
Plan
Short
17.4.2 Update the
17.4.2 Update the
term detail
Project Plan
Project Plan
DP5
Last stage
3rd
Stage
Delivery Stage
A16-Stage Plan
Managing
Product
Updated
Updated
Delivery
(16.4.)
Project Plan
closure
Update Project Plan
with actuals
222
223

PG:F:2-5
When and how tolerance is set and exceptions reported, The
management products tolerances is documented in, how management by
exception applies at management levels
10.2.3, 10.3.1.1, 10.3.4
Setting tolerance [ Table 10.1 ]
Time/ Cost/ Scope/ Risk within A16-Project Plan/ A16-Stage Plan and A26-Work Package
Scope tolerance described by Must/ Should/ Could/ Wont
Quality within A21-Project Product Description and A17-Product Description

Benefits within A2-Business Case
Reporting Exceptions
Exec to CoPM (mechanism outside P2 scope), possible with reference to an Exception Plan
PM to PB: via A13-Issue Report then A10-Exception Report from [15.4.7 Escalate issue and
risks] to [13.4.4 Give ad hoc direction], possibly then [17.4.5 Produce an Exception Plan] to
[13.4.3 Authorise a Stage or Exception Plan]
TM to PM: via the A12-Issue Register
Do not notify PM like this in the real world!, fine as a record of what was raised directly earlier
223
224
10.2.3: Exceptions and Tolerance

Tolerance is the allowable variation

between actual status (or forecast status) and agreed base-line
Actual or threatened breach of tolerances causes an exception

PRINCE2 based on the idea of Management By Exception
Tolerance is held by the project board at project level, the project manager at stage
level and team member/ manager at A26-Work Package level
Table 10.1: Tolerance is defined in 6 aspects

Benefits tolerance agreed at project level between CoPM and the Executive
Product quality agreed at A21-Project Product Description and A17-Product
Description between project manager and project board
Scope the products to be delivered within a stage or the project
Time (schedule) for the project, a stage and a A26-Work Package
Cost (Budget) for the project, a stage and a A26-Work Package
Risk appetite for the project, a stage and a A26-Work Package
Tolerance is discretion for decision making
224
225
Tolerance in the Roles

(From Apdx-C)
Project board
In SU and Initiation stage: confirm tolerances with CoPM
In Delivery [ specialist ] stages
Set stage tolerance (approval of A16-Stage Plans and exception plans)
Executive: escalates to CoPM risks and issues that threaten or breach tolerance
Provides (or delegates) overall business assurance including for tolerances
PM: Ensure the products are produced within TCSQ Benefits & Risk tolerance
May be able to authorise changes that do not affect tolerances
TM: Ensure teams quality work planned and performedwithin tolerances

PA: Assess aggregate risk exposure against project tolerance (sic!)
Monitor stage and project progress vs. tolerances
[ Omitted from Apdx-C: senior user must specify/ ratify A21 & A17 tolerances and
senior supplier must confirm achievable
PM and TM must confirm A16-Stage Plan & A26-Work Package tolerances realistic
225
226
Tolerances
CoPM 12.4.1 Appoint the Executive and

the Project Manager
1.
COPM Set project level
tolerances
Project
Board

1.
Board check Pj Tol from CoPM realistic
1.
Board set tolerances (Tol)
2.
Exec renegotiates Pj Tol if relevant
for Initiation Stage
3.
Board agree project budget including cost tolerance (and risk and change
budget) and project timescales including schedule tolerance (and risk &
change time-budget)
Project
manager 12.4.2 Capture
previous lessons
1.
lessons
13.4.3 Authorize a Stage or Exception

Plan
1.
Board set Stage Tol (for last
stage consider what to do with
unused Tol [wrong thinking*]
14.4.1 Prepare the Risk Management Strategy (A24-RMS)

1.
PM includes Risk Tol in A24-RMS IE the thresholds for 1.
PM acts within Stage Tol EG to resolve A26risk escalation from management level to level,
WkPkg exception
specially from PM to Board (possibly using a
Probability Impact Grid or Matrix
1.
PM converts & extends A13-Issue Rpt into
A10-Exception Report giving Overview of
Business Case
Q-Tol is defined in each A17-Product Description

which tolerances are threatened by how much
1.
SU expresses Customer 14.4.5 Set up the project controls
and when and why, the consequences of each
Quality Expectations & PM 1.
possible response (including none)
PM confirms Tol levels and escalation mechanisms
captures as driver for
between CoPM/ board/ PM/ TM
quality tolerance
1.
PM create A13-Issue Report considering affect
2.
PM (Exec) starts defining 14.4.6 Create the Project Plan
PM includes specification of Pj tolerances in A16-PjPln
Tols
each benefits tolerances 1.
(Cost/
Time/
Scope/
not
quality-See
below
or
Benefitsand aggregate benefits
See A2-BC or Risk-See 14.4.1))
tolerance
PM gives board confidence of operating within
PM includes spec. of quality & scope tolerance in each 1.
3.
PM records SU's quality 2.
Tol by regularly reporting stage status vs Tol &
A17-Product Description (& A21-PjPD)
tolerance (ie limits on
TT early warnings** in A11-Highlight Reports
3.
PM
notes
scope
tol
in
A17-PDs
and
project
level
Acceptance Criteria) in
A21-Project Product
4.
PM (Exec) consider affect of part-time-teams on
Description
1.
PM determines from controls (project Records
schedule and consider compensation in other
Registers and Logs) any tolerance threat &
tolerances
Escalates via 15.4.7
approach and assemble 14.4.7 Refine the Business Case
1.
PM
(Exec)
refines
quantified
definition
of
each
the Project Brief
benefits Best/ Expected/ Worst target and (as)
1.
PM documents Pj
1.
PM/ TM make joint agreement on A26-WkPkg
expresses tolerances and aggregate benefits
tolerances received by
Cost/ Start & End date, Milestone, Quality (from
tolerance
Exec in project mandate
A17-PDs) targets and A26-WkPkg tolerances
PM (Exec) considers affect of timescales on benefit
(or by discussion) prior to 2.
(Cost/ Time/ Risk & Scope. Zero time tolerance
tolerances
including
delivery
dates
A16-Pj
andLtdhigher
scope tolerance implies iterative/
P2 ExamCram Assessed by GRM 07032011 P2-5th Ed 2011 Logical Model
p2@logicalmodel.net
Logical Model transfer
Ltd to
0845
2 57Plan
57 at07
14.4.6
agile methods Such as SCRUM
Plan Delivery Stage
Team *X-Ref correct tolerance handling

Manager ** Strictly ANY forecast of an out-of-tolerance
1.
As 15.4.1
situation is by definition being in Exception and deserves 15.4.6

1.
Board consider their direction in response to a
Tolerance Threat (TT): Increase Tol., Request
an Exception Plan, Defer if TT contingent on a
Risk Cause (event), Reject (eh?)

1.
PM includes specification of
Stage Tolerances (Cost/
Time/ Scope/ Risk, not
quality-See below or
benefits-See 14.4.6)) in A16Stage Plan
2.
PM (team) create stage PBS
and A17-PD with product
quality tolerances defined
(probably as attribute ranges
(eg Customer call duration
between 1 and 3 minutes)
3.
PM notes scope tolerance in
A17-PD and stage PBS
18.4.4 Evaluate the

Project
1.
PM reports on
Pj performance
& objectives vs.
tolerances in
A8-End Project
Report

1.
PM Checks for change in
CoPM/ board Risk tolerance
per Risk and in total
1.
PM reports Pj objectives and
Stage objectives vs all
tolerances, and forecasts tol
for rest of project in A9-End
Stage Report
1.
PM creates a new A16-Stg or
Pj Plan to Suggest recovery
options from Stage or Pj TT
226

1.
TM makes corrections within WkPkg Tol or raises an Issue to the PM (to log in the A7-Daily Log and handle at 15.4.8)
2.
TM reports tol status in A3-Checkpoint Report
Projects Must Link

& Escalation
227
Mission
& Values
Mission, Delegation,
in Decision Making
What Vision
Business
Design (Modus
Operandi)
How: Strategy
Programme Design
(Architectures)
How: Goals
What Goal
Project Design (Planning)

PRINCE2
How: Tasks
What Tasks
Technical Solution Design

and execution Not P2
(Team/ Stage Planning)
Needs tools P2 omits
What Strategy
Escalate decisions outside authority

Report, Seek Guidance
Cascade intent & constraints

Delegated Authorities & Tolerances (freedoms)
Why
Why
Impacts
227
The Malcolm Baldrige National Quality Award Criteria for Performance Excellence is a good source of framework advice for governance of
any enterprise
ISACAs CobIT framework is a good source of IT specific governance advise See the course on the LML Web-sites Free Downloads
228

PG:F:2-5
10.2.3, 10.3.1.1, 10.3.4
Documentation of tolerance
A2-Business Case: Expected benefits for each benefit

A3-Checkpoint Report: A26-Work Package tolerance status
A8-End Project Report: Review of project objectives TCQS Benefits & Risk
A9-End Stage Report
Review of project objectives TCQS Benefits & Risk
Review of stage objectives TCQS Benefits & Risk
Forecast TCQS Benefits & Risk
A10-Exception Report: Options affect on tolerances

A11-Highlight Report: Project and stage tolerance status actuals and forecast
A13-Issue Report: quality criteria ask if the issues affect on tolerances was considered
228
229

PG:F:2-5
10.2.3, 10.3.1.1, 10.3.4
Documentation of tolerance continued
A16-Plan (Project) (Stage) (Team):
Tolerances TCS and stage or team-level Risk (sic see a24)
A17-Product Description included state product quality tolerances
A17-Product Description: Quality tolerances range within which each quality criteria is
acceptable
A19-Project Brief: Project definition (from Mandate) { Project tolerances, }
A20-Project Initiation Document: Project controls summary of agreed tolerances
A21-Project Product Description: Project-level quality tolerances: apply to acceptance criteria
A24-Risk Management Strategy: Risk tolerance: Thresholds for exposures requiring
escalation between PM & PB, Exec & CoPM
A26-Work Package: Tolerances time and cost but may also include scope and risk (!sic)
229
230

PG:F:2-5
10.2.3, 10.3.1.1, 10.3.4
Management By Exception: Principle 2.5 Provides for efficient use of senior
management time
Based on tolerances in TCQSBR*, Operates between each management level
Integrated into the organisation structure and selection of stages
() Facilitates frank internal discussion
* Time, Cost, Quality, Scope, Benefits, Risk
230
231

PG:F:2-6
Purpose of a: Daily Log, Lessons Log, Work Package
A.14.1 A.26.1
A.7.1
A7-Daily Log
Diary (or diaries) used by PM and TMs to record actions and events not recorded
elsewhere, due soon, on the way to a register/ log
May be all the registers and logs during SU or on a undemanding project
A14-Lessons Log
Other projects good and bad events and actions that inform this projects plans and
strategies
This projects insights to pass to others
A26-Work Package
A [ contract ] passing responsibility for moving one or more products through part (or all) of
its life-cycle phases
[ At PM/ TM level PRINCE2 calls them A26-Work Packages and PB/ PM A16-Stage Plans ]
231
232
A7-Daily Log Product Description

The A7-Daily Log is a diary or aide-memoire for the project manager and perhaps
also team member/ managers
It might contain {
Date of entry
Points of note or reference
Parties to any discussion
All notes on their way to a register as a result of recent, probably verbal communications
EG results of project definition workshops
Cross-reference to a register (if relevant)

EG for action today
What needs to be achieved by when

Who has what role, pending actions & interim points of monitoring or communications
Ear-marked pages As an alternate to separate registers and logs
232
233
A14-Lessons Log Product Description

PG:P:2- Apdx-A entries, life-cycles and roles involved in: Work Package, Lessons Log, Checkpoint Report, Highlight Report, End Stage Report, Exception Report, End Project Report, Lessons Report
A.26.2 A.14.2 A.3.2 A.11.2 A.9.2 A.10.2 A.8.2 A.15.2 15.4.1-2, 16.4.1-2, 12.4.2, 15.4.5 13.4.3-5, 17.4.4 15.4.7, 18.4.4, C/Table 10.2
A PRINCE2 principle is based on Learning from Experience (LfE)
SU creates a A14-Lesson Log

Initialised with other projects relevant observations
Used to log events to repeat or avoid in future
Passed, at project end, to interested parties
Used during the project to generate A15-Lesson Reports
The A14-Lesson Log might contain {

What happened
May cross-reference entries for risks and issues
Why and how it affected us or someone else

What we would do differently or the same next time
What we might do to spot and avoid future bad lessons or repeat good ones }
233
234
A14-Lesson Log & A15-Lesson Report

Project Manager
1.
COPM provide lessons
A.26.2 A.14.2 A.3.2 A.11.2 A.9.2 A.10.2 A.8.2 A.15.2 15.4.1-2, 16.4.1-2, 12.4.2, 15.4.5 13.4.3-5, 17.4.4 15.4.7, 18.4.4, C/Table 10.2
Project
Board

1.
Board seek evidence 1.
Board review (Exec assures) A15previous lessons are
LR and decide who to send to
being consulted &
(Board ensure CoPM & CoE
current documented
functions aware of responsibilities)
Project
manager 12.4.2 Capture previous lessons
1.
PM Install culture Lessons Sought,
Record, Acted on within this project
(12.4.2 may be repeated during the
Pj, especially if novel/ complex)
2.
PM Captures (via a workshop) into
A14-Lesson Log all relevant
lessons from previous projects
A15-Lesson Reports, CoPM &
external sources
management team
1.
PM considers how to act on
observations in A14-LL for team
design
1.
PM considers A14-LL for Pj
justification
assemble the Project Brief (A19PjBf)
1.
PM considers A14-LL for approval
Team 12.4.6 Plan the initiation stage
PM considers A14-LL for Init-Stage
Manager 1.
controls
14.4.X All Initiation Process activities in stage

1.
Seek lessons from PM team, CoPM, A14-LL & other Pjs A15LR
14.4.1 Prepare Risk Management Strategy (A24-RMS)
1.
PM includes lessons (EG Risk Breakdown Structure
[taxonomy] & categories) into Pisk ID guidance & Impact
estimating see 14.4.6 & Response development IE ideas of
effective responses

1.
Board assures (sic) final A15-LR and authorises (sic) &
distributes (as part of approving (sic) A9-EPjRpt)
2.
(Board ensure CoPM & CoE functions aware of responsibilities)
3.
Board review A1-Benefits Review Plan is suitable to identify
side-effects and capture/ distribute as lessons
15.4..X All CS/ 17.4./ 16.4./ CP activity in

Delivery Stage
1.
Seek lessons from PM team, CoPM,
A14-LL & other projects A15-LR
1.
PM considers lessons causing need
for A10-Exception Report
14.4.2 Configuration Management Strategy (A6-CfMS)

1.
PM defines how records are stored. Accessed kept safe &
distributed. Pj records are the source of lessons

risks
1.
PM may create A13-Issue Report
from a14-LL
14.4.3 Prepare Quality Management Strategy ((A22-QMS)

1.
PM includes lessons into quality approach, Define QC[?QA]
process to remove causes of unsatisfactory results, Use Qmetrics for learning & process improvements

1.
PM includes lessons observed and
applied
14.4.4 Prepare Communication Managnt Strategy (A4-CmMS)

1.
PM considers how to communicate lessons to other projects,
during Pj or in CP at a minimum
1.
PM defines records maintained (includes A14-LL)
14.4.6
1.
2.
3.
Create the Project Plan (A16-Pj Plan)

PM considers value in repeating 12.4.2
PM include action to capitalise on previous lessons in Plan
PM (team) use comparative [analogous] estimating techniques
Plan Delivery Stage

1.
PM creates A15LR of what went
well/ badly,
estimates versus
actuals and
1.
PM captures (seek, record, act) to
statistics as
A14-LL good & bad observations on
appropriate,
P2 tailoring, tools, team & technique,
includes in A9Process & product from team, A26ESR & distributes
WkPkg & all Plans/ Registers/
according to A4Records & Logs
CmMS
2.
PM considers holding lesson review
(A15-LR may be
now, later or at end of stage
tailored to an
3.
PM includes a15-LR in A11-Highlight
audience,
Reports if useful
always(?) include
Corp. QA)
Execute
a Work Package
P2 ExamCram Assessed by GRM 07032011 P2-5th Ed 201116.4.2
Logical Model
1.
17.4.1 Plan the next

stage
1.
PM considers
value in repeating
12.4.2
2.
PM (team)
consider all A14LL as 14.4.6
TM notifies PM of lessons observed or applied, dierctly and via

CofE = Centre of Excellence, previously known as a Project Office or Pj Support Office (PSO) or Pj Management Office (PMO)
18.4.3 Hand over

Products
1.
PM includes in
A1-BRP,
provision for
distribution of
Lessons
observed in
Post-Project
Review [!]
18.4.4 Evaluate the
Project
1.
PM team
identify lessons
PM creates
a15-LR as
17.4.4, plus
reasons if
premature
closure Board
review & CoPM
approve it
18.4.5 Recommend
project closure
1.
PM closes A14LL
234
235
A26-Work Package Product Description

A.26.2 A.14.2 A.3.2 A.11.2 A.9.2 A.10.2 A.8.2 A.15.2 15.4.1-2, 16.4.1-2, 12.4.2, 15.4.5 13.4.3-5, 17.4.4 15.4.7, 18.4.4, C/Table 10.2
A A26-Work Package may contain {
Document control details

A description of the result required
Specialist results/ products should have a custom A17-Product Description

Project management products should have a A17-Product Description as embedded and tailored
Who is authorised to grant final approvals
How final approvals are sought and granted
Details of the team manager or person authorised by the agreement to the A26-Work Package
Constraints, authorities and tolerances

Tools and resources needed and who supplies each
(Possibly) Actions, product standards and process standards required to achieve and prove required results
Configuration management arrangements
All communications interfaces or a cross-reference to the A4-Communications Management Strategy
Cross-reference to a Quality Management System (QMS)

How notice of the products acquisition, integration and handover occurs
Frequency, timing and attendance at checkpoints and of A3-Checkpoint Reports
The means and thresholds for escalation of issues, threats and opportunities
How to Inform the project manager that acceptance criteria have been met
Staff performance appraisal, or career development needs
Technical and communications interfaces, specifications and protocols through product life
Cross-references to or extracts from A16-Stage Plan }
235
236

PG:F:2-7
Report
Purpose of a: End Stage Report, End Project Report, Lessons

A.9.1 A.8.1 A.15.1
End Stage Report

Summarises stage facts and PMs view of progress to date to inform PBs decision on what
next? NB decision in tandem with assessment of the next stages A16-Stage Plan
End Project Report

Summarises project facts and PMs opinions of project performance vs. the A20-Project
Initiation Documentation used to authorise it [ as from time to time amended ]
Passes on FOAR and lessons
Lessons Report
Created at anytime something useful can be shared to provoke learning from positive and
negative experiences
May exist in variants (See CM) appropriate to select audiences
Is in part a part of the mechanisms to refine estimating databases and methods
236
LfE is a four part process. No amount of logs and reports will promote LfE without appreciation of CE/ RO/ AC/ AE
There is a free course on our web-site
There is also a free estimating course on our web-site
237
A9-End Stage Report Product Description

A.26.2 A.14.2 A.3.2 A.11.2 A.9.2 A.10.2 A.8.2 A.15.2 15.4.1-2, 16.4.1-2, 12.4.2, 15.4.5 13.4.3-5, 17.4.4 15.4.7, 18.4.4, C/Table 10.2
At stage end the project manager summarises the stage in an A9-End Stage Report {
Project managers summary of performance versus plans and tolerances
Recognition of teams and peoples contributions

Unusual and or unforeseen situations that arose during the stage
Lessons to be learned
Resourcing planned and provided
Project board involvement expected and received
Project managers forecast for the project and the stage versus the 4 strategies
A2-Business Cases current viability, benefits achieved and still reasonably remaining
Explanation of any revision of the A2-Business Case
Summary of current risks and issues

Follow-On-Action-Recommendations (FOAR)*
Outstanding risk, issues, concessions, off-specifications
Statistics and commentary on:

Quality reviews planned, held and the results achieved
EG Off-specifications, issues raised, concessions granted, rework required
Product approvals planned, sought and achieved

Products handed over to operations and maintenance or ready for hand-over
Expected products not produced
History of Issues: Volume and aggregate impact }
* See next slide for a suggested Product Description
237
238
Follow-On-Action-Recommendations (FOAR) Product

Description
Based on the 2005 manual the FOAR might contain {

Document control such as date and author
Inventory of open concerns
Unimplemented Requests for Change that may have merit
Off-Specifications (missing products and products that do not match specification)
Currently open risks, problems or issues that may affect business-as-usual
Project management team recommendations for:

All handover and training needs
Activities needed to take the product to the next stage of its life
All records that could usefully accompany the recommendations }
As FOAR are implemented the project records may be updated transferred to

Ops & Maint
238
239
A8-End Project Report Product Description

A.26.2 A.14.2 A.3.2 A.11.2 A.9.2 A.10.2 A.8.2 A.15.2 15.4.1-2, 16.4.1-2, 12.4.2, 15.4.5 13.4.3-5, 17.4.4 15.4.7, 18.4.4, C/Table 10.2
The A8-End Project Report includes a view on how effective PRINCE2 tailoring was, the
effectiveness of the four strategies and performance versus A2-Business Case (so far)
It might contain {
Document control information

Project managers opinion of performance in business and project process terms
Team performance and recognition for individuals performances

Note-worthy events EG triggers for premature closure, Stage level exceptions etc
Performance relative to Cost/ Time/ Scope success criteria in the initial A20-Project Initiation Document
Realism and viability of the initial and final strategies, controls, tolerances, exceptions, contingencies and change control
Realism and viability of the initial and current A2-Business Case and A1-Benefits Review Plan
Benefits delivered so far (if any) and now considered realistic
Summary of A21-Project Product Description outputs delivered
Statistics and commentary on:
Follow-On-Action-Recommendations (FOAR) for open Risks and Issues

A23-Quality Register entries for retests, product approvals and Off-specifications with concessions for missing products,
missing features or quality compromises
Record of acceptances and hand-overs made to users and operations and maintenance
Open Requests for Change, Risk and Issues
A15-Lessons Report(s) for the project in total
Perhaps in multiple versions with content specific to each stakeholder community }
239
240
A15-Lesson Report Product Description

A.26.2 A.14.2 A.3.2 A.11.2 A.9.2 A.10.2 A.8.2 A.15.2 15.4.1-2, 16.4.1-2, 12.4.2, 15.4.5 13.4.3-5, 17.4.4 15.4.7, 18.4.4, C/Table 10.2
Produced and distributed when something useful to share

Might contain {
Summary, perhaps with highlights specific to different audiences
What topics, project or timeframe (eg stage) is covered in the report
Events and circumstances with a consequence worth recording:
What were the conditions, their causes and their consequences?
How these could be spotted, anticipated, encouraged or avoided in future perhaps against
some standard topics such as:
project management strategies and controls

use of PRINCE2 tailoring and suitability of what is embedded
technical techniques
standards
processes
tools
Metrics or measures and responses found to be useful, or useless

Including performance versus estimates (EG task SPI/ CPI figures}
Schedule and Cost Performance Indices Measures of efficiency vs. original estimates. Calculated by dividing
the level of verifiable achievement to date, expressed in budgeted effort or cost by firstly intended and 2ndly actuals
240
241

PG:F:2-8
Report
Purpose of a: Checkpoint Report, Highlight Report, Exception

A.3.1 A.11.1 A.10.1
Checkpoint Report
Reports status of a A26-Work Package at frequency agreed between PM & TM
Results from a checkpoint (a team meeting)
[ should focus on activity and directly link to product and process standards/ quality targets ]
Highlight Report
Reports stage status to stakeholders (typically the project board) defined in the A4Communications Management Strategy at agreed frequency
Mechanism for PM to ask for help and advise and raise potential [ issues ] problems
Project board should monitor project and stage status [ vs. business evolving needs ]
[ 2009 guidance say include activity, wiser 2005 guidance restricted it to achievement ]
Exception Report
Informs the project board of a situation where tolerances are threatened or breached
Provides options and recommendations for proceeding
as before it is a route to failure to inform superiors of bad situations via reports. Reports should be a record
that confirms and explains what has already been communicated. Never delay bad news searching for options, if
options are available for inclusion that is a bonus, not a pre-requisite
241
242
The Purpose of Controls

Progress is determined by comparing current status to base-lined expectation

Status is determined by measuring achievement (10.2.1)
Assess products created using their quality criteria in the A17-Product Description
Baselines are created by planning

PBS & A17-Product Description (users) WBS and A26-Work Package (teams) Dependencies and CPA
(teams) Resourced schedule (Resource managers) Earned Value PV/ BCWS curve & Discounted Cash Flow
When on-baseline control is allocation of the

next A26-Work Package from the A16-Stage Plan
[15.4.4 Review stage status]
[15.4.1 Authorise a Work Package]
When off-baseline control is the re-application

of planning to determine next-action
Control
In tolerance [15.4.8 Take corrective action]

Out of tolerance [15.4.7 Escalate issue and risks]
Plans start with Project Mandate and PID
Plan
Delegate
Monitor
Pg 5
242
243
Control and Reporting

MBWA* is a crucial part of project delivery

Two sorts of news
Good news, and the stuff you find out yourself
Three questions to ask (in this order)

How are you? If your not sincere then it is better to omit this question
What do you need me as the accountable party to do for you?
What is to still to go? with reference to the estimating pack and actuals (EV)
Formal (on some date, to some template) reporting should be a record of what is
already known
Either because it was as planned or it wasnt as planned
Never delay an issue for want of a proposed solution

Dont escalate a problem (unless you want comfort or the boss needs comfort)
Only ever escalate the same problem type once!
*Management by wandering about may be a virtual wander
243
244
Progress Report Principle

Items
Items for
for escalation
escalation and
and management
management
support
support
Items
Items not
not carried
carried out
out to
to plan
plan
Current
Current status
status and
and progress
progress achieved
achieved
Activity
Activity planned
planned for
for next
next period
period
Items
for
Items for escalation
escalation and
and management
management
support
support
Items
Items not
not carried
carried out
out (within
(within float/
float/ tolerance)
tolerance)
Current
Current status
status and
and progress
progress achieved
achieved
Activity
Activity planned
planned for
for next
next period
period
244
245
A3-Checkpoint Report Product Description

A.26.2 A.14.2 A.3.2 A.11.2 A.9.2 A.10.2 A.8.2 A.15.2 15.4.1-2, 16.4.1-2, 12.4.2, 15.4.5 13.4.3-5, 17.4.4 15.4.7, 18.4.4, C/Table 10.2
A3-Checkpoint Reports are raised for each active A26-Work Package

For progress (rather than financial) control the checkpoint report might contain {
Document admin such as production date and period covered
Follow-ups to previous action items, particularly where project manager assistance is needed
This period:
Products worked on/ Products completed/ Quality activity/ Lessons observed
For all products:

Estimates should be revisited
Quantities still required for materials and skills re-assessed for what is required from now
Earned value assessment and the audit trail to justify it

Stuff not done to plan (missing, wrong, extra) and how it was scheduled and funded!
For extras this may be early warning of coming issues
Material variances: Why & Return to Green Actions should be confirmation not notification!
Immaterial variances (EG within float): Why plus any remediation
Next period intentions

Remediation activity, Products to be worked on, Products to be completed, Quality activity planned
Work-package status summary. Including:

Tolerance situation
Issue and risk summary
Lessons observed to be shared }
When you return to work will you be able to train your technicians in what they need to know to fulfil their roles EG creating schedule,
estimating? P2 mentions these topics in chapter 7. Was the exam-cram thorough here? If you would like assistance please contact us
245
246
A11-Highlight Report Product Description

A.26.2 A.14.2 A.3.2 A.11.2 A.9.2 A.10.2 A.8.2 A.15.2 15.4.1-2, 16.4.1-2, 12.4.2, 15.4.5 13.4.3-5, 17.4.4 15.4.7, 18.4.4, C/Table 10.2
A11-Highlight Report are produced by the project manager at a frequency agreed during
stage planning
The A11-Highlight Report might contain {
Document admin such as producer, production date and period covered
Project status summary
Tolerance situation
Volume and value of changes: Request For Changes (RFCs) by status
(non-RFC) issue and risk summary
Lessons observed to be shared

Areas where project board assistance has been requested or is needed
IE current stage tolerance issues
This period
Products completed/ behind plan with corrective responses where appropriate
Next period
Products due and corrective actions
[ The 2009 the official manual suggests including work-packages*: pending, in progress,
completed this period, to be authorised, to be completed next period. For externally
conducted A26-Work Packages the 2009 official manual suggests including purchase
order (contract) and invoice information ]
*Pre-2009 guidance advised the Highlight Report should remain at result/ product level. IE at the level of the Project Plan. This
was (is) wiser advise than 2009. Dont drag the project board into the weeds of activities unless help/ diagnosis is required
246
247
A10-Exception Report Product Description

A.26.2 A.14.2 A.3.2 A.11.2 A.9.2 A.10.2 A.8.2 A.15.2 15.4.1-2, 16.4.1-2, 12.4.2, 15.4.5 13.4.3-5, 17.4.4 15.4.7, 18.4.4, C/Table 10.2
An A10-Exception Report advises the project board of a Tolerance Threat

When ever stage tolerances have been or might be breached the project manager
raises an exception to the project board
When ever a project tolerance threat emerges the executive raises an exception to
CoPM
The A10-Exception Report might contain {

Overview of the exception
Causes and consequences for the project and more widely for sponsor and portfolio
management board
Options available
Recommendation and reason
Lessons
Cross-Reference to the A14-Lesson Log* }
*The official 2009 manual appears to suggest the lesson is recorded in the A10-Exception Report but this would fragment
record keeping: put the lesson in the correct place (the A14-Lesson Log) and then cross-reference it
247
248
Revision Notes
Notes
248
249
Stage Plan{ Product Descriptions}

A20-PID {Pj Controls, A22-QMS, A6-CfgMS }
Team Plan
PG:P:2-9 A26-Work Package

Interface Between CS and MP. in Detail
PG:P:2-9 [ Apdx-A entries,] life-cycles and roles involved in: Work Package, Lessons Log, Checkpoint Report, Highlight Report, End Stage Report, Exception Report, End Project Report, Lessons Report
A.26.2 A.14.2 A.3.2 A.11.2 A.9.2 A.10.2 A.8.2 A.15.2 15.4.1-2, 16.4.1-2, 12.4.2, 15.4.5 13.4.3-5, 17.4.4 15.4.7, 18.4.4, C/Table 10.2
Licensed for individual use without fee. A commercial licence (License@logicalmodel.net)

removes
note: Please report unlicensed commercial use & share in fees levied
A16-Stage Plan
P-PM,this
R-PA
13.4.313.4.Authorize a Stage
12.4.
A25-Risk Register

1. PM & TM agree new/ amended A26: CIs created &
A17-PDs, Development process & Quality Reviews
2. Agree Constraints & tolerances, Controls, Reporting,
Comms interfaces, Escalations & Handover
3. Set CIRs to WIP
Team Plan
1st Delivery Stage
A12-Issue Register
A16 Stage Plan
Corrective Action
New Work-Package
Authorize a Stage
or Exception Plan
17.4CS 18.4.
SB
15.4.2 Review Work Package Status

1. Update the Stage Plan from all A3-ChkPts and
Team Plans for all current A26-WkPkgs at
agreed frequency and formality
2. Check A23-QR & A5-CIR
3. Assess ETCs (apply EVA)
Last Delivery Stage
Initiation Stage
Stage Authorisation
or
14.4.
CS
Exception Plan Approved
13.4.3

P-PS, A-PM, (R)-TM, R-PA
or Exception Plan

1. Check vs A17-PD & A23-QR that all
Quality Reviews are passed
2. Update Stage Plan & A5-CIR status to
Releasable
A5-Configuration
A23-Quality
Update A23-Quality Register
Item Record
Register
Update/Raise New Risks & Issues
Authority to deliver a
A16-Team Plan
Approve A26-Work Package
A26-Wk-Pkg
A26-Work Package
A16-Team Plan
A26-Wk-Pkg
Note of Completed
A20-PID
Work-Package
1. Do the Real Work! follow A26-WkPkg process & A17-PD quality 16.4.3 Deliver a Work Package
criteria
1. Check all quality activity noted as
1. PM & TM agree what can reasonably be delivered in 2. Obtain product approvals, handover products
complete in A23-Quality Register,
16.4.
3. Maintain comms reqd by A26-WkPkg
constraints (if16.4.
required, by creating a Team plan)
All approvals obtained
4. Update A23-QReg & A5-CIR as specified in A26-WkPkg
2. Agree: reporting of WIP & completion,
2. Update A16-Team Plan
5. Raise issue vs. A26-WkPkg tolerance
Agree: Quality Reviews required,
3. Deliver products as per A26-WkPkg
Logical Model
0845 2 57 57
07
6. Raise risks or lessons observed
Agree:LtdCIhandover/
approval,
4. Notify PM A26-WkPkg completed
7. Assess status vs Team Plan Hold Checkpoints, raise A3Agree: Tolerances & escalation
Created Specialist Products
Checkpoint Report to PM
3. Add any risks
Obtain Approval Records
17.4.
update
DoubleHeaded
Create
A26-Wk-Pkg
249
250
PG:P:2-9 A11-Highlight Report
PG:P:2-9 [ Apdx-A] entries, life-cycles and roles involved in: Work Package, Lessons Log,
Checkpoint Report, Highlight Report, End Stage Report, Exception Report, End Project Report,
Lessons Report
A.26.2 A.14.2 A.3.2 A.11.2 A.9.2 A.10.2 A.8.2 A.15.2 15.4.1-2, 16.4.1-2, 12.4.2, 15.4.5 13.4.35, 17.4.4 15.4.7, 18.4.4, C/Table 10.2
Project managers Day Job & Board interface in Detail
Initiation Stage
14.4.
CS
A7
Stage Plan

1. Assess board guidance or Issue
2. Identify possible responses
A23
A18
A3
A5
A16-Stage Plan{
A17-Product
Descriptions}
A20-PID {Pj Controls,
A22-QMS, A6CfgMS }
Stage Authorisation or
Quality Register
Checkpoint Report
A12-IR+A25-RR
A20-PID { A2-BC, A16-PjP, A1-BnftsRvwPln }
Corrective Actions
A13
A11
Highlight
Reports
13.4.4 Give ad hoc direction 13.4.3 Authorize a Stage

or Exception Plan

1st Specialist Stage
1. Consolidate all info from [15.4.4 Review the stage status]
and [15.5..8 Take Corrective action] into a Highlight Report
2. Check outstanding items from previous report
3. Distribute to list in, & at frequency in A4-CmMS
Daily Log
A16
removes this note: Please report unlicensed commercial use & share in fees levied
Issue Report
Corrective action
17.4.CS 18.4.
Project Bd Advise
Tolerance Threat
Last Delivery Stage
A12-IR+A25-RR
Log
Licensed for individual use without A14-Lesson
fee. A commercial
licence (License@logicalmodel.net)
Previous A11-Highlight Reports

13.4.3
Authorize
a
Stage
A20
PID {A4-CmMs}
12.4. 13.4.
or Exception Plan
Request for Advice
15.4.4 Review stage status (At frequency defined in stage plan)

1. Check progress from A5-CIRs & A23-QR, Check resource
status, Assess forecasts vs baseline & update plans as reqd,
2. Authorise new or amended A26-WkPkg
3. Ensure handover of any Release of CIs fully actioned
4. As triggered: Respond to the project board/ Log & Analyse
Issues or Risks, Escalate Issue, Log lessons
5. Trigger Comms as per A4-CmMS
6. Trigger Managing Stage Boundaries/ Closing a Project
Stage Boundary
Approaching
17.4.1-4
(17.4.)
Project End
Approaching
New Work-Package
A5

A14-Lesson Log
18.4.1-4
(18.4.)
A16 Stage Plan
P
CCSS--MMPed
i
pliffied16.4. A26-Wk-Pkg
SSim
impli
update
DoubleHeaded
Create
17.4.
A16-Stage Plan
A16-Team Plan
A16-Team Plan
A23-Quality
Register 16.4.
250
Create Specialist Products A26-Work Package

Obtain Approval Records Notice of Completed Work-Package
251
13.4.4 Give ad hoc direction DP4
PG:P:2- Apdx-A entries, life-cycles and roles involved in: Work Package, Lessons Log, Checkpoint Report, Highlight
Report, End Stage Report, Exception Report, End Project Report, Lessons Report
A.26.2 A.14.2 A.3.2 A.11.2 A.9.2 A.10.2 A.8.2 A.15.2 15.4.1-2, 16.4.1-2, 12.4.2, 15.4.5 13.4.3-5, 17.4.4 15.4.7,
18.4.4, C/Table 10.2
Interested Parties
12.4.
13.4.
Project board request for advice
Change of context

1. Respond to Request for advice/ Highlight Report, Issue Report/ Exception
Report/ External trigger (eg CoPM change project mandate!)/ Board role
change/ Or on a Whim
2. Review trigger, Seek input from or inform relevant groups (eg CoPM) to ensure
continuing validity of business case, progress to plans
3. Decide within project tolerances: request an Exception Plan/ Change stage
tolerance/ Grant concession/ Address problem personally/
For RFCs: Accept (agree to resource & funds), Reject (stick with current plan,
scope & benefits), Defer, Reject, Ask for clarification
4. Advise (interfere with) project manager, Eg in response to request for
assistance in a Highlight Report or advise of CoPM actions
Project manager request for advice
Exception Raised
Corporate advice & decisions

A13-Issue Report
Initiation Stage
14.4. CS
1st
Specialist Stage
17.4.CS
Delivery Stage
17.4. CS
Premature closure
Last Specialist Stage
(raise) New Issue R-Copm,

ESUSS, (P)-PM, R-PA
Exception Plan Request
Project Board advise
18.4.
17.4. 16.4.
update
DoubleHeaded
PG:P:2- Apdx-A entries, life-cycles and roles involved in: Work Package, Lessons
Log, Checkpoint Report, Highlight Report, End Stage Report, Exception Report, End
Project Report, Lessons Report
A.26.2 A.14.2 A.3.2 A.11.2 A.9.2 A.10.2 A.8.2 A.15.2 15.4.1-2, 16.4.1-2, 12.4.2, 15.4.5
13.4.3-5, 17.4.4 15.4.7, 18.4.4, C/Table 10.2
Capture
Examine
Propose
251
Create
Decide
252
CoPM
PG:P:2-9 A10-Exception
Report
Project Board and

Project
Level
Risk, Issue, Tolerance Threat
Board
Interface
request for advice
Tolerance Threat
Implement
Raise New Issue
Premature close
Authorise a Stage or
12.4. 13.4.3
13.4.Exception
Plan
A12
Stage
Plan
PID {A4-CmMS,
A6-CfMS,
A2-Business Case,
A16-Pj Plan }
A5-CIR
A7
A13
A12
A16-Stage Plan{
A17-Product
Descriptions}
update
16.4.
A26-Wk-Pkg

- MP P
CSS
d
C pli-M
fieie
lif d
Simim
S p
17.4.
A16
Corrective Action
A5
New A26-Work-Package
Stage Plan
Tolerance Threat
Issue Report A20-PID { A1-BnftsRvwPln }

Issue Register
Corrective Action
A20-PID {Pj Controls, A22QMS, A6-CfgMS }
DoubleHeaded
A16
Exception Plan request

Highlight Reports
17.4.CS 18.4.

A7
A11
A20
PID {
A2-Business Case,
a16-Project Plan }
A20
A16
A12
A15
A14-Lesson Log
A3
A23
A18

1.
As triggered: Respond to the project
board/ Log & Analyse Issues or
Risks, Escalate Issue, Log lessons
Daily Log
old Highlight
Reports
PID {A4-CmMs}
Stage Plan
Issue Register
Lesson Report
Checkpoint Report
Quality Register
New Issue or
Risk
Stage Boundary
Approaching
Project End
Approaching
A16-Stage Plan
Raise New Issue

Create Specialist Products
17.4.5,2-4
(SB)
17.4.1-4 (SB)
18.4.2-5 (CP)
18.4.1,3-5
(CP)
16.4.
A23-Quality
Register
A16-Team Plan
P2 ExamCram
Assessed
by GRM 07032011 P2-5th Ed 2011 Logical Model Ltd p2@logicalmodel.net
A23-Quality
Register
A16-Team Plan
13.4.3 Authorise a Stage or

Exception Plan
Project Bd Advise

Stage Plan
A11
Request for Advice
15.4.7 Escalate issues and risks

1. Alert the project board ASAP
2. Assess deviations outlook, possible
responses and impacts vs Plans and A2Business Case
3. Raise an A10-Exception Report to board
A25-Risk Register
1st Delivery Stage

Exception Raised
Issue Register
Daily Log
Issue Report
A10 Exception Report
15.4.6
14.4.Capture
CSand examine issues and risks
1. Log I or R to Register or A7-Daily Log
2. Assess the I or R vs Plans & A2-Business
Case
4. Schedule corrective actions or escalate
where outside PM tolerance
A16
A20
A13
Initiation Stage
New
Issue
or
Risk
Request for Advice
Last Delivery Stage
252
A26-Work Package
Notice of Completed Work-Package
253
PG - Progress (PG) Practitioner

PG:- Able to use/ tailor the theme to an exam scenario to maintain products and
PG:P:3-1 Identify appropriate information, (using Apdx-A), for inclusion in the products
listed in PG:P:2-9
PG:P:3-2 Identify the appropriate actions and responsibilities when applying the
concept of management by exception 2.5, 10.2.3, 10.3.1, 10.3.1.1, 10.3.4, Tab 10.1
PG:- Critique theme's application to an exam scenario

PG:P:4-1 Critique products in PG:P:2-9 and roles involved through-out their life-cycle
PG:P:4-2 Critique activities and roles involved to manage by exception 2.5, 10.2.3,
10.3.1, 10.3.1.1, 10.3.4, C/Table 10.1 & 10.2
Relevant questions are:

EX02 Qn 7
EX03 Qn 8
253
254
Revision Notes
Notes
254
255
Revision Notes
Notes
255
256
Revision Notes
Notes
256
OV
BC
OR
QU
PL
RK
CH
PG
SU
DP
IP
SB
CS
MP
CP

Tailoring
Business Case
Organization
Quality
Plans
Risk
Change
Progress
Directing a Project
Managing a Stage
Boundary
Controlling a Stage
Closing a Project
Syllabus
The 7 Processes
257
OV
BC
OR
QU
PL
RK
CH
PG
SU
DP
IP
SB
CS
MP
CP

Tailoring
Business Case
Organization
Quality
Plans
Risk
Change
Progress
Directing a Project
Managing a Stage
Boundary
Controlling a Stage
Closing a Project
Syllabus Processes:
SU Starting up a Project
258
259
SU - Starting up a Project Foundation

SU:- Understand the SU process and how it can be applied and tailored on a
project
SU:F:2-1,2,3The purpose, objectives & context of the SU process 12.1,2,3
Provides the minimum pre-requisites of the initiation stage, answers do we have a viable,
worthwhile [ justified] project, Assigns people to key roles and secures authorities, gathers
information that defines project scope, suggests how to deliver the scope, plans initiation
Stops poorly conceived projects from gaining momentum and wasting resources
Triggered by a project mandate (any impetus to consider a project such as a feasibility study
or programme need), SUs size and rigor dependant on needs: it may merge with initiation or
a full feasibility study
The project manager should always and at the least validate the commission received
SU:F:2-4
The purpose of a Project Brief
A.19.1
Created in SU to provide full and firm foundation for the initiation [ stage ]
Evolved from the mandate and evolves into the A20-Project Initiation Document
259
260
A19-Project Brief Product Description

SU:P:2-7
Apdx-A for a Project Brief, the processes and roles in its life-cycle
A.19.2, 12.4.5,-6, 13.4.1, 14.4.1-8
The Project Brief (or the evolving PID) describes, as succinctly as possible {
Project background: context, trigger and consequences of the Do Nothing option
Outcome sought in goal statement and acceptance criteria terms*
Scope and exclusions
The project's A21-Project Product Description

All agreed acceptance criteria from all significant stakeholders (users, operations and maintenance)
Customer quality expectations: Note we must move beyond CQE to AC as soon as possible
Project objectives expressed in terms of success criteria

IE schedule, budget, scope, quality, risk and benefit performance goals (sic)
Constraints and tolerance limits
Assumptions and Risk (IE threats and opportunities)

All people allocated roles, their responsibilities, authorities and reporting obligations
All 'interfaces
IE dependencies on or from the project
A2-Business Case: initially an outline, refined and maintained throughout the project
Project's approach to creating the outcome sought
All other useful information capable of inclusion or a relevant cross reference }
[pg 158 but note Apdx A also says CoPM strategies, standards, practices and controls ]
Skip the A19-Project Brief (19.5.1.2) [just use and evolve the A20-Project Initiation Documentation template from investment definition
through benefits realisation and migration of future-state-business-as-usual to just bau]
260
261
Project Mandate,A19-Project Brief,
A20-Project Initiation Documentation (PID)

1.
COPM provides mandate in any form as long as it allows identification of
the Exec. It is the project trigger, the Instruction
Syl to,
P:2or remit or Terms of
Reference for the Pj Board. Includes Pj Reason, Pj tolerance, Risks, All
standards to be followed
SU:P:2-7
A.19.2, 12.4.5,-6, 13.4.1, 14.4.1-8
1.
Board approve the A19Project Brief and trigger
the Initiation Stage. The
mandate is archive (if it
exists)

1.
CoPM review & Board approve (baseline) A20-PID (and its component products) 1.
Board consider whether to re-start a project 1.
Board compare original
& thus make a contract that marks their commitment and authorises the project
where CoPM revise the mandate or treat as
A20-PID to final A20-PID
2.
PM/PS archives A19-Project Brief (replaced by A20-PID)
an RFC
[no guidance as to why and
3.
PM/ PS baseline A20-PID in Config. Mgmt System (CfMS) for later review vs.
2.
CoPM review & Board re-approve (baseline)
seemingly uncoordinated
state including approved changes
revised parts of A20-PID & PS store in CfMS
with 18.4.4!]

1.
Exec & PM review & understand mandate
2.
PM log mandates risks to A7-Daily Log
1.
PM Captures lessons relevant to the mandate into
A14-Lesson Log
12.4.4 Prepare the outline Business Case A2-oBC)
1.
Exec/ PM understand Pj reason in mandate
2.
PM creates (exec oversees corporate alignment)
pre-project outline A2-Business Case from
mandates contents
3.
Exec presents A2-oBC to CoPM
4.
PM checks feasibility of milestones, assumptions and
constraints from mandate
5.
PM/ SU/ Exec create the A21-Project Product
Description based on the mandate

17.4.1 Plan the next stage 18.4.1 Prepare planned
1.
PM uses CoPM guidance on CoP strategies in the mandate/ A19-PjBf
risks
1.
PM reviews/
closure
1.
PM actions informed
updates any aspect 1.
PM actions
14.4.2 Prepare the Configuration Management Strategy(A6-CfMS)
by the A20-PID,
of the A20-PID in
informed by A201.
specially the A16-Pj
consultation with
PID (especially
Plan
board
A16-Pj Plan)
1.

14.4.4 Prepare the Communication Management Strategy(A4-CmMS)
issues and risks
1.
PM uses CoPM guidance on CoP strategies in the mandate/ A19-PjBf 1.
PM actions informed
by the A20-PID
1.
PM uses guidance in the A19-PjBf
[manual says summarise reality says detail]
1.
PM reports in A11Highlight Report
against A20-PID
1.
PM derives from guidance in the A19-PjBf on milestones, standards,
external dependencies, approach & assumptions
1.
PM actions informed
1.
PM extends (exec oversee) outline A2-BC to full A2-BC
by the A20-PID

Project Brief (A19-PjBf)
1.
PM refines & extends mandate to create a well
defined start-point: the A19-Project Brief to known
quality criteria by filling the gaps and applying A4-LL 1.
15.4.1
PM extracts Pj definition (mandates context info) and Pj Approach
lessons. (An a programme context the A19-PjB has
from A19-PjBf and combines with initiation products to create A20probably been created done by the programme)
1.
Project Initiation Documentation to serve as basis for commitment,
2.
PM/ SS (if in post) define project approach, Supplier
baseline for change assessment and induction pack for new project
standards, guidelines, procedures and development
staff
life-cycles
2.
PM suggests P2 tailoring for this project (based on A14-LL)
3.
PM add mandates context info, project approach,
A21-PjPdD
&
A2-oBC
into
A19-PjBf
Plan
Delivery
Stage07032011 P2-5th Ed 2011 Logical Model Ltd p2@logicalmodel.net
17.4.2 Update the Project 18.4.2 Prepare

premature
Plan
closure
1.
PM reviews/
1.
PM actions
updates any aspect
informed by A20of the A20-PID (sic)
PID (especially
A16-Pj Plan)
17.4.3 Update the
Business Case
18.4.4 Evaluate the
1.
PM updates A2-BC
Project
(part of A20-PID)
1.
PM prepares A8-
Authorize a Work
Package
17.4.5 Produce an
PM extracts or crossException Plan
references A20-PID 1.
PM reviews/
Strategies/ Controls/
updates any aspect
Quality/ Milestones/
of the A20-PID in
CfM & handover
consultation with
requirements
board (sic)
261

1.
TM actions informed by (relevant extracts of)
the A20-PID
End Project
Report of how
Pj performed vs
original A20-PIDa8 [and
separately?]
compares the
version of the
A20-PID
baselined at
13.4.2 and
current at 13.4.518.4.4

1.
PM actions
informed by A20PID (especially A2BC & A4-CmMS)
262
SU:P:2-5,6 12.4 Starting up a Project (SU)

SU:P:2-5 The activities and responsibilities within SU 12.4.1 12.4.2 12.4.3 12.4.4 12.4.5 12.4.6
SU:P:2-6 How the seven themes applied in SU
12
Licensed
for individual
use without &
12.4.1
Appoint Executive
A7
Daily Log P:PM
12.4.4 Prepare outline Business

Case
1. Exec drafts BC as fully as
currently known 0-100%
2. PM (+SU/E) drafts PjPdtD
Define What is required
A14 Lessons Log

description P:CoPM,
PM role description
P:E, A:CoPM }
Appointed Exec
P:CoPM
Appointed PM
P:E A:CoPM

3. Arrange training
Appointed PMT
P:E A:CoPM
13.4.113.4Authorize
DP
initiation
14.4
15.
IP
CS
A16 (init) Stage Plan
P:PM, R:PA (A)ESUSS
A7 Daily Log P:PM
Request to initiate a
project
`
Initiation Stage
Project Manager
12.4
1.
Based on Pj-Md8, skills
SU
& availability
A14 Lessons Log P:PM R:E

(All Subsequent activities are
expected to review this log)

1. Record every relevant
lesson from any source

A19 Project Brief {
A2 Outline Business Case P:E,
R:SU/SS/PM/PA, A:CoPM
A21 Project Product Description
P:PM, R:PA, (A):E/SU/SS }
A7 Daily Log P:PM

A19 Project Brief {
12.4.5 Select project approach & assemble

Project Brief
1. Define How to deliver PjPdtD in Pj
context CoPM strategy & Ops needs
2. Create project definition: Assembled Pj
Brief
3. Risk+Issues in Daily Log
A7
Daily Log P:PM
A19 Project Brief {

Project approach +
Addtl role desc}
P:PM R:PA
(R):SUSS (A):E

stage
1. Plan Initiation Stage and
define controls to
conform to CoPM
constraints
2. Incorporate Lessons and
Risks
3. Note/ Update Risks in A7
romm
oorrbbffrno17.4
s
b
ccee
a
s
rrttoo abe seeqquueenSB
e
i
s
e
a
s
i
h
Previous lessons reports P2 ExamCram Assessed by GRM 07032011 P2-5th Ed 2011 Logical Model Ltd p2@logicalmodel.net
re eeas ldsstthe
eelslsaare; ittbbuuilid
d
o
Audits/Staff/ In- or External
d
m
e o ed ffiliele; i
262
TThheesse im
aatted
update
DoubleHeaded
Create
m
n
m
a
i
n
e
a
PMT = Project Management Team, PMTs = PMT structure, P: = Produces, R: = Reviews, A: t=thApproves
( ) = in another process { } = containing
he
263
Project Approach Product Description

The official manual no longer separately suggests the contents of the approach
but based on 2005's guidance it might contain {
Solution types considered
Normally includes: made-to-order, modification of existing product, design-from-scratch,
ready-made/ off-the-shelf solution
Delivery methods considered

Normally includes: sub-contracted, in-house staff, contracted resources
Description of Target Operational Environment

Products operational context through-life
Informs trade-off decisions between acquisition and ownership costs
Options chosen with selection and rejection reasons for conclusions }
263
264
Outputs of SU (12.4) DP1 (13.4.1)
Initiation Notification
12.4.
13.4.
Request to initiate a project

A19 Project Brief
P:PM, R:PA (A)ESUSS
13.4.1 Authorize initiation (DP1)

1. Board decide to proceed or cancel, Decision can be informal, Pm given
auditable instruction from Exec (Senior Supplier may not be in post)
2. Ratify {Project definition/ constraint/ Project approach/ Role holders/ Job
descriptions/ A21-Project Product Description/ Customer quality
expectations & Acceptance criteria/ outline A2-Business Case/ Initiation
Stage Plan/ Risks to initiation
3. For initiation: Set tolerances, Ratify reporting and control, Commit
resources
4. Broadcast that a project is being initiated and request logistical Support
5. Authorize the Project Manager to proceed with the initiation stage.
14.4. CS 1st Delivery Stage

17.4.CS Delivery Stage
17.4. CS Last Delivery Stage
Initiation Stage
Authority to
initiate a project
17.4. 16.4.
Project
Now
Starts!
A19 Project Brief (Approved)
P: = Produced By, R: = Reviewed By, (A) = Approved in another process by,
A16 Approved initiation
PA=Project assurance, E=Exec, SU=Senior User(s) SS=Senior Supplier(s)
Stage Plan
264
18.4.
265
DP1 Is A Phase Review

Customer and supplier both have questions to ask and answer are
Seperately and together do we have the will and the skill?
Is the project (or parts of) runner, repeater, stranger or alien
Is the customer/ supplier mature enough to be good business?
Do we (company) have the band-width?

Will we cancel something with lower IRR* or strategic importance?
Did SLT & project team from both sides participate at an appropriate level in social
planning to communicate what and how good
Are goal and constraints known and accepted by all (significant?) stakeholders
Have both sides expressed appitite for risk
Can we see them reflected in plans (contract) at a level that gives comfort?
If no to the above points is adequate provision made for consequences?
Are the escalation routes to and from SLT (in both customer and supplier) known
Do WE (the SLT and our bosses) have the bandwidth!?
* Internal Rate of Return
265
266
SU - Starting up a Project Practitioner

SU:- Tailor SU to a scenario

SU:P:3-1
Brief
SU:P:3-2
Identify appropriate information, (using Apdx-A), for inclusion in the Project

A.19.2
Identify scenario actions appropriate to carrying out SU
12.4
SU:- Assess if SU applied correctly to an exam scenario

SU:P:4-1
Critique the Project Briefs match to the scenario, Apdx-A and roles
involved during SU A.19.2, 12.4
SU:P:4-2 Has SU been well applied by the right roles? 12.4
Representative exam questions are

EX02 Qn 4
EX03 Qn 1
266
267
The only reason for a project (& training course) is to change
business-as-usual for your organisation or your customers

governance
+44 (0) 84 52 57 57 07
Continued
CobiT Framework
267
268
Revision Notes
Notes
268
OV
BC
OR
QU
PL
RK
CH
PG
SU
DP
IP
SB
CS
MP
CP

Tailoring
Business Case
Organization
Quality
Plans
Risk
Change
Progress
Directing a Project
Managing a Stage
Boundary
Controlling a Stage
Closing a Project
Syllabus Processes:
DP Directing a Project
269
270
DP - Directing a Project (DP) Process

Foundation & Practitioner
DP:F:2-1,2,3
The purpose, objectives & context of the DP process
13.1,2,3
enable the project board to be accountable for projects success by making key
decisionswhile delegating day-to-day management to the project manager without
being overburdened by project activity
Ensure authority to initiate and close the project and to deliver products, provide
direction, ensure continuation is only while viability remains, be CoPMs interface
Post-project benefits realisation plans are managed and reviewed, [ followed and
tuned as needed ]
Starts on completion of Starting up a Project (SU), triggered by a request to Initiate
the project, Covers project boards actions to monitor via reports, control via a small
number of decision points (stage boundaries) and manage by exception (MbE)
Establishes levels of authority and decision making
Removes routine meetings
(Crucially) Provides the two-way communications channel to/ from CoPM,
(who/ how/ when etc recorded in the A4-Communications Management Strategy)
Provides formal direction (execs opinion only) and informal advise to the Project manager
270
Reality didnt change by the publication of a new (2009) book but P2 guidance did; prior guidance recognised that
project board involvement starts during Starting up a Project (SU).
DP:P:2-4 The activities within DP and the responsibilities within them

13..4.1 13.4.2 13.4.3 13.4.4 13.4.5
DP:P:2-5 How the seven themes may be applied within the DP process
13
271
DP:P:2-4,5 Project Board To PM

Interested Parties
SU
12.4
DP
13.4
13.4.1 Authorize
initiation (DP1)
Project authorisation notification
13.4.2 Authorize
the project (DP2)
Project Status Report
13.4.3 Authorize a Stage

(or Exception) Plan (DP3)
Premature
closure
A19
A16
Request to
initiate a
project
Project
Brief
(init)
Stage
Plan
P:PM,
R:PA
(A)ESUSS
A14
A20
A1
CS
1st Delivery Stage
A20
Request to
deliver a project
Lessons Log
Project Initiation
Documentation
Benefits Review
Plan
Authority to initiate a project
Project Now Starts!

A16 Approved initiation Stage Plan
DoubleHeaded
A9
A16
IP
Initiation Stage
update
A1
Request to approve next

Stage Plan
Request to approve
Exception Plan
Project Initiation
Documentation
End Stage Report {
optnl. A15 Lessons
Report
optnl Follow On Action
Recommendation }
(next) Stage Plan or
Exception Plan
Specialist product confirm approval
13.4.4 Give ad hoc

direction (DP4)
13.4.5 Authorize
project closure (DP5))
Premature
closure
Premature
closure
Project manager
request for
advice
Exception
Raised
Corporate advice
& decisions
A11-Highlight
Reports
A10-Exception
Report
A13-Issue Report
Closure Notification
approved End
Project Report {
Lesson Report,
FOAR }
Approve updated A2Business Case
Approve if updated
A1-Benefits
Review Plan
Closure recommendation
Draft Closure Notification
(p211)
A20-PID { Updated A2-Business Case}
A8-End Project Report { Lessons
report, FOAR }
Exception Plan
Request
SB CS
g
iarials - E / projeject
r
te
a
oss / pro
se m ate
of theese m your rbbososut ppriorior r
ESUSS, (P)-PM, R-PA
l ul usese of nthtatioonntoto yo.uW
ithithout 1,0000
ia
c
r
e
e
ti
e
ia
Project board Advise
CCoommmmegrivce aappreresseenstaa licliecenncce.ceWnseeaat t1,00
e
uir a
to
a li ns
ththeemm to /gteivammrereqquIiroeffser ryoyouu a lieceemeennt t
a ment t I offe ls agr reem
bbooaardrd / te
a
n
d
ag
e
n
qu
d ameendm Use eequals
aaggrereeed apmer ruusese. . Use
pe
Delivery Stage
A21
Approved Project
Product Description Exception Plan Authorisation

A1
A20 Approved if updated PID
Review Plan
A9
Approved (current) End Stage Report {
Distribute A15 Lessons Report,
Distribute Follow On Actions Rcmdtn }
A16 Approved Stage Plan
Create
A1
Approved if updated Benefits Review Plan
SB
MPBenefits
Approved
SB CS
g
UsininCP
Last Delivery Stage
ls - EGG Us ct
271
272
DP - Directing a Project (DP) Process

DP:- Assess if DP applied correctly to an exam scenario

DP:P:4-1 Whether the recommended DP process actions have been undertaken
appropriately, with reasons, and whether the appropriate roles have been involved
when carrying out the activities [ of DP ]
13.4
Representative exam questions are

EX02 Qn 9
EX03 Qn No suitable question
272
OV
BC
OR
QU
PL
RK
CH
PG
SU
DP
IP
SB
CS
MP
CP

Tailoring
Business Case
Organization
Quality
Plans
Risk
Change
Progress
Directing a Project
Managing a Stage
Boundary
Controlling a Stage
Closing a Project
Syllabus Processes:
IP Initiating a Project
273
274
IP - Initiating a Project Foundation

IP:F:2-1,2,3
The purpose, objectives & context of the IP process
14.1,2,3
Establish the work required to create the outcome (output the products) before
committing [ resources ] spend, Ensure commitment is not a leap of faith
PM creates the projects controls (who decides what, from what trigger, on what information),
Tuned to the project boards risk appetite and management attitude
Project board advises how controls (management products) will be reviewed and approved
Create commonly understood baseline of reasons, benefits, risks, products, their

quality and the scope of work to create/ verify them
Who has what role in, how and when products are created, verified and delivered,
How progress is monitored and controlled, How risks, issues and changes are identified,
assessed and controlled
Who makes decisions based on what information, in what format at what times
Project board assess if and guide how the project is the best strategic fit
Appropriate considerations are needed where customer and supplier are legally
separate entities with their own A2-Business Cases joined under a contract [ a court
would recognise ]
274
275
IP - Initiating a Project Foundation

IP:F:2-4
The purpose of a Project Initiation Documentation (PID) A.20.1
[Living = updated as relevant] Contract between project board and project manager
that defines the project, basis for management and assessment ofsuccess
Provides sound base for project board commitment, for ongoing viability, progress and
issue assessment, Source of induction details for new project joiners
Sets out project controls, strategies and plans matched to objectives, politics and
technical complexity as re-baselined each at each stages authorisation
Initial version (why initial?) used for assessment at Closing a Project (CP)
275
276
IP - Initiating a Project
Practitioner
IP:- Tailor IP
IP:P:3-1
Identify scenario actions appropriate to carrying out IP
14.4
IP:- Assess if IP applied correctly to an exam scenario

IP:P:4-1 Critique the Project Initiation Documentations match to the scenario, ApdxA and roles involved during IP
A.20.2, 14.4
IP:P:4-2 Has IP been well applied by the right roles? 14.4
Practice exam questions

EX02 Qn 4
EX03 Qn 1
276
277
A20-Project Initiation Documentation PIDs Product

Description
IP:P:2-7 Apdx-A for a Project Initiation Documentation, the process(es) and roles in its life-cycle A.20.2
The PID evolves from Project Mandate (Pre-project), through A19-Project Brief (SU)
It might contain {
Project definition { Copied from the project mandate and A19-Project Brief
Context and cause (Why are we exploring changing the world in some way)
Goal: The business objectives and exclusions from objectives
Assumptions, Constraints and dependencies
The stakeholders and their stakes
Interfaces between stakeholders, activities and products }
Project Approach: the strategy to create or acquire the required results

A2-Business Case
Project management team roles, reporting lines, duties and authorities
Benefits Management Regime
A16-Project Plan
Project controls
Adaptation, extensions and exclusions applied in this project to the standard PRINCE2
implementation with reasons }
277
Should be 80% off-the-shelf 20% tailored for all but the first project run under a structured control framework
278
Project Mandate,A19-Project Brief,

1.
Syl to,
IP:P:2-7
Apdx-A for a Project Initiation Documentation, the process(es) and roles in its life-cycle
A.20.2
1.
exists)

1.
2.
an RFC
3.
2.
with 18.4.4!]

1.
2.
1.
A14-Lesson Log
1.
2.
mandates contents
3.
4.
5.

1.
risks
1.
PM reviews/
closure
1.
PM actions informed
PM actions
by the A20-PID,
of the A20-PID in
informed by A201.
consultation with
PID (especially
Plan
board
A16-Pj Plan)
1.

14.4.4 Prepare the Communication Management Strategy(A4-CmMS)
issues and risks
1.
PM actions informed
by the A20-PID
1.
1.
against A20-PID
1.
1.
PM actions informed
1.
by the A20-PID

1.
15.4.1
1.
2.
staff
life-cycles
2.
3.
A21-PjPdD
&
A2-oBC
into
A19-PjBf
Plan
Delivery
17.4.2 Update the Project 18.4.2 Prepare

premature
Plan
closure
1.
PM reviews/
PM actions
PID (especially
A16-Pj Plan)
17.4.3 Update the
Business Case
18.4.4 Evaluate the
1.
PM updates A2-BC
Project
(part of A20-PID)
1.
PM prepares A817.4.4 Report Stage End
1.
PM actions
Authorize a Work
Package
17.4.5 Produce an
PM reviews/
updates any aspect
of the A20-PID in
CfM & handover
consultation with
requirements
board (sic)

1.
the A20-PID
278
End Project
Report of how
Pj performed vs
separately?]
compares the
version of the
A20-PID
baselined at
13.4.2 and
current at 13.4.518.4.4
279
IP:P:2-5 The activities within the IP process and the responsibilities within them
14.4.1 14.4.2 14.4.3 14.4.4 14.4.5 14.4.6 14.4.7 14.4.8
IP:P:2-6 How the seven themes may be applied within the IP Process
14
IP:P:2-5,6 Activities Within

14.4 Initiating a Project (IP) Process
Authorize
A24-Risk Management Strategy (in A20-PID)

P-PM, (A)-ESUSS, R-PA
Authority to
initiate a project
A19
A14
A7

14.4.Initiation
1. Stage
Define Who/ How/ When of Risk Mgmt to
satisfaction of PB & PA
2.
Create A25-Risk Register
Project Brief
Lesson Log
Daily Log
A19-Pj Brief { A21Project

Product
Description }
A25-Risk Register
A12-Issue Register
13.4.2
PBS = Product Breakdown Structure, PFD = Product Flow Diagram. PD A17-Product Description, CIR = A5-Configuration Item Record
See XREF for details

Management Strategy
1.
Define Who/ How/ When of Config
Mgmt (Inc. Issue & Change to
2.
Define Priority & Severity scales
3.
Create & populate Issue Reg (from
Daily Log)
4.
Create initial set of CIRs
5.
Upd8 A12-IR+A25-RR+A7DL
Management Strategy
1.
Use CQE & AC to Define Who/
How/ When of Quality Mgmt to
2.
Create Quality Register
3.
A25-Risk Register
P-PS, A-PM, R-PA
A5
A19-Project Brief
A14-Lesson Log
PMT Structure& Role Descrtns

P-PS, A-PM, R-PA
A24-Config Management Strategy (in A20PID)P-PM, (A)-ESUSS, R-PA

A12-Issue Register P-PS, A-PM, R-PA
A20-PID {A22-Quality
Management
Strategy }
P-PM, (A)-ESUSS,
R-PA
P-PS, A-PM, R-PA
A4-Communications Management Strategy (in A20PID) P-PM, (A)-ESUSS, R-PA
A19-Project Brief { Pj Definition,

Pj Approach }
A24-RMS, A22-QMS, A6-CfMS,
A4-CmMS
Pj Controls
P2 Tailoring
Upd8 A12-IR+A25-RR
A7-Daily Log
A12-Issue Register
A20-PID {A4-CmMS,
Project Controls }
17.4.CS
A20-Project Initiation
Document

Initiation Document
1.
Create the PID CI from
component CIs

Management Strategy
A20-PID { A16-Project
1.
Perform stakeholder analysis
Plan,PMT Struct,
2.
Merge strategys comms needs
Role Desc}(P-PM, (A)3.
Define Who/ How/ When of Comms
E12.4.Ss, R-PA) }
Mgmt to satisfaction of PB & PA
4.
1.
Create PBS*/ PD/ PFD/ CIRs
(specialist and management products)
2.
ID the means to transfer specialist
products to BAU, Plan SLAs
3.
Confirm required resources
4.
17.4.CS
Request to
deliver a
project
Stage boundary
approaching
17.4.1-4
(17.4.)
A20-PID { Create A2Business Case

(Detailed) }
A19-Project Brief { A21-Project Product

Description, Pj Approach }
1.
Define stage boundaries
A14-Lesson Log
2.
Confirm strategies integrate as a set and
Plan }
(P-PS, A-PM, R-PS)
controls match project significance & difficulties A20-PID (A22-QMS, A6-CfgMS, A24-RMS }
A14-Lesson Log
3.
Allocate tolerances and decision making
A25-Risk Register
A20-PID (A22-QMS,
authorities
in ExamCram
role descr),Assessed
amend by GRM 07032011 P2-5th Ed 2011 Logical Model Ltd p2@logicalmodel.net
Logical
Model Ltd 0845 2 57
57 07 (& noteP2
A20-PID={Pj Controls, Role Desc &
A6-CfgMS,
1.
Do Investment analysis with Time & Costs from Project Plan
assignments as required for best use
PMT Structure} (P-PM
A24-RMS }
2.
Assess uncertainties, benefits & their tolerances
4.
A=ESUSS, R-PA)
3.
Determine who/ when/how/ and current baseline of each
update
DoubleHeaded Create
expected benefit capture in the A1-Benefits Review Plan
A19-Project Brief { Outline A2-Business Case }
A19-Project Brief
Authorize
the project
1st Delivery Stage
13.4.1
12.4. 13.4. initiation
16.4.
279
Create A1-Benefits
Review Plan
17.4.
280
Reminder of Obligations
These materials are provided for FREE if used for personal, individual
development!!
If you want to use this intellectual property as a commercial offering thats fine too
as long as you cut me in I dont want much !!
time-line for delivery and support
notice in a commercial context at 1,000 per day or per copy which ever is the greater (thats an offer and notice of
consideration, use will constitute acceptance and forms contract) as soon as I become aware of use I will start proceedings to
collect fees due
If in doubt Ask
280
281
13.4.2 Authorize the project (DP2)
12.4.
13.4.
A14
A20
A1
Request to deliver a project

Lessons Log
Initiation Stage
DP2 Authorize the project (13.4.2)

Performed in parallel with 13.4.3 Authorising a Stage (or exception) Plan
Decide if the whole proposition is attractive enough to invest in the project
1. Review/ Approve the A20-PID (Review may be delegated to Project Assurance)
Adequate & tailored Strategies, Controls, Budgets, Tolerances, Commitments in
place for Project Board to pursue the benefits, All roles/ rights/ duties/ limits agreed
2. A1-Benefits Review Plan acceptable to CoPM
3. Authorise the PM or close the project
4. Tell the wider stakeholder community
A21
Product
Description
st Specialist
14.4.Approved
CS 1Project
17.4.CS
Stage
A1 Approved Benefits Review Plan
Premature closure
Delivery Stage
17.4. CS
18.4.
17.4. 16.4.
update
DoubleHeaded
Create
281
282
DP2 Is A Phase Review

Ask the DP1 questions again!

Do we (separately and jointly) still have the will and the skill now we know more?
Are the parts of the project that are runner, repeater, stranger and alien matched to
suitable development lifecycles, estimating methods, contingencies and tolerances
Do still we the companies still have the band-width?

Has anyone's risk appetite changed?
Has the goal or any constraint changed?
Do we still see them reflected in plans/ contract T&Cs at a level that gives comfort?
Are the escalation routes to and from us changed/ working
* Internal Rate of Return
282
283
13.4.3 Authorize a Stage (or Exception) Plan (DP3)
Interested Parties
12.4
SU
13.4 DP
1. Decide whether to continue (commit resources, set tolerances on stage) or request
a re-plan or close the project, based on:
2. Review/ Approve End Stage Report (& Pass on FOAR), check any Lessons
Reports, Risk level
3. Verify any product handovers (into operations and maintenance via Config
management) are sustainable in use and approve
4. Approve Stage/ Exception Plan, All new product descriptions
5. Verify Project plan, Strategies, Controls and Role assignment viability, Business
Case, Benefits Review plan Update PID if Reqd
Request to approve next Stage Plan

Request to approve Exception Plan
End Stage Report {
optnl. A15 Lessons Report
Recommendation }
A16 (next) Stage Plan or
Exception Plan
A1 Benefits Review Plan
A20
A9
Initiation Stage
update
DoubleHeaded

A9 Approved (current) End Stage Report {
IP
CSif updated
SB CS
1st Specialist
A1 Approved
BenefitsStage
Review Plan
Delivery Stage
17.4 CS
SB
Specialist Product
Confirm Approval
Premature
closure
Last Specialist
Stage
17.4 16.4 MP
Exception Plan Authorisation

P2SB
Create
When you return to work after an exam-cram will you be able to guide your Project board
members to fulfil their roles adequately? If you would like help please contact us
18.4
CP
283
284
DP3 Is A Stage Review

Different focus
First time through also different from second time, DP2 may ask
Is the A16-Project Plan believable?, reflected in the A2-Business Case?
Is the A16-Stage Plan believable?

Plan was created socially (with fun and humour?)
Participants are a team (or the time for cooprative activity is x5)
Especially important for joiners (affect of leavers) as stages track different skill-sets across
technical phases
Estimates have audit trail

A17-Product Descriptions and estimates define how to track maturity of results
Do estimates reflect last stages CPI/ SPI (Velocity)
Did Initiation stages quality reviews find missing/ wrong/ extra?

What has been (planned to be) done about it?
Has initiation stages LfE been incorporated in the current A16-Stage Plan?
Velocity is Beck and Fowlers term for ratio of progress versus plan. Earned Value calls this a Performance Index and assesses Cost
and Schedule efficiency
A Course on using Earned Value and Microsoft Project together is available on our web-site for free
284
OV
BC
OR
QU
PL
RK
CH
PG
SU
DP
IP
SB
CS
MP
CP

Tailoring
Business Case
Organization
Quality
Plans
Risk
Change
Progress
Directing a Project
Managing a Stage
Boundary
Controlling a Stage
Closing a Project
Syllabus Processes:
SB Managing a Stage Boundary
285
286
SB:F:2-1,2,3 Managing a Stage Boundary

Foundation
SB:F:2-1,2,3
The purpose, objectives & context of the SB process
17.1,2,3
A process: executed close to the end of all stages followed by another stage
Also executed in response to the project board requesting an Exception Plan
An exception may occur due to changes external to the project
Establishes status of the stages products (IE completed & approved or not (via a A18Product Status Account), creates a A16-Stage Plan, may issue A15-Lesson Reports
Updates (if required) relevant elements of the A20-Project Initiation Document: A2-Business
Case, A16-Project Plan, project approach, 4 strategies, team structure and roles assigned
Provides the project board with data to review a closing stages performance, approve
(or not) preparations for the next stage
By reviewing the amended elements of the A20-Project Initiation Document, the next A16Stage Plan, aggregate risk exposure (noted in the A9-End Stage Report)
SBs outputs are reviewed by the project board at [13.4.3 Authorise a Stage or Exception
Plan] to confirm the projects continues to offer the best possible return on effort invested
otherwise the project is stopped or amended
A decision to stop is not a failure, an uniformed or mis-led project board IS
The last stage is summarised by Closing a Project (CP)

[ SB could be used for everything if a sensible view was taken of starting benefits realisation]
If triggered as Management By Exception the A16-Project Plan & A16-Stage Plan may both be Exception plans
286
SB:P:2-4 The activities within SB and the responsibilities within them

SB:P:2-5 How the seven themes may be applied within the SB process
287
17.4.1 17.4.2 17.4.3 17.4.4 17.4.5

17
SB:P:2-4,5 Activities Within

Managing Stage Boundaries (SB) Process
PG:P:2-, End Stage Report, Exception Report, Lessons Report

A.14.2 A.9.2 A.10.2 A.15.2, 13.4.3-5, 17.4.4, C/Table 10.2
1.
Update any changes to CQE/ AC/
Strategies/ Controls/ Roles
2.
Create A16-Stage Plan of task & resource
schedule to create products in stages scope
(from A16-Pj Plan)
3.
Create PBS/ A17-PD/ A5-CIR
4.
Add risks, issues and quality records
A5
PID
(current) A16-Stage
Plan
Configuration Item
Records

1.
Note exception processing vs. issue records
2.
Update PID as useful vs. {CQE/ AC, Approach,
Strategies, Controls, Role holders }
3.
Consider A10-Exception Report and Create the
exception plan to cover products in scope of
exception stage & create A5-CIR/ A17-PD/ A23QR as required perhaps update PBS/ PFD too!
4.
Update A12-IR+A25-RR as required
Quality Register

1.
Apply progress from last stage,
refinements from new stage-plan,
changes to end-point, impacts of
Risk, Issue & Changes, P2
tailoring needs, Strategy, Control
or team changes
A16-Exception Plan {
A17-Product Description}
A23
A10-Exception
Report
Delivery Stage
(next) A-16-Stage Plan {

A17-Product Description }
A20
A12-Issue Register
A25-Risk Register
1st
A9
End Stage Report {
A15-Lesson Report,
Follow-On-Action-Recommendations }

1.
Seek project board approval to
continue vs. Pj Plan, A2-Business
Case and risks
2.
Provide comments on current stage
under and over achievements:
Benefits/ Team/ R+I/ Products
produced, Quality Reviewed &
Handed over to all noted in the A4CmMS
3.
Suggest FOARs
4.
Create a A15-Lesson Report if useful
A12-Issue Register
A25-Risk Register
A20-PID {A16-Project Plan }
A1
17.415.4
Request to approve [next

SB. CS
stage/ exception] plan
Benefits
Review Plan
A12-Issue Register
A25-Risk Register
Logical Model
Ltd 0845 2 57 57 07
SB.
update
DoubleHeaded
18.4
CP.
A20-PID { A2-Business Case}

1.
Reassess organisational risk appetite & capacity, current aggregate project
risk and tolerances
2.
Revise the A1-Benefits Review Plan & add any realised benefits or affect of
RFCs and changes to business context, realistic targets et.al.
A20-PID {A4-Communications
Management Strategy }
A14-Lesson Log
17.4
13.4.4 Give ad
hoc direction
Stage boundary
approaching

Exception Plan
Initiation Stage
12.4 13.4 Exception Plan

SU.A20DP.PID
A14 14.4
Lesson Log15.4
CS
IP
16.4
MP.
287
Create
288
13.4.3 Authorise a Stage or Exception Plan (DP3)
Interested Parties
removes
Project
Status this
Report
12.4
SU
13.4
DP
A20
A9

End Stage Report {
optnl Follow On Action Recommendation }
Exception Plan
Initiation Stage
update
DoubleHeaded
13.4.3 Authorize a Stage (or Exception) Plan (13.4.3)

1. Decide whether to continue (commit resources, set
tolerances on stage) or request a re-plan or close the
project, based on:
2. Review/ Approve A9-End Stage Report (& Pass on
FOAR), check any Lessons Reports, Risk level
3. Verify any product handovers (into operations and
maintenance via Config management) are sustainable
in use and approve
4. Approve Stage/ Exception Plan, All new product
descriptions
5. Verify Project plan, Strategies, Controls and Role
assignment viability, Business Case, Benefits Review
plan Update PID if Reqd
17.4.15.4 Delivery Stage

14.4 15.4
Specialist Stage
CS
CS
IP
17.4 16.4

SB MP
1st
Create

A9 Approved (current) End Stage
Report {
Distribute Follow On Actions
Rcmdtn }
A1 Approved if updated Benefits
Review Plan
Premature closure
17.4.Approval
CS Last
Specialist
Stage
Confirm
of Specialist
Product
A-E/SU/SS, (R)-PM/PA, TM-(P)
If you think embedding and tailoring to combine Project Brief and PID is a good idea,
combining A12 and A25 is a good idea (Risk & Issues) we can help please contact us
288
18.4
CP
289
DP3 As Subsequent Stage Review

No parallel DP2 after the first time

Has the A16-Project Plan been updated and reflected in the A2-Business Case?
Is the A2-Business Case still more attractive than all other portfolio options
Did the last stage run to its A16-Stage Plan?

Has last stages LfE been incorporated in the current A16-Stage Plan?
Was A11-Highlight Reporting, risk appitite etc managed to give comfort
Did last stages quality reviews find missing/ wrong/ extra?

What has been (planned to be) done about it?
and as before: Is the new A16-Stage Plan believable?

Plan was created socially (with fun and humour?)
Participants are a team (or the time for cooprative activity is x5)
Has/ will the team change due to different skill-sets in approaching technical phases
Estimates have audit trail

A17-Product Descriptions and estimates define how to track maturity of results
Do estimates reflect last stages CPI/ SPI (Velocity)
Both customer and supplier (and every project participant) must address this question, and hopefully share the answer!
289
290
SB - Managing a Stage Boundary

SB:- Tailor SB
SB:P:3-1
Identify scenario actions appropriate to carrying out SB
17.4
SB:- Assess if SB applied correctly to an exam scenario

SB:P:4-1 Has SB been well applied by the right roles? 17.4
Exam questions to practice are:

EX02 Qn 9
EX03 No suitable questions
290
OV

Tailoring
Business Case
Organization
Quality
Plans
Risk
Change
Progress
Directing a Project
Managing a Stage
Boundary
Controlling a Stage
Closing a Project
BC
OR
QU
PL
RK
CH
PG
SU
DP
IP
SB
CS
MP
CP
Syllabus Processes:
CS Controlling a Stage
and
MP Managing Product Delivery
291
292
CS & MP: Three Distinct Related Themes

CS:P:2-4 The activities within CS and the responsibilities within them
CS:P:2-5 How the seven themes may be applied within the CS process
15.4.1 15.4.2 15.4.3 15.4.4 15.4.5 15.4.6 15.4.7 15.4.8

15
Project mandate
P:CoPM
Authorize
initiation
Decide if Pj Viable then authorise stage

Create 4 strategies: R, CM, Q, C
& Pj Controls
Ad-hoc Direction
Close project
Report on closing stage
Report on Pj performance vs PID
Update PJ plan & BC

(IE PID)
Handover product & Release staff
Escalate
Define Team
Create Pj Plan, add cost & time to
BC
Define task: Outline Business

Case & Approach
Log & examine a Risk or Issue
Report Highlights
Create Exception Plan
Assemble PID
Apply Corrections
Plan 1st delivery stage & Report on IP

Project mandate
P:CoPM
Authorize
initiation
Plan next delivery stage
Delegate
Work-packages
Review
work status
Note work completed
Receive
Work-packages
Create Results
(to quality)
Deliver Results

& Pj Controls
Ad-hoc Direction

BC
Escalate
Report Highlights
Assemble PID
Apply Corrections

Project mandate
P:CoPM
Authorize
initiation
Update PJ plan & BC

(IE PID)
Delegate
Work-packages
Review
work status
Note work completed
Receive
Work-packages
Create Results
(to quality)
Deliver Results
Ad-hoc Direction
Handling Project
Issues, & End of
Stages (Normal or
Exception based)
Check ALL products approved vs AC
Close project
Escalate
Premature Close
Review
Stage status

& Pj Controls
Reporting from
team to Project
Manager and PM
to Project Board
Close project
Plan IP
Define Team
Case & Approach
Managing creation
of products
between Project
Manager and
team
Premature Close
Review
Stage status
Plan IP
Define Team
Case & Approach

BC
Report Highlights
Update PJ plan & BC

(IE PID)
Assemble PID
Review
Stage status
Delegate
Work-packages
Apply Corrections
Review
work status
Note work completed
Receive
Work-packages
Create Results
(to quality)
Deliver Results
Plan IP

Premature Close
292
293
Delegation Occurs Over The CS / MP

(and DP/SU, IP, CS, SB) Boundary
Starts @ [15.4.1 Authorise a Work Package] and [16.4.1 Accept a Work Package]
Parties agree the goals and constraints

Responsible person(s) do planning to gauge contradictions in goal and constraints
Accountable party enables and empowers the responsible
Throughout the responsible Do (and report if required*)

At the end ([15.4.3 Receive completed Work Packages] and [16.4.3 Deliver a
Work Package])
Responsible party demonstrates Conformance To Specification
Recipient checks for Fitness for Purpose
Responsible party releases resources held (including unused contingencies)

Accountable party reverts to [15.4.1 Authorise a Work Package] or [17.4.1 Plan the
next stage] or [18.4.1 Prepare planned closure]
Ditto between CoPM and project executive, project board and project manager
293
* EG an exception (contradiction not seen during planning) arises

All those scope management tools like PBS and A17-Product Description are aimed at the very hard trick of matching C2S and FFP

Team Plan
294
CS:F:2-4,5 and MP:F:2-4,5 Activities of Controlling
a Stage (CS) and Managing Product Delivery (MP)
CS:P:2-5, MP:P:2-4 How the seven themes may be applied within the CS & MP
CS:P:2-4 MP:P:2-5 The activities within CS & MP and the responsibilities within them
15, 16
15.4.1 15.4.2 15.4.3 15.4.4 15.4.5 15.4.6 15.4.7 15.4.8 and 16.4.1 16.4.2 16.4.3

removes
A16-Stage Plan
P-PM,this
R-PA
or Exception Plan
Initiation Stage
Stage Authorisation
or
14.4.
CS
Corrective Action
New Work-Package
A25-Risk Register
A12-Issue Register
A16 Stage Plan

3. Set CIRs to WIP
Team Plan

1st Delivery Stage

13.4.3
Authorize a Stage
or Exception Plan
17.4CS 18.4.
SB
Last Delivery Stage
12.4.

Releasable
A5-Configuration
A23-Quality
Item Record
Register
A16-Team Plan
A26-Wk-Pkg
A26-Work Package
A16-Team Plan
A26-Wk-Pkg
Notice of Completed
A20-PID
Work-Package
criteria
16.4.
Logical Model
Ltd
0845
2
57
57
07
Agree: CI handover/ approval,
7. Assess status vs Team Plan Hold Checkpoints, raise A3Agree: Tolerances & escalation
Created Specialist Products
3. Add any risks
update17.4. DoubleHeaded
Create
A26-Wk-Pkg
294
295
CS - Controlling a Stage (CS)

Foundation
CS:F:2-1,2,3 The purpose, objectives & context of the CS process
15.1,2,3
The project managers day-job: delegate work, monitor achievement and problems,
[15.4.8 Take corrective action], [15.4.5 Report highlights] and handle Risks, Issues and
Changes
Focus on delivery of the stages products to [ current ] business needs, agreed quality/ cost/
effort/ schedule targets and tolerances, eliminate uncontrolled change,
CS, SB and CP processes define the project management teams activities

(management A26-Work Packages) for initiation of, day-to-day management of, and
closure of stages, CS may be used to control the Initiation stages activities
Routinely [15.4.2 Review Work Package status] and [15.4.4 Review stage status], after
[15.4.1 Authorise a Work Package] and before [15.4.3 Receive completed Work Packages]
Set targets and tolerances, monitor achievement and sign-offs
[15.4.6 Capture and examine issues and risks] and [15.4.7 Escalate issue and risks] as
dictated by events
Towards stage end trigger activities of SB or CP
With appropriate Change Control
295
296
MP - Managing Product Delivery

MP:F:2-1,2,3
The purpose, objectives & context of the MP process
16.1,2,3
A formal control procedure between project manager and team member/ manager for
accepting, executing [monitoring ] of work to progress one or more products through
part or all of its life-cycle and delivery of the results
Applies whether team is internal or external to the project managers organisation
Ensures A26-Work Packages contents (results required, constraints/ targets/

tolerances imposed, tracking/ reporting and escalation methods/ content/ triggers or
frequencies) are jointly understood, agreed, authorised
CS 1,2, and MP1,2,3 are opposite sides of the same dialogue
TM ensures products are created within targets and tolerances by: creating a A16-Team Plan
to confirm constraints are realistically balanced with CTSQ and Resources
Maintains interfaces and uses development methods specified in the A26-Work Packages,
applies process and product standards to demonstrate achievement of quality criteria via
A17-Product Descriptions defined quality methods & skills
Obtains approval for completed products from authority defined in A17-Product Description
and deliver [ notification of ] products to the project manager (!)
296
15.4.1 15.4.2 15.4.3 15.4.4 15.4.5 15.4.6 15.4.7 15.4.8
297
15
CS:F:2-4,5 Controlling a Stage

Project managers Day Job & Board interface in Detail (CS)
A12-IR+A25-RR
Log
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licence (License@logicalmodel.net) removes this note: Please report unlicensed commercial use & share in fees levied
or Exception Plan
CS
Initiation Stage
14.4.
A7

PID {A4-CmMs}
Stage Plan

A23
A18
A3
A5
A16-Stage Plan{
A17-Product
Descriptions}

A12-IR+A25-RR
A13
Issue Report
Corrective action
Quality Register
Checkpoint Report
Corrective Actions

A22-QMS, A6CfgMS }
Highlight
Reports

or Exception Plan

Daily Log
A16
A11
17.4.CS 18.4.
Project Bd Advise
Tolerance Threat
Last Delivery Stage
A20
12.4.
Request for Advice

Stage Boundary
Approaching
17.4.1-4
(17.4.)
Project End
Approaching
New Work-Package
A5

A14-Lesson Log
18.4.1-4
(18.4.)
A16 Stage Plan
P
CCSS--MMPed
i
pliffied16.4. A26-Wk-Pkg
SSim
impli
update
DoubleHeaded
Create
17.4.
A16-Stage Plan
A23-Quality
Register 16.4.
A16-Team Plan
A16-Team Plan
297

298

Interested Parties
12.4.
13.4.
Change of context

Exception Raised

A13-Issue Report
Initiation Stage
14.4. CS
1st
Specialist Stage
17.4.CS
Delivery Stage
17.4. 16.4.
update
DoubleHeaded

ESUSS, (P)-PM, R-PA
17.4. CS
Premature closure
Create
298
18.4.
299
CoPM
CS:F:2-4,5 Activities in Controlling
a Stage
Risk, Issue, Tolerance Threat and Board Interface (CS)
Project Board
request for advice
15
15.4.1 15.4.2 15.4.3 15.4.4 15.4.5 15.4.6 15.4.7 15.4.8
Project Level
Tolerance Threat
Premature close
Raise New Issue
12.4. 13.4.3
13.4.Exception
Plan
14.4.
A16
A20
Capture
CS
A12
Stage
Plan
PID {A4-CmMS,
A6-CfMS,
A2-Business Case,
A16-Pj Plan }
A5-CIR
A7
Examine
Propose
DoubleHeaded
Corrective Action
update
A26-Wk-Pkg

- MP P
CSS
d
C pli-M
fieie
lif d
Simim
S p
17.4.
Request for Advice
A7
A11
17.4.CS 18.4.
A20
A16
A12
A15
A14-Lesson Log
A3
A23
A18
Daily Log
old Highlight
Reports
PID {A4-CmMs}
Stage Plan
Issue Register
Lesson Report
Checkpoint Report
Quality Register
New Issue or
Risk
Stage Boundary
Approaching
Project End
Approaching
A16-Stage Plan
Raise New Issue

17.4.5,2-4
(SB)
17.4.1-4 (SB)
18.4.2-5 (CP)
18.4.1,3-5
(CP)
16.4.
A23-Quality
Register
A16-Team Plan
P2 ExamCram
Assessed
A23-Quality
Register
A16-Team Plan

Highlight Reports


Exception Plan
Project Bd Advise

1.
Stage Plan
A11
A20
PID {
A2-Business Case,
a16-Project Plan }
Tolerance Threat
Corrective Action
A5
16.4.
Exception Report
Stage Plan

Issue Register
A16
A10
Delivery Stage
Exception Raised
A16
A25-Risk Register
Daily Log
Implement
1st
Issue Register
Decide
Issue Report

A13
A12
A16-Stage Plan{
A17-Product
Descriptions}
A13

Case
Initiation Stage
New
Issue
or
Risk
Request for Advice
Last Delivery Stage
299
A26-Work Package
300
CS - Controlling a Stage (CS)

Practitioner
CS & MP:- Tailor CS/ MP for an exam scenario

CS:P:3-1 Identify scenario actions appropriate to carrying out CS
MP:P:3-1 Identify scenario actions appropriate to carrying out MP
CS & MP:- Assess if CS/ MP applied correctly to an exam scenario

CS:P:4-1 Has CS been well applied by the right roles?
MP:P:4-1Has MP been well applied by the right roles?
15.4
16.4
15.4
16.4
Sample CS/ MP exam questions

EX02 No suitable questions
EX03 Qn 9
300
OV
BC
OR
QU
PL
RK
CH
PG
SU
DP
IP
SB
CS
MP
CP

Tailoring
Business Case
Organization
Quality
Plans
Risk
Change
Progress
Directing a Project
Managing a Stage
Boundary
Controlling a Stage
Closing a Project
Syllabus Processes:
CP Closing a Project
301
302
CP - Closing a Project
CP:F:2-1,2,3 The purpose, objectives & context of the CP process
18.1,2,3
a fixed point at which acceptance of project products is confirmed, recognize

objectives in Project Initiation Documentation [as amended] are achieved or that the
project has nothing more to contribute
Verify user acceptance of products, post-project host-site support of results, review
project vs .baseline, assess any benefits to date, pass-on FOARs
A defining feature is a project is finite[better than a] slow drift into use, objectives
met, run its course, products passed to someone, team disbanded, cost centres
closed
302
303
CP:P:2-4,5 The Activities Within 18.4 Closing A

Project (CP)
CP:P:2-4 The activities within CP and the responsibilities within them

CP:P:2-5 How the seven themes may be applied within the CP process
PG:P:2-5 Lessons Log, End Project Report, Lessons Report
18.4.1 18.4.2 18.4.3 18.4.4 18.4.5

18
A.14.2 A.8.2, 13.4.3-5, 18.4.4, C/Table 10.2
13.4.5 Authorise Project
Closure
13.4.4 Give ad hoc

direction
15.4
CS
Project end
approaching
15.4.4 Review stage

Last Delivery
status
Stage

1. Track actuals into the Pj-Plan
2. Check all products approved by authority in the
A17-Product Description or have a concession
3. A21-Project Product Descriptions AC met
4. Advise board to release resources back to CoPM
A18
A20

PID { A16-Pj-Plan }
Premature close
A20
PID { A16-Pj Plan }

Create Additional
work estimates
18.4
CP.

1. Send board closure recommendation and draft closure notification
2. Communicate to stakeholders (as per A4-CmMS) for best press
3. Close logs & registers, secure project records in the Config.
Management System for future audits
Prepare Draft project

closure notification
A20-PID { A4-CmMS }
Close
A12-Issue Register
A25-Risk Register
A7-Daily Log
A14-Lesson Log
A5-CIR
Obtain Acceptance record's)

1. Prepare FoAR for incomplete products/ issues/ risks/
concessions for appropriate audiences
2. Ensure A1-Benefits Review Plan covers all future
benefits
3. Ensure products have or will meet A6-CfMS handover
stipulations for Support including newly operational
peak (perhaps under an SLA a product in pj scope!)
4. Confirm (secure records of) all acceptances eg Ops
5. Transfer responsibility from the project
6. Mark A5-CIRs released
A8-End Project Report {

A15-Lesson Report }

1. Compare the A20-PID as approved at [13.4.2 Authorise a Project],
1. Check A18-PSA for un-deliverable products
the current version of the PID and Risks/ Issues etc in between
2. Salvage what can be, make safe what cannot ,
2. Facilitate team discussion of events normal/ good/ bad of methods/
Create an exception plan if useful for safe &
tools/ procedures/ strategies/ controls etc use. Record in A8-End
save work
Project Report { PMs report, Performance vs A2-Business Case,
3. Advise CoPM of gap created by projects
constraints and tolerance, performance of: the team & the products
premature end
(plus FoAR). Document context for premature closure
4. Update A12-Issue Register/ A13-Issue Report as
3. Record Lessons observed & agree the recipient. Inc. tailoring of P2
16.4
useful
4. Capture Change, Quality & estimating statistics
5. MP.
Track actuals into Pj-plan
A8-End Project Report { FoAR}
6. Advise board to release resources back to
A20-PID { A6-CfMS }
LogicalCoPM
Model Ltd 0845 2 57 57 07
A12-Issue Register
A25-Risk Register
A20-PID
update
DoubleHeaded
Create
A14-Lesson Log
303
304
13.4.5 Authorize project closure (DP5)

12.4
SU
13.4
DP
1.
2.
3.
4.
5.
6.
7.
Confirm customer has received all products within A6-Configuration Management Strategy
guidance. Products are under sustainable Support and fully accepted
Business case and Post-project A1-Benefits Review Plan are current (update if needed),
resourced and committed
Assess latest and original versions of PID & Business case for variances in baselines,
strategies & controls, Costs, Risks and Benefits
Review/ Approve End Project Report: note deviations from baselines
Confirm who receives FOAR, Lessons (Observed) Report
Broadcast project closure notification according to A4-Comms strategy
Disband the project teams including the project board
approved End Project Report {

Lesson Report, FOAR }
Approve updated A2-Business Case
Approve if updated A1-Benefits Review Plan
Draft Closure Notification (p211)

A20-PID {
updated A2-Business Case}
Lessons report
FOAR }
14.4 Initiation Stage

IP
update
DoubleHeaded
15.4 1st Specialist Stage

CS
17.4
16.4
MP
SB.
17.4 15.4
SB CS
Delivery Stage
Create
17.4 15.4
SB CS
Last Delivery Stage
304
18.4
CP
305
DP5 As Phase Review

Different if we are just the supplier or if we are customer (too)

Supplier-side
Have all acceptances been confirmed or covered by waivers?

Are the resources released and reassigned
Have final payments (in and out) been cleared (or are in progress)
Have A1-Benefits Review Plan, A8-End Project Report, A15-Lesson Reports Followon-Action-Recommendations been passed to relevant parties
Has configuration management and all test rigs and jigs been handed over to through-life
maintenance
Are all records archived appropriately
Customer-side
Start of benefits delivery: no different to running a project have we a suitable A16Stage Plan! That covers how to bring benefits to full-flow?
Are actions to turn new reality (the arrived future-state) into just business-as-usual
known, agreed, estimated
305
306
CP - Closing a Project
CP:- Tailor CP
CP:P:3-1 Identify scenario actions appropriate to carrying out CP
18.4
CP:- Assess if CP applied correctly to an exam scenario

CP:P:4-1 Has CP been well applied by the right roles? 18.4
Relevant CP Questions are given in

EX02 Qn 9
EX03 does not contain any relevant questions
306
307
The End
If your studying for the exams you should start at the beginning again
Second time through you know at the start what will be at the end
Third time through you find inter-relationships and resolve dis-connects
Exam thoughts
They can ONLY ask about what is in the manual
Your opinion is never asked for, only their own writings
For every question think: Process (which of 7), People (which of 9 roles), Product
(which of 26), Principle (which of 7) Pheme a cheat for Theme (which of 7) applies
here, Two techniques and the Scenario
The PPPPPtS analysis may knock-out an answer or two then Guess from the Rest!
For assertion reason questions treat as two columns of True/False. Do the right-hand
column first, then the left, then for True-True ask the is it because question
Mostly changing your mind on an answer changes a right answer to a wrong one
trust me! Also examiners are statistically less likely to make the first answer correct I
used to be one!
307
308
Revision Notes
Notes
308
Writing the Foundation Exam
The PRINCE2
Foundation
Exam
309
310
Foundation Exam
You must complete APMGs Candidate Details form (In blue or black ink)
The address supplied will be the one used for sending exam results
When you have finished you must hand-in both the
Exam Paper & Answer sheet

I will collect & mark papers
Results given during the course are not official until ratified by APMG
Put your candidate number on the paper

Do not put your name anywhere on the paper
Do not open the booklet until told that you may start
You have 1 hour
You must use pencil

You may leave in the 1st 45mins when you are ready
After that please wait till the end to leave
310
311
Revision Notes
Notes
311
312
Logical Model Ltd are specialists in project

management knowledge transfer to your people

governance
+44 (0) 84 52 57 57 07
Continued
CobiT Framework
312
Completing
the Practitioner Exam
The PRINCE2
Registered
Practitioner Examination
The final hurdle
313
314
Guidance
Settle
Loo, drinks, phones off
Only allowed reference material is the PRINCE2 manual

Please clear everything else into bags: I will come and check!
2.5 hrs
Only pencil for filling-in answer circles
No sno-pak or highlighters on answer books

Dont leave in the last 15 minutes
Answer in any order
Time will be called at regular intervals
After the exam time is called

Loo?
Candidate number on EVERYTHING
All paperwork into the plastic bag
314
315
Practitioner Exam
After you are finished assemble your submission

Candidate number on everything
All paper into the plastic bags
315
316
Future Help & Assistance

LogicalModel provide a wide range of consultancy and mentoring

Simon@LogicalModel.Net +44 845 2 57 57 07

Tools and techniques for advanced project &
programme management
PRINCE2 Exam preparation & PRINCE2
use in the real-world
Continued
governance
CobiT Framework
316
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The exams syllabus areas
are the official manuals
chapters:
OV Overview, Principles and Tailoring
7 Themes: BC Business Case, OR
Organization, QU Quality, PL Plans, RK
Risk, CH Change, PG Progress
7 Processes: SU Starting up a Project,
DP Directing a Project, IP Initiating a
Project, SB Managing a Stage
Boundary, CS Controlling a Stage, MP
Managing Product Delivery, CP Closing
a Project
3.1-Product
Cross-Refs
The exams are designed to test at four levels
Section: 3.1 Page 0
Knows the facts: Can recognise/ recall terms, concepts, principles,

themes, processes, and responsibilities in the manual just memory
Comprehends the roles, processes, themes, principles, and project
context can explain how they are used
Use of the steps of a themes and creation of the management products
appropriate to a given scenario
Review products and plans and identify appropriate (or not) application
of the principles, processes, roles and themes
Activitiesin'execution'order
Abbrv
SU1
SU2
SU3
SU4
ActivityandManagementProductNames
LogicalModelLtd2011
Abbrv FullProductName
DP1
FullActivityName
[12.4.1AppointtheExecutiveandtheProjectManager]
[12.4.2Capturepreviouslessons]
[12.4.3Designandappointtheprojectmanagementteam]
[12.4.4PreparetheoutlineBusinessCase]
[12.4.5SelecttheprojectapproachandassembletheProject
Brief]
[13.4.1Authoriseinitiation]
A5
BenefitsReviewPlan
BusinessCase
CheckpointReport
CommunicationsManagement
Strategy
ConfigurationItemRecord
IP1
[14.4.1PreparetheRiskManagementStrategy]
A6
ConfigurationManagementStrategy
IP2
IP3
[14.4.2PreparetheConfigurationManagementStrategy]
[14.4.3PreparetheQualityManagementStrategy]
A7
A8
DailyLog
EndProjectReport
IP4
[14.4.4PreparetheCommunicationsManagementStrategy]
A9
EndStageReport
IP5
IP6
IP7
IP8
DP2
DP3
CS1
MP1
MP2
CS2
MP3
CS3
CS4
CS8
CS5
CS6
[14.4.5Setuptheprojectcontrols]
[14.4.6CreatetheProjectPlan]
[14.4.7RefinetheBusinessCase]
[14.4.8AssembletheProjectInitiationDocument]
[13.4.2Authorisetheproject]
[13.4.3AuthoriseaStageorExceptionPlan]
[15.4.1AuthoriseaWorkPackage]
[16.4.1AcceptaWorkPackage]
[16.4.2ExecuteaWorkPackage]
[15.4.2ReviewWorkPackagestatus]
[16.4.3DeliveraWorkPackage]
[15.4.3ReceivecompletedWorkPackages]
[15.4.4Reviewstagestatus]
[15.4.8Takecorrectiveaction]
[15.4.5Reporthighlights]
[15.4.6Captureandexamineissueandrisks]
A10
A11
A12
A13
A14
A15
A16
A17
A18
A19
A20
A21
A22
A23
A24
A25
ExceptionReport
HighlightReport
IssueRegister
IssueReport
LessonLog
LessonReport
Plan(Project)(Stage)(Team)
ProductDescription
ProductStatusAccount
ProjectBrief
ProjectInitiationDocument
ProjectProductDescription
QualityManagementStrategy
QualityRegister
RiskManagementStrategy
RiskRegister
CS7
[15.4.7Escalateissueandrisks]
A26
WorkPackage
DP4
[13.4.4Giveadhocdirection]
SU5
ActivityandManagementProductNames
A1
A2
A3
A4
Abbrv
SB1
SB2
SB3
SB4
CP1
CP3
CP4
CP5
DP5
SB5
DP3
exa
CP2
FullActivityName
[17.4.1Planthenextstage]
[17.4.2UpdatetheProjectPlan]
[17.4.3UpdatetheBusinessCase]
[17.4.4ReportStageEnd]
[18.4.1Prepareplannedclosure]
[18.4.3HandoverProducts]
[18.4.4EvaluatetheProject]
[18.4.5Recommendprojectclosure]
[13.4.5Authoriseprojectclosure]
[17.4.5ProduceanExceptionPlan]
[13.4.3AuthoriseaStageorException
Plan]
[18.4.2Prepareprematureclosure]
Page1of1
Pm
Pa
Ctl
Undefined
ProjectMandate
ProjectApproach
ProjectControls
Additionalworkestimates
TailoringofPRINCE2
Team
Manager
Project
Support
Project
Assurance
Project
Manager
Senior
Supplier
SeniorUser
Roles and Products: A=Approves, R=Reviews,

U=Updates, u-R=Reviews if updated, ??-X(ID)=ID
notes X is done elsewhere but no matching entry
exists, ---- = marks last cell entry
Executive
CellsstateinwhichACTIVITYwhataccessismade,
Rows=towhatPRODUCT,Columns=whichROLE,
PagesgroupproductsasMisc.,RoleandOrg.,BaselinesStrategy,ReportsRegisters,Records,Authorities
CoPM
P22009ProductVs.Role
SU1P
SU5P
DPpidA
??A(cp2)
DPpidA
??A(cp2)
DPpidA
??A(cp2)
CP2P
SU5R
IP5R
CP2R
OrganogramElements
ExecutiveRoleDescription
SU1P
SU1
Confirm
PMRoleDescription
SU1A
AppointedPM
SU1A
ProjectManagementTeamRoleDescriptions
AppointedExec
PMTs ProjectManagementTeamStructure
Rd
AppintedPMT
AdditionalRoleDescriptions
LogicalModelLtd2011
SU3A
SU1P
SU1P
SU3A
SU3A,
DPpidA
SU3P
DPpidA
SU3P
DPpidA
DPpidA
SU3P,IP6U
IP6R
DPpidA
DPpidA
SU5P,IP6U
SU5R,IP5R,IP6R
ProductVs.Role
Page:1of4
Team
Manager
Project
Support
Project
Assurance
Project
Manager
Senior
Supplier
Executive

SeniorUser
CoPM
Baselines&Strategies
A1
BenefitsReviewPlan
A2o
OutlineBuinessCase
A2d
BusinessCase
DP2A,
DP3uA,
DP5uA
SU4A
DP5uR,??
R(sb3)
A4
A6
CommunicationManagementStrategy
initiationStagePlan
A16 Plan[Project][Stage][Team]
A16p ProjctPlan
A16c StagePlan[current]
DP2A,
DP3uA,
DP5uA
SU4P
DP5uA,??
A(sb3)
DPpidA
DPpidA
DP1A
DP2A,DP3u DP2A,DP3uR,
IP7P,CP3Ru
R,DP5uR
DP5uR
DP2R,DP3uR,DP5uR,IP7R,
CP3R,
SU4R
DP5uA,??
A(sb3)
DPpidA
DPpidA
DP1A
SU4R
DP5uA,??
A(sb3)
DPpidA
DPpidA
DP1A
SU4R
SU4R
IP7P,SB3U
DP5uR,IP7R,Sb3R,
IP4P
IP2P
SU6P
IP4R
IP2R
SU6R,DP1R
DPpidA
DPpidA
DPpidA
IP6P,SB2U,CP1U,CP2U
CS1U,CS2U,CS3U,CS4U,CS8U
IP6R,SB2R,CP1R,CP2R
CS1R,CS2R,CS3R,CS8R
??A(mp1)
CS1R,CS2R,CS1A,??R(mp3)
MP1R,MP2R,MP3R
DP3A
DP3A
DP[A16]A
DP1A
SB5P
SB1P
IP6P
SU5P
DP3R,SB5R
DP3R,SB1R
IP6R
SU5R,DP1R
IP8P,SB1U,SB5U
DP2R,DP3uR,IP8R,SB1R,SB5
R
SU4P
IP3R
IP1P
SU4R
IP3R
IP1R
CS1P,??A(mp3)
CS1R,MP3R
TeamPlan
A16n
A17
A19
Pd
ExceptionPlan
NextStagePlan
ProductDescription
ProjectBrief
ProjectBrief{ProjectDefinition}
A20
ProjectInitiationDocumentation
A21
A22
A24
A26
WorkPackage
NewA26WorkPackage
CompletedWorkPackage
SpecialistProducts
DP1R
DP3A
DP3A
DP[A16]A
DP1A
DP2R,DP3u
DP2A,
R,??R(sb1),
DP3uA
??R(sb5)
DPpidA
DPpidA
DP3A
DP3A
DP3A
DP[A16]A
DP1A
DP2A,DP3u
DP2A,DP3uA
A
DPpidA
DPpidA
DP3A
DPpidA
DPpidA
DP3A
ApprovalRecords
AcceptanceRecords
LogicalModelLtd2011
??A(cp3)
??A(cp3)
??A(cp3)
??R(mp2)
MP2R
??R(mp2)
MP2R
CP3P
CP3R
MP1R
MP1P,
MP2U,
MP3U
MP1A,
MP3Pu
MP2R
MP2P
MP2
P[obtain]
ProductVs.Role
Page:2of4
Team
Manager
Project
Support
Project
Assurance
Project
Manager
Senior
Supplier
Executive

SeniorUser
CoPM
Reports&Registers
A5
ConfigurationItemRecords
A7
DailyLog
A12
IssueRegister
A14
LessonsLog
A23
QualityRegister
A25
RiskRegister
NewIssue
IP2A,IP6A,CS1A,CS2A,CS3A,CS8U,
SB1PCrU,SB5RCrU,CP3A
SU1P,SU3U,SU4U,SU5U,SU6U,CS6U,
CS8U,CP5[close]
IP2A,CS1U,CS2U,CS4U,CS6U,CS7U,
IP2R,SB1R,SB2R,SB3R
CS8U,SB1U,SB2U,SB3U,CP2U,
CP5[close]
SU2R,DP2
DP2R
R
DP4P
DP4P
DP4P
DP2R
DP4P
NewRisk
A3
A8
A9
DP5A
DP5A
DP3A
DP3A
DP3A,DP5
DP3A,DP5A
A
DP4R,?DP4
DP4R
A?
DP4R
DP4R
FollowonActionsRecommendations
ExceptionReport
A11
A11
A13
HighlightReport
HighlightReport,Previous
IssueReport
A15
LessonsReport
A18
PreviousLessonsReports
LogicalModelLtd2011
SU2P,CS4U,CP5[close]
DP2R
IP3A,CS1R,SB1Ru,SB5Ru,CP5[close]
IP3R,CS1R,SB1R,SB5Ru
IP1A,CS1U,CS2U,CS4U,CS6U,CS7U,
IP1R,SB1R,SB2R,SB3R,SB5
CS8U,SB1U,SB2U,SB3U,SB5U,
Ru
CP5[close],
??R(mp2)
IP2P
MP1R,
IP3P,CS1P,??P(mp2),
MP2R,??
SB1U,SB5Ru
R(sb5u)
IP1P
MP2P
MP1P,
MP2P
??R(mp1/2)
Records
CheckpointReport
EndProjectReport
EndStageReport
A10
IP2P,IP6P,CS1P,CS2P, MP1R,
IP2R,IP6R,CS1R,CS2R,CS3R,
CS3P,CS8R,MP2U,SB1 MP2R,
SB1R,SB5RCrU,CP3R
MP3R,
R,SB5PCrU,CP3U
MP2U
DP5A
DP5A
DP3A
CS2R
CP4P
SB4P
DP5R,CP4R
DP3R,SB4R
DP3A,DP5A
SB4P,CP3PCrU
DP3R,DP5R,SB4,CP3R
DP4R
CS7P
DP4R,CS7R
DP4R
CS5P
DP4R,CS5R
CS4U,CS6P,CS7U,CS8U
CS8R
SB4P[distribute],CP4P
DP3R,DP5R,SB4R,CP4R
CP1R,CP2R
CP1R,CP2R
DP3A,DP5 DP3A,DP5A, DP3A,DP5A,

DP5R
DP5R
A,DP5R
MP2P
CP1P,CP2P
ProductVs.Role
Page:3of4
CommunicationofAuthorities
RequesttoInitiateaProject
Authoritytoinitiateaproject
InitiationNotification
Requesttodeliveraproject
Projectauthorisationnotification
StageAuthorisation
AuthoritytodeliveraWorkPackage
Correctiveaction
ToleranceThreat
ExceptionRaised
ExceptionPlanRequest
RequesttoApproveExceptionPlan
RequesttoApproveNextStagePlan
ExceptionPlanAuthorisation
ExceptionPlanApproved
Stageboundaryapproaching
ProjectEndapproaching
ClosureRecommendation
ClosureNotification
Draftprojectclosurenotification
Prematureclose
Requestforadvice
ProjectBoardRequestforAdvice
CorporteAdviceandDecision
PMRequestforadvice
ProjectBoardAdvice
LogicalModelLtd2011
CP5P
Team
Manager
Project
Support
Project
Assurance
Project
Manager
Senior
Supplier
SeniorUser

Executive
CoPM
CP5R
ProductVs.Role
Page:4of4
ResponsibilitiesoftheRolesWithintheThemes
LogicalModel2011
Role
Theme
CoPM
BusinessCase
CoPM
BusinessCase
CoPM
Exec'sBusinessAssurance
BusinessCase
BusinessCase
BusinessCase
BusinessCase
BusinessCase
BusinessCase
HoldtheSeniorUser(s)toaccountforrealizingthepostprojectbenefitsenabledbytheprojects
products.
ProvidetheprojectmandateanddefineanystandardstowhichtheBusinessCaseneedstobe
developed.
ResponsiblefortheBenefitsReviewPlan(postproject).
AssistinthedevelopmentoftheBusinessCase.
Ensuretheprojectfitswithoverallprogrammeorcorporatestrategy.
Ensurethevalueformoneysolutionisconstantlyreassessed.
MonitorchangestotheProjectPlantoidentifyanyimpactontheneedsofthebusinessorthe
BusinessCase.
Monitorprojectfinanceonbehalfofthecustomer.
BusinessCase
ReviewtheimpactassessmentofpotentialchangesontheBusinessCaseandProjectPlan.
BusinessCase
BusinessCase
Executive
BusinessCase
Executive
BusinessCase
Executive
ProjectManager
ProjectManager
ProjectManager
BusinessCase
BusinessCase
BusinessCase
BusinessCase
VerifyandmonitortheBenefitsReviewPlanforalignmenttocorporateorprogramme
management.
VerifyandmonitortheBusinessCaseagainstexternaleventsandprojectprogress
OverseethedevelopmentofaviableBusinessCase,ensuringthattheprojectisalignedwith
corporatestrategies,andsecurethefundingfortheproject.
ResponsiblefortheBenefitsReviewPlan(forthedurationoftheproject)unlessbeingmanaged
bycorporateorprogrammemanagement.
ResponsiblefortheBusinessCaseforthedurationoftheproject.
Assessandreportonprojectperformanceatprojectclosure.
AssessandupdatetheBusinessCaseattheendofeachmanagementstage
Conductimpactanalysisofanyneworrevisedissuesorrisksthataffecttheprojects
ProjectManager
BusinessCase
desirability,viabilityorachievabilityagainsttheoriginalbasisforapprovingtheproject.
ProjectManager
BusinessCase
ProjectSupport
BusinessCase
SeniorSupplier(s)
BusinessCase
PreparetheBusinessCaseonbehalfoftheExecutive.
TheBusinessCaseshouldhaveabaselineandthereforebeunderconfigurationmanagement.
ProjectSupportshouldadvisetheProjectManagerofanyproposedoractualchangestoproducts
thataffecttheBusinessCase.
ResponsibleforthesupplierBusinessCase(s)(iftheyexist)seesection19.6.1.1.
Responsibility
Page:1of10
LogicalModel2011
Role
Theme
Responsibility
SeniorSupplier(s)
BusinessCase
Confirmthattheproductsrequiredcanbedeliveredwithintheexpectedcostsandareviable.
SeniorUser(s)
SeniorUser(s)
SeniorUser(s)
SeniorUser(s)
SeniorUser(s)
BusinessCase
BusinessCase
BusinessCase
BusinessCase
BusinessCase
Ensurethattheexpectedbenefits(derivedfromtheprojectsoutcomes)arerealized
Ensurethattheprojectproducesproductswhichdeliverthedesiredoutcomes.
Ensurethedesiredoutcomeoftheprojectisspecified.
Provideactualversusforecastbenefitsstatementatthebenefitsreviews
ResponsibleforspecifyingthebenefitsuponwhichtheBusinessCaseisapproved.
Page:2of10
LogicalModel2011
Role
Theme
CoPM
Changetheme
Executive
Changetheme
Providethecorporateorprogrammestrategyforchangecontrol,issueresolutionand
configurationmanagement.
DeterminetheChangeAuthorityandchangebudget.
Executive
Changetheme
Makedecisionsonescalatedissues,withparticularfocusoncontinuedbusinessjustification.
Executive
Executive
Executive
ProjectAssurance
ProjectManager
ProjectManager
Changetheme
Changetheme
Changetheme
Changetheme
Changetheme
Changetheme
RespondtorequestsforadvicefromtheProjectManager.
Setthescaleforpriorityratingsforrequestsforchangeandoffspecifications.
Setthescaleforseverityratingsforissues.
Adviseonexaminingandresolvingissues.
CreateandmaintaintheIssueRegister,assistedbyProjectSupportwherepossible
Implementcorrectiveactions.
ProjectManager
Changetheme
Managetheconfigurationmanagementprocedure,assistedbyProjectSupportwherepossible.
ProjectManager
Changetheme
Managetheissueandchangecontrolprocedure,assistedbyProjectSupportwherepossible.
ProjectSupport
ProjectSupport
ProjectSupport
ProjectSupport
Changetheme
Changetheme
Changetheme
Changetheme
SeniorSupplier(s)
Changetheme
SeniorSupplier(s)
Changetheme
AssisttheProjectManagertomaintaintheIssueRegister
MaintainConfigurationItemRecords
ProduceProductStatusAccounts
Administertheconfigurationmanagementandissueandchangecontrolprocedures:
Makedecisionsonescalatedissues,withparticularfocusonsafeguardingtheintegrityofthe
completesolution.
SeniorUser(s)
Changetheme
Makedecisionsonescalatedissueswithparticularfocusonsafeguardingtheexpectedbenefits.
SeniorUser(s)
TeamManager
Changetheme
Changetheme
Implementcorrectiveactions.
Responsibility
Page:3of10
Role
CoPM
CoPM
Executive
Executive
Theme
Organizationtheme
Organizationtheme
Organizationtheme
Organizationtheme
Executive
Organizationtheme
ProjectAssurance
ProjectAssurance
Organizationtheme
Organizationtheme
ProjectAssurance
Organizationtheme
ProjectManager
ProjectManager
ProjectManager
ProjectManager
ProjectSupport
SeniorSupplier(s)
SeniorUser(s)
SeniorUser(s)
TeamManager
TeamManager
Organizationtheme
Organizationtheme
Organizationtheme
Organizationtheme
Organizationtheme
Organizationtheme
Organizationtheme
Organizationtheme
Organizationtheme
Organizationtheme
LogicalModel2011
Responsibility
AppointtheExecutiveand(possibly)theProjectManager.
ProvideinformationtotheprojectasdefinedintheCommunicationManagementStrategy.
AppointtheProjectManager(ifnotdonebycorporateorprogrammemanagement).
ApprovetheCommunicationManagementStrategy.
Confirmtheappointmentstotheprojectmanagementteamandthestructureoftheproject
managementteam.
Adviseonselectionofprojectteammembers.
Adviseonstakeholderengagement.
EnsurethattheCommunicationManagementStrategyisappropriateandthatplanned
communicationactivitiesactuallytakeplace.
Design,reviewandupdatetheprojectmanagementteamstructure.
Prepareroledescriptions.
PreparetheCommunicationManagementStrategy.
ReviewandupdatetheCommunicationManagementStrategy.
Provideadministrativesupportfortheprojectmanagementteam.
Providesupplierresources.
Defineandverifyuserrequirementsandexpectations.
Provideuserresources.
Adviseonprojectteammembersandstakeholderengagement.
Manageprojectteammembers.
Page:4of10
LogicalModel2011
Role
CoPM
CoPM
CoPM
Executive
Executive
Executive
Executive
Theme
Plans
Plans
Plans
Plans
Plans
Plans
Plans
ProjectAssurance
Plans
ProjectAssurance
ProjectManager
ProjectManager
Plans
Plans
Plans
ApproveExceptionPlanswhenprojectleveltolerancesareforecasttobeexceeded.
Providethecorporateorprogrammemanagementplanningstandards.
Setprojecttolerancesanddocumentthemintheprojectmandate.
ApproveExceptionPlanswhenstageleveltolerancesareforecasttobeexceeded
ApprovetheProjectPlan.
CommitbusinessresourcestoStagePlans(e.g.finance).
DefinetolerancesforeachstageandapproveStagePlans.
MonitorchangestotheProjectPlantoseewhetherthereisanyimpactontheneedsofthe
businessortheprojectBusinessCase.
Monitorstageandprojectprogressagainstagreedtolerances.
DecidehowmanagementandtechnicalstagesaretobeappliedanddesignStagePlans
Designtheplans.
ProjectManager
Plans
InstructcorrectiveactionwhenWorkPackageleveltolerancesareforecasttobeexceeded.
ProjectManager
Plans
ProjectManager
ProjectSupport
ProjectSupport
ProjectSupport
SeniorSupplier(s)
SeniorSupplier(s)
SeniorUser(s)
SeniorUser(s)
TeamManager
TeamManager
Plans
Plans
Plans
Plans
Plans
Plans
Plans
Plans
Plans
Plans
Responsibility
PrepareanExceptionPlantoimplementcorporatemanagement,programmemanagementorthe
ProjectBoardsdecisioninresponsetoExceptionReports.
PreparetheProjectPlanandStagePlans.
AssistwiththecompilationofProjectPlans,StagePlansandTeamPlans
Baseline,storeanddistributeProjectPlans,StagePlansandTeamPlans
Contributespecialistexpertise(forexample,planningtools).
CommitsupplierresourcestoStagePlans.
EnsurethatProjectPlansandStagePlansremainconsistentfromthesupplierperspective
CommituserresourcestoStagePlans.
EnsurethatProjectPlansandStagePlansremainconsistentfromtheuserperspective
PrepareschedulesforeachWorkPackage.
PrepareTeamPlans.
Page:5of10
LogicalModel2011
Role
Theme
Responsibility
CoPM
Progresstheme
MakedecisionsonExceptionPlanswhenprojectleveltolerancesareforecasttobeexceeded.
CoPM
Progresstheme
Provideprojecttolerancesanddocumentthemintheprojectmandate.
Executive
Progresstheme
Ensurethatprogresstowardstheoutcomeremainsconsistentfromthebusinessperspective.
Executive
Progresstheme
MakedecisionsonExceptionPlanswhenstageleveltolerancesareforecasttobeexceeded.
Executive
Progresstheme
Executive
Progresstheme
ProjectAssurance
Progresstheme
ProjectAssurance
Progresstheme
ProjectAssurance
ProjectManager
ProjectManager
ProjectManager
Progresstheme
Progresstheme
Progresstheme
Progresstheme
ProjectManager
Progresstheme
ProjectManager
ProjectSupport
ProjectSupport
ProjectSupport
ProjectSupport
ProjectSupport
Progresstheme
Progresstheme
Progresstheme
Progresstheme
Progresstheme
Progresstheme
Providestagetolerances.
Recommendfutureactionontheprojecttocorporateorprogrammemanagementiftheproject
toleranceisforecasttobeexceeded.
Confirmstageandprojectprogressagainstagreedtolerances.
VerifychangestotheProjectPlantoseewhetherthereisanyimpactontheneedsofthe
businessortheBusinessCase.
VerifytheBusinessCaseagainstexternaleventsandprojectprogress
AuthorizeWorkPackages.
Maintaintheprojectsregistersandlogs.
MonitorprogressagainstStagePlans.
ProduceExceptionReportsfortheProjectBoardwhenstageleveltolerancesareforecasttobe
exceeded.
ProduceHighlightReports,EndStageReports,LessonsReportsandEndProjectReport.
AssisttheProjectManagerinmaintainingtheIssueRegisterandRiskRegister
Assistwiththecompilationofreports.
Contributespecialisttoolexpertise(forexample,planningandcontroltools).
MaintaintheQualityRegisteronbehalfoftheProjectManager.
Number,record,storeanddistributeIssueReportsandExceptionReports.
SeniorSupplier(s)
Progresstheme
Ensurethatprogresstowardstheoutcomeremainsconsistentfromthesupplierperspective.
SeniorUser(s)
TeamManager
TeamManager
TeamManager
Progresstheme
Progresstheme
Progresstheme
Progresstheme
Ensurethatprogresstowardstheoutcomeremainsconsistentfromtheuserperspective.
AgreeWorkPackageswiththeProjectManager.
InformProjectSupportofcompletedqualityactivities.
NotifytheProjectManagerofanyforecastdeviationfromWorkPackagetolerances
Page:6of10
Role
TeamManager
Theme
Progresstheme
LogicalModel2011
Responsibility
ProduceCheckpointReports.
Page:7of10
LogicalModel2011
Role
CoPM
CoPM
Executive
Executive
Executive
ProjectAssurance
ProjectAssurance
ProjectAssurance
Theme
Quality
Quality
Quality
Quality
Quality
Quality
Quality
Quality
ProjectAssurance
Quality
ProjectManager
Quality
ProjectManager
Quality
ProjectManager
ProjectManager
ProjectManager
Quality
Quality
Quality
Providedetailsofthecorporateorprogrammequalitymanagementsystem
Providequalityassurance.
ApprovetheProjectProductDescription.
ApprovetheQualityManagementStrategy.
Confirmacceptanceoftheprojectproduct.
AdvisetheProjectManageronsuitablequalityreviewers/approvers.
AdvisetheProjectManagerontheQualityManagementStrategy.
AssisttheProjectBoardandProjectManagerbyreviewingtheProductDescriptions.
AssureProjectBoardmembersontheimplementationoftheQualityManagementStrategy,i.e.
theproperconductoftheprojectmanagementandqualityprocedures.
Documentcustomersqualityexpectationsandacceptancecriteria.
EnsurethatTeamManagersimplementthequalitycontrolmeasuresagreedinProduct
DescriptionsandWorkPackages.
PrepareandmaintaintheProductDescriptions.
PreparetheProjectProductDescription(withusers).
PreparetheQualityManagementStrategy.
ProjectSupport
Quality
AssistTeamManagersandmemberswiththeapplicationoftheprojectsqualityprocesses.
ProjectSupport
ProjectSupport
SeniorSupplier(s)
SeniorSupplier(s)
SeniorSupplier(s)
SeniorSupplier(s)
SeniorSupplier(s)
SeniorUser(s)
SeniorUser(s)
SeniorUser(s)
SeniorUser(s)
SeniorUser(s)
SeniorUser(s)
Quality
Quality
Quality
Quality
Quality
Quality
Quality
Quality
Quality
Quality
Quality
Quality
Quality
MaintaintheQualityRegisterandthequalityrecords.
Provideadministrativesupportforqualitycontrols.
ApproveProductDescriptionsforkeyspecialistproducts.
ApprovetheProjectProductDescription(ifappropriate).
Approvethequalitymethods,techniquesandtoolsadoptedinproductdevelopment.
Provideresourcestoundertakesupplierqualityactivities.
ApproveProductDescriptionsforkeyuserproducts.
ApprovetheProjectProductDescription.
Provideacceptanceoftheprojectproduct.
Provideresourcestoundertakeuserqualityactivitiesandproductapproval.
Providethecustomersqualityexpectationsandacceptancecriteria.
Responsibility
Page:8of10
Role
TeamManager
TeamManager
TeamManager
TeamManager
Theme
Quality
Quality
Quality
Quality
LogicalModel2011
Responsibility
AdvisetheProjectManagerofproductqualitystatus.
Assemblequalityrecords.
Managequalitycontrolsfortheproductsconcerned.
ProduceproductsconsistentwithProductDescriptions.
Page:9of10
LogicalModel2011
Role
Theme
CoPM
Risk
Executive
Risk
Executive
Risk
EnsurethatrisksassociatedwiththeBusinessCaseareidentified,assessedandcontrolled.
Executive
Risk
ProjectAssurance
Risk
ProjectManager
ProjectManager
Risk
Risk
ProjectManager
Risk
ProjectSupport
Risk
SeniorSupplier(s)
Risk
SeniorUser(s)
Risk
TeamManager
Risk
Escalateriskstocorporateorprogrammemanagementasnecessary
Reviewriskmanagementpracticestoensurethattheyareperformedinlinewiththeprojects
RiskManagementStrategy.
CreateandmaintaintheRiskRegister.
CreatetheRiskManagementStrategy.
Ensurethatprojectrisksarebeingidentified,assessedandcontrolledthroughouttheproject
lifecycle.
AssisttheProjectManagerinmaintainingtheprojectsRiskRegister
Ensurethatrisksrelatingtothesupplieraspectsareidentified,assessedandcontrolled(suchas
thecreationoftheprojectsproducts).
Ensurethatriskstotheusersareidentified,assessedandcontrolled(suchastheimpacton
benefits,operationaluseandmaintenance).
Participateintheidentification,assessmentandcontrolofrisks.
Responsibility
Providethecorporateriskmanagementpolicyandriskmanagementprocessguide(orsimilar
documents).
Beaccountableforallaspectsofriskmanagementand,inparticular,ensureaprojectRisk
ManagementStrategyexists.
Page:10of10
The exams syllabus areas
are the official manuals
chapters:
OV Overview, Principles and Tailoring
7 Themes: BC Business Case, OR
Organization, QU Quality, PL Plans, RK
Risk, CH Change, PG Progress
7 Processes: SU Starting up a Project,
DP Directing a Project, IP Initiating a
Project, SB Managing a Stage
Boundary, CS Controlling a Stage, MP
Managing Product Delivery, CP Closing
a Project
3.2-Key
Diagrams
The exams are designed to test at four levels
Section: 3.2 Page 0
Knows the facts: Can recognise/ recall terms, concepts, principles,

themes, processes, and responsibilities in the manual just memory
Comprehends the roles, processes, themes, principles, and project
context can explain how they are used
Use of the steps of a themes and creation of the management products
appropriate to a given scenario
Review products and plans and identify appropriate (or not) application
of the principles, processes, roles and themes
Processes
including Business Case
Mandate/ Brief/ PID

Starting up a Project (SU)
A2-Business case &
DP1
The Start
& Business Case

1.
Syl to,
Project Mandate,A19-Project Brief,3

SU:P:2-7
A.19.2, 12.4.5,-6, 13.4.1, 14.4.1-8
IP:P:2-7
Apdx-A for a Project Initiation Documentation, the process(es) and roles in its life-cycle
A.20.2
1.
exists)

1.
2.
an RFC
3.
2.
with 18.4.4!]

1.
2.
1.
A14-Lesson Log
1.
2.
mandates contents
3.
4.
5.

1.
risks
1.
PM reviews/
closure
1.
PM actions informed
PM actions
by the A20-PID,
of the A20-PID in
informed by A201.
consultation with
PID (especially
Plan
board
A16-Pj Plan)
1.
14.4.4
1.
14.4.5
1.
14.4.6
1.
17.4.2
Prepare the Communication Management Strategy(A4-CmMS)
issues and risks
1.
PM actions informed
by the A20-PID
Set up the project controls
17.4.3
1.
1.
Create the Project Plan
against A20-PID
17.4.4
1.
Refine the Business Case
1.
PM actions informed
by the A20-PID

14.4.7
1.
1.
15.4.1
1.
2.
staff
life-cycles
2.
3.
A2-oBC
Delivery
P2 ExamCramPlan
Assessed
by GRM
LogicalA21-PjPdD
Model Ltd&
0845 into
2 57A19-PjBf
57 07
Update the Project 18.4.2 Prepare

premature
Plan
closure
PM reviews/
1.
PM actions
updates any aspect
PID (especially
A16-Pj Plan)
Update the
Business Case
18.4.4 Evaluate the
PM updates A2-BC
Project
(part of A20-PID)
1.
PM prepares A8Report Stage End
PM actions
Authorize a Work
Package
17.4.5 Produce an
PM reviews/
updates any aspect
of the A20-PID in
CfM & handover
consultation with
requirements
board (sic)

1.
the A20-PID
End Project
Report of how
Pj performed vs
separately?]
compares the
version of the
A20-PID
baselined at
13.4.2 and
current at 13.4.518.4.4
SU:P:2-5,6 12.4 Starting up a Project (SU)

SU:P:2-5 The activities and responsibilities within SU 12.4.1 12.4.2 12.4.3 12.4.4 12.4.5 12.4.6
SU:P:2-6 How the seven themes applied in SU
12
Licensed
for individual
use without &
12.4.1
Appoint Executive
A7
Daily Log P:PM
12.4.4 Prepare outline Business

Case
1. Exec drafts BC as fully as
currently known 0-100%
2. PM (+SU/E) drafts PjPdtD
Define What is required
A14 Lessons Log

description P:CoPM,
PM role description
P:E, A:CoPM }
Appointed Exec
P:CoPM
Appointed PM
P:E A:CoPM

3. Arrange training
Appointed PMT
P:E A:CoPM
13.4.113.4Authorize
DP
initiation
14.4
15.
IP
CS
P:PM, R:PA (A)ESUSS
A7 Daily Log P:PM
Request to initiate a
project
`
Initiation Stage
Project Manager
12.4
SU 1. Based on Pj-Md8, skills
& availability
A14 Lessons Log P:PM R:E

(All Subsequent activities are
expected to review this log)

1. Record every relevant
lesson from any source

A19 Project Brief {
A2 Outline Business Case P:E,
R:SU/SS/PM/PA, A:CoPM
A21 Project Product Description
P:PM, R:PA, (A):E/SU/SS }
A7 Daily Log P:PM

A19 Project Brief {
12.4.5 Select project approach & assemble

Project Brief
1. Define How to deliver PjPdtD in Pj
context CoPM strategy & Ops needs
2. Create project definition: Assembled Pj
Brief
3. Risk+Issues in Daily Log
A7
Daily Log P:PM
A19 Project Brief {

Project approach +
Addtl role desc}
P:PM R:PA
(R):SUSS (A):E

stage
1. Plan Initiation Stage and
define controls to
conform to CoPM
constraints
2. Incorporate Lessons and
Risks
3. Note/ Update Risks in A7
ffrroomm
b
r
o
b
ccee
aabbssor quenn17.4
o
t
e
o
r
e
t
u
eeaassieierds tthheesseq SB
Previous
lessons
reports
e
r
a
lsls are it bbuuililds
e
d
o
Audits/Staff/ In- or External
e
ffiliele;; it
sseemmod
e
4
d
h
e
e
T
t
d
aate
update
DoubleHeaded
Create
Th anim
im
PMT = Project Management Team, PMTs = PMT structure, P: = Produces, R: = Reviews, A: t=thApproves
hee an ( ) = in another process { } = containing
Pm
Pa
Project Mandate
Project Approach
Executive Role Description
Appointed Exec
Project Board
Change
Authority
Team Manager
Project
Support
Project
Assurance
Project
Manager
Senior Supplier
Senior User
Executive
Roles and Products: A=Approves,

R=Reviews, U=Updates, u-R=Reviews if
updated, ??-X(ID)=ID notes X is done
elsewhere but no matching entry exists
(mostly within pid)
CoPM
Products Involved In SU
SU1-P
SU5-P
PMTs
SU1-P
SU1Confirm
PM Role Description
SU1- A
Appointed PM
SU1-A
Project Management Team Role Descriptions
Project Management Team Structure
SU3-A
Rd
Appinted PMT
Additional Role Descriptions
A20
Outline Buiness Case

initiation Stage Plan
SU4-A
SU4-P
DP1-A
SU4-R
DP1-A
SU4-R
DP1-A
SU5-P, IP6U
SU4-R
SU6-P
A19
Project Brief
DP1-R
DP1-A
DP1-A
DP1-A
SU5-P
A21
A7

Daily Log
A14
Lessons Log
SU1-P
SU1-P
SU3-A
SU3-A,
DPpid-A
SU3-P
DPpid-A
DPpid-A
DPpid-A
DPpid-A
DPpid-A
SU3-P
SU3-P, IP6- IP6-R
U
SU4-P
SU1-P, SU3U, SU4-U,
SU5-U, SU6U, CS6-U,
CS8-U,
CP5[close]
SU2-R, DP2- DP2-R

R
DP2-R
SU5-R
SU5-R, IP5R, IP6-R

SU4-R
SU6-R, DP1R
SU5-R, DP1R
SU4-R
SU2-P, CS4- DP2-R

U,
CP5[close]
Products In SU Page: 1 of 1
A1-Benefits Review Plan,5

A2-Business Case

Project Manager
1.
COPM
BC: P:2-3 1. Business Case, and in which process(es) it is developed, verified, maintained and confirmed and which roles are responsible for this
2. Benefits Review Plan, and in which process(es) it is developed, used and reviewed and which roles are responsible for this
NB in all cases A2-BC is of the Customer, not the Suppliers
Project
Board
Project
manager
13.4.1 Authorize initiation 13.4.2 Authorize the project

1.
Board verify A2- 1.
Board consider if A2-BC
BC (outline) viable
(Detailed) is adequate to justify
justification to
the project and approve
invest in the
(baseline) it
Initiation Stage
2.
Board (Exec) approve (IE
baseline) A1-Benefits Review
Plan covers all benefits, meets
CoPM needs and Exec, Pgm or
CoE is responsible for reviews
being held

13.4.4 Give ad hoc
Exception Plan
direction
1.
Exec approves, Board compares confirms? original
1.
Board verify the A2- 1.
Board consider if
and current versions of A2-BC [to what end?]
BC (as updated) is a
A2-BC still viable 2.
Board ensure A1-Benefits Review Plan includes postviable justification for
vs. latest A11project review of all side-effects of pj products once in
continued investment
Highlight Reports
operational use (side effects shared as lessons)
2.
Board approve
3.
Board approve A1-BRP will cost effectively assess
(updated) A1-Benefits
benefits not measurable until after the project
Review Plan will
4.
Board/ Exec transfer responsibility for A1-BRP to CoPM
address all benefits
to hold SU accountable for benefits from their assigned
due in next Stage
products. Ensure resources are committed

1.
PM Captures lessons relevant to the A2Business Case

1.
PM determines costs & timescales needed for
investment appraisal by planning the project

1.
If received from CoPM the Exec reviews A2-BC
2.
Exec drafts (delegates drafting) inline with
Corp. standards the A2-BC with Context,
Objectives, Strategic alignment, Feasibility
Expected contribution, Funding, Contracts,
Risks (ie uncertainties) and sensitivities to
viability of benefits
[SU. accountable for benefits p35 c2.1, 4.3.3,
c3]
3.
PM checks timescales (all constraints) applied
to A21-Project Product DescriptionA2-BC or PjMandate balance
(prior to 14.4.6 cost and timescales may be
rough order of magnitude)
4.
CoPM Approve the A2-BC (Outline)

1.
PM Checks A19-Pj Brief for corporate format &
presentation standards
2.
PM seeks lessons observed relevant to the
A2-BC
3.
PM adds A16-Pj Plan costs and timescales,
Risks, expected benefits & tolerance per
benefit to A2-BC investment appraisal
4.
PM creates the A1-Benefits Review Plan
(BRP) stating for each benefit how it will be
measured, tolerances and timing of
measurement (EG at stage ends and beyond
the project) & the current status quo (a
Programme may assume responsibility for this
step)
5.
PM seeks board approval now or defer to
13.4.2 and A20-PID

1.
PM assess potential
actions to respond to a
new risk or issue for their
impact on the A2-BC and
expresses in A10Exception Report
issues and risks
1.
PM assesses new risks
and issues for impact on
the A2-BC

1.
PM checks A2-BC vs.
new (and existing) risks &
issues
2.
PM checks A1-BRP and
executes any Benefits
Project Brief
Reviews falling due [NO!
1.
PM drafts Pj Approach defining Corp.
1.
PM include A2-BC (detailed) in A20-PID
should be in the Stage
preference/ best practice for delivering the A2P2 ExamCram Assessed
by GRM
07032011 P2-5th Ed 2011 Logical Model Ltd p2@logicalmodel.net
plan]
Logical Model BC
Ltdinto
operational
0845 2 57 use
57 07
Plan Delivery
Stage
Team
Manager

18.4.3 Hand over
1.
PM determines revised project cost
Products
& timescales that may affect the
1.
PM updates
A1-BRP if
required
1.
PM reflect external changes to
project context, updates of costs
and timescales, uncertainties, risks
and issues into A2-BC for the
accountable exec
2.
PM updates the A1-Benefits
Review Plan for current outlook
Results any reviews in stage just
18.4.4 Evaluate the
ending and need for review in
Project
approaching stage
1.
PM assess
project
performance
1.
PM reviews status and any benefits
vs. expected
in stage & expresses view on A2benefits in the
BC viability in A9-End Stage Report
A2-BC &
2.
PM confirms any benefits review
reports in A8activity in stage is complete
End Project
3.
PM Seeks Board approval of
Report
revised A1-BRP & A2-BC at 13.4.3
Outputs of SU (12.4) DP1 (13.4.1)
12.4.
13.4.
Request to initiate a project

A19 Project Brief
P:PM, R:PA (A)ESUSS
13.4.1 Authorize initiation (DP1)

1. Board decide to proceed or cancel, Decision can be informal, Pm given
auditable instruction from Exec (Senior Supplier may not be in post)
2. Ratify {Project definition/ constraint/ Project approach/ Role holders/ Job
descriptions/ A21-Project Product Description/ Customer quality
expectations & Acceptance criteria/ outline A2-Business Case/ Initiation
Stage Plan/ Risks to initiation
3. For initiation: Set tolerances, Ratify reporting and control, Commit
resources
4. Broadcast that a project is being initiated and request logistical Support
5. Authorize the Project Manager to proceed with the initiation stage.
14.4. CS 1st Delivery Stage

17.4.CS Delivery Stage
17.4. CS Last Delivery Stage
Initiation Stage
Authority to
initiate a project
17.4. 16.4.
ModelProject
Now
Logical
Ltd 0845
2 57 Starts!
57 07
P: = Produced By, R: = Reviewed By, (A) = Approved in another process by,
A16 Approved initiation
PA=Project assurance, E=Exec, SU=Senior User(s) SS=Senior Supplier(s)
Stage Plan
18.4.
IP and SB
Plans
DP2 and DP3
Initiation
& Plans
IP:P:2-5,6 Activities Within

14.4 Initiating a Project (IP) Process
IP:P:2-5 The activities within the IP process and the responsibilities within them
14.4.1 14.4.2 14.4.3 14.4.4 14.4.5 14.4.6 14.4.7 14.4.8
IP:P:2-6 How the seven themes may be applied within the IP Process
14
Authorize
A19
A14
A7

14.4.Initiation
1. Stage
Define Who/ How/ When of Risk Mgmt to
2.
Create A25-Risk Register
Project Brief
A19-Pj Brief { A21Project

Product
Description }
A24-Risk Management Strategy (in A20-PID)

P-PM, (A)-ESUSS, R-PA
Authority to
initiate a project
Lesson Log
Daily Log
A25-Risk Register
A12-Issue Register
13.4.2
PBS = Product Breakdown Structure, PFD = Product Flow Diagram. PD A17-Product Description, CIR = A5-Configuration Item Record
See XREF for details

Management Strategy
1.
Define Who/ How/ When of Config
Mgmt (Inc. Issue & Change to
2.
Define Priority & Severity scales
3.
Create & populate Issue Reg (from
Daily Log)
4.
Create initial set of CIRs
5.
Management Strategy
1.
Use CQE & AC to Define Who/
How/ When of Quality Mgmt to
2.
Create Quality Register
3.
A25-Risk Register
P-PS, A-PM, R-PA
A5
PMT Structure& Role Descrtns

P-PS, A-PM, R-PA
A24-Config Management Strategy (in A20PID)P-PM, (A)-ESUSS, R-PA

A12-Issue Register P-PS, A-PM, R-PA
A20-PID {A22-Quality
Management
Strategy }
P-PM, (A)-ESUSS,
R-PA
P-PS, A-PM, R-PA
A4-Communications Management Strategy (in A20PID) P-PM, (A)-ESUSS, R-PA
A19-Project Brief { Pj Definition,

Pj Approach }
A24-RMS, A22-QMS, A6-CfMS,
A4-CmMS
Pj Controls
P2 Tailoring
A19-Project Brief
A14-Lesson Log
Upd8 A12-IR+A25-RR
A7-Daily Log
A12-Issue Register
A20-PID {A4-CmMS,
Project Controls }
17.4.CS
A20-Project Initiation
Document

Initiation Document
1.
Create the PID CI from
component CIs

Management Strategy
1.
Perform stakeholder analysis
Plan,PMT Struct,
2.
Merge strategys comms needs
Role Desc}(P-PM, (A)3.
Define Who/ How/ When of Comms
E12.4.Ss, R-PA) }
Mgmt to satisfaction of PB & PA
4.
1.
Create PBS*/ PD/ PFD/ CIRs
(specialist and management products)
2.
ID the means to transfer specialist
products to BAU, Plan SLAs
3.
Confirm required resources
4.
17.4.CS
Request to
deliver a
project
Stage boundary
approaching
17.4.1-4
(17.4.)
A20-PID { Create A2Business Case

(Detailed) }
A19-Project Brief { A21-Project Product

Description, Pj Approach }
1.
Define stage boundaries
A14-Lesson Log
2.
Confirm strategies integrate as a set and
A20-PID
(A22-QMS,
A6-CfgMS,
A24-RMS
}
Plan
}
(P-PS, A-PM, R-PS)
controls match project significance & difficulties
A14-Lesson Log
3.
Allocate tolerances and decision making
A25-Risk Register
A20-PID (A22-QMS,
authorities
in ExamCram
role descr),Assessed
amend by GRM 07032011 P2-5th Ed 2011 Logical Model Ltd p2@logicalmodel.net
Logical
Model Ltd 0845 2 57
57 07 (& noteP2
A20-PID={Pj Controls, Role Desc &
A6-CfgMS,
1.
Do Investment analysis with Time & Costs from Project Plan
assignments as required for best use
PMT Structure} (P-PM
A24-RMS }
2.
Assess uncertainties, benefits & their tolerances
4.
A=ESUSS, R-PA)
3.
Determine who/ when/how/ and current baseline of each
update
DoubleHeaded Create
expected benefit capture in the A1-Benefits Review Plan
A19-Project Brief { Outline A2-Business Case }
A19-Project Brief
Authorize
the project
1st Delivery Stage
13.4.1
12.4. 13.4. initiation
16.4.
Create A1-Benefits
Review Plan
17.4.
Ctl
Project Controls
PMTs Project Management Team Structure
Rd
A1
A2d
Business Case
A4
A6
Configuration Management Strategy
A16p Projct Plan
A17
Product Description
A20
A22
A24
A5

DPpid-A
SU3-A,
DPpid-A
DPpid-A
DPpid-A
DPpid-A
DPpid-A
DPpid-A
SU3-P, IP6-U
IP5-R
IP6-R
DPpid-A
DPpid-A
SU5-P, IP6-U
SU5-R, IP5-R, IP6-R
DP2-A,
DP3u-A,
DP5u-A
DP5u-A,
??-A(sb3)
DPpid-A
DPpid-A
DPpid-A
DP2-A,
DP3u-R,
DP5u-R
DP5u-A,
??-A(sb3)
DPpid-A
DPpid-A
DPpid-A
DP2-A,
DP3u-R,
DP5u-R
DP5u-A,
??-A(sb3)
DPpid-A
DPpid-A
DPpid-A
IP7-P, CP3-Ru
DP2-A,
DP2-R,
DP3u-R, DP3u-A
??-R(sb1),
??-R(sb5)
DP2-A,
DP3u-A
DP2-A,
DP3u-A
IP8-P, SB1-U, SB5- DP2-R, DP3u-R, IP8U

R, SB1-R, SB5-R
DPpid-A
DPpid-A
DPpid-A
DPpid-A
DPpid-A
DPpid-A
IP3-R
IP1-P
IP2-A, IP6-A, CS1-A,
CS2-A, CS3-A, CS8U, SB1-P-CrU, SB5RCrU, CP3-A
DP2-A,
DP3u-A,
DP5u-A
DP5u-R,
??-R(sb3)
Project Board
Change Authority
Team Manager
Project Support
Project Assurance
Project Manager
Senior Supplier
Senior User
Executive

exists (mostly within pid)
CoPM
Products Involved In IP
DP2-R, DP3u-R,
DP5u-R, IP7-R, CP3R, -----IP7-P, SB3-U
DP5u-R, IP7-R, Sb3R,
IP4-P
IP4-R
IP2-P
IP2-R
IP6-P, SB2-U, CP1- IP6-R, SB2-R, CP1U, CP2-U
R, CP2-R
DP[A16]-A DP[A16]-A DP[A16]-A IP6-P
IP6-R
IP3-R
IP1-R
IP2-R, IP6-R, CS1-R, IP2-P, IP6-P, CS1- MP1-R, MP2CS2-R, CS3-R, SB1- P, CS2-P, CS3-P, R, MP3-R,
MP2-U
R, SB5-RCrU, CP3-R CS8-R, MP2-U,
SB1-R, SB5-PCrU,
CP3-U
Products In IP Page: 1 of 2
Products Involved In IP
A12
Issue Register
IP2-A, CS1-U, CS2- IP2-R, SB1-R, SB2R, SB3-R

U, CS4-U, CS6-U,
CS7-U, CS8-U, SB1U, SB2-U, SB3-U,
CP2-U, CP5[close]
IP2-P
A23
Quality Register
A25
Risk Register
IP3-A, CS1-R, SB1Ru, SB5-Ru,

CP5[close]
IP1-A, CS1-U, CS2U, CS4-U, CS6-U,
CS7-U, CS8-U, SB1U, SB2-U, SB3-U,
SB5-U, CP5[close]
IP3-P, CS1-P, ??- MP1-R, MP2P(mp2), SB1-U, R, ??SB5-Ru

R(sb5u)
IP1-P
IP3-R, CS1-R, SB1R, SB5-Ru

IP1-R, SB1-R, SB2R, SB3-R, SB5-Ru
Products In IP Page: 2 of 2
SU6 IP6
SB1 SB5 SB2 MP1
A.16.2, 7.2.3, 7.3.3-7.3.8,
12.4.6, 13.4.1-13.4.3, 13.4.5, 14.4.6, 14.4.7, 15.4.1-8, 16.4.1-3, 17.4.4, 18.4.1, C/ Table 7.1
SU
12.4
IP
14.4
7.3.2 Designing a Plan
1.
Select presentation
formats and layouts EG for
approval, day-to-day use) to
ensure clarity by recipients
2.
Identify recipients
3.
Define plan levels, planning
tools, monitoring and
estimating methods suited to
each facet of the project
4.
Agree how to include change
and contingency allowances
in plan
5.
Follow local and supplier
planning standards & any
customer stipulations
(A20 PID {A6 CMS}

7.3.3 Defining and Analysing Products
(Normal starting point, Home of PBP)
1.
SU writes the A21-Project Product Description
2.
Team workshop decomposes A21 in PBS
Note external products and associated risks
3.
Experts write A17-Product Descriptions to state AC
4.
Create the PFD
CS
Product Checklist 15.4


1.
Plan

Design
Product Flow Diagram (PFD)

optimism
A.17 Product Descriptions
2.
A.5 Configuration Item Records
A25-Risk Register
7.3.4 Identifying Activities and Dependencies (iterates with 7.3.2+6)
Project Approach
1.
List activities from PFD (Activity On Arrow network) or add
Life-cycle tasks to PBS and create a WBS
A19-Project Brief or A20 PID
Include all management, risk and quality activities
CoP Planning Standards

2.
Show internal & external dependencies,
Create a Precedence Diagram*
(Supplier Standards)
An iterative, step-wise
refinement process
MP 16.4
List of Activities

Estimating training
Dependencies
* Pg.70 is flat-wrong. AON never was an Arrow Diagram. ADM is for AOA networks. Guide to the
PMBoK 4th Ed. no longer even mentions them, its 6.2.2.2 Pg. 133 in the 3rd Ed. Of G-2-PMBoK
10

A.16.2, 7.2.3,
7.3.3-7.3.8, 12.4.6, 13.4.1-13.4.3, 13.4.5, 14.4.6, 14.4.7, 15.4.1-8, 16.4.1-3, 17.4.4, 18.4.1, C/ Table 7.1
DP3 DP2 DP4 DP1 CS1
CS
cklist 15.4
SB
17.4
MP 16.4
All currently available planning Information

Resource Availability

1.
S)
optimism
2.
7.3.7 Analyse the risks

(in parallel with 7.3.2-7)
1.
Assess risks and address by reperforming activities 7.3.2 to 6
2.
Ensure risk countermeasures are
match project boards risk appetite
A25-Risk
Register
Assessed Plan
Schedule
7.3.6 Scheduling (iterate with all 7.3 activities)

1.
Critical Path Analysis of the precedence network
using estimated durations (D) to establish initial schedule
2.
Assess resources, availability (A) & experience (productivity (P))
3.
Assign resources to tasks and determine
loading profile, re-estimate and re-assess durations
based on assigned resources (D = effort (E) / (PxA))
Ensure tasks have a committed point of accountability
4.
Level and smooth the resource profile for activities in ascending
List of Activities
6)
order of float (Critical path first). Re-assess D=E/(PxA)

5.
Agree control points with the project board and add product
approval and end-stage activities, resources and duration
6.
Define milestones [ Set dates for those properly defined!]
Estimating training
P2-5th Edresource
2011 Logical
Modeland
7. 07032011
Calculate
totals
demand profiles, risk and
Dependencies
change budgets, tolerances, cash flows and Planned Value
DM is for AOA networks. Guide to the
8.
Translate to presentational form: EG Gantt, or Checklist
rd
133 in the 3 Ed. Of G-2-PMBoK
Product Completed Plan

Checklist
for Approval
7.3.8 Document the plan

1.
Using plan design: consolidate
schedule, costs, risks &
countermeasures, controls &
tolerances, constraints,
assumptions, external
dependencies
Add explanatory narrative to
describe what is covered, the
approach to planning, execution
and quality, monitoring and
reporting (Checkpoint, Highlight,
End Stage, End Project) &
controls
Format appropriately
for daily use or
project board presentation
2.
[ Quality check the plan for
complete and reasonable
3.
Finalise the Product Checklist ]
Plan Design
10
11

SU, IP, SB, CP, DP

Project Manager
1.
COPM
A.16.2, 7.2.3, 7.3.3-7.3.8, 12.4.6, 13.4.1-13.4.3, 13.4.5, 14.4.6, 14.4.7, 15.4.1-8, 16.4.1-3, 17.4.4, 18.4.1, C/ Table 7.1
Project
Board

1.
Board Approve Pj
Approach and Init
Stage Plan ( and
A19-Project Brief)
2.
Commit resources
to execute plan

Project
lessons
manager 1.
lessons
approach and
assemble the Project
Brief
1.
PM suggests an
Approach to the Exec
to Approve (in 13.4.1)
stage
1.
PM considers if
CS/MP apply to
Initiation Stage
2.
PM Create Init plan
match constraints (eg
dates), address risks,
set controls &
tolerances

1.

1.
execute
2.
project or re-plan

1.
PM considers planning lessons, A19-Pj Brief, A25RiskReg, 4 Strategies, planning standards & format
needs of audiences (EG is a Product Checklist OK?*)
2.
PM/PS Select planning & control tools, estimating
methods
3.
PM runs workshops to create PBS, PD, & PFD, define
task & dependencies for Specialist & Management
Products
4.
PS Add A5-CIR
5.
PM adds Change budget & Risk responses into plan
6.
Estimate tasks & resources, calculate expenditure, time &
add to A16-Pj Plan
7.
PS Adds quality reviews to A23-QR
8.
Document plan (write any useful notes)
1.
PM adds A16-Pj Plan info to A2-Business Case
14.4.8 Assemble the Project Initiation Documentation (A20-PID)
1.
PM integrates A16-Pj Plan to A20-PID
Plan Delivery Stage: In a 2 stage project include A16-Stage Plan in
the A16-Project Plan

1.
closure
Board approve
2.
A8-EndPjlRpt
for deviations
3.
from approved
Plans

1.
PM checks for changes to CQE/ AC/ PID/ Strategies/ Controls/
Role holders
2.
PM runs workshops to create the A16-StagePlan as per 14.4.6
steps 1,3,4*,6 (Stage not Project Plan),7,8
3.
If last stage PM ensures Closure is planned
1.
PM Updates A16-Pj Plan actuals and forecasts from revised
A16-Stg Plan
2.
PM Applies any changes to A21-PjPdD, Pj context, PID/
Strategies/ Controls/ P2 tailoring/ Risks & Issues
1.
PM Applies A16-Pj Plan cost & timings to A2-BC justification
1.
PM reports achievement vs old A16-Stage Plan & expresses
view in A9-End Stage Report on meeting A16-Pj Plan

closure
1.
PM Updates A16-Pj
Plan from stage
actuals (up to date
A16-Stage Plan)
closure
1.
At 18.4.1 Step 1
2.
PM may create an
A16-Exception Plan
for work to Salvage
& Make Safe
18.4.4 Evaluate the

Project
1.
PM reports in A817.4.5 Produce an Exception Plan
End Project Report
1.
PM uses A10-Exception Report to assess current status vs. plan
how project
in exception
performed vs plans
2.
Update relevant items: as 17.4.1 step 1
& targets
3.
Plan as 14.4.6 steps 1,3,4,6 (Possibly Project & Stage Plan) ,7,8
Team
Manager
* A Product Checklist is a list of top level products from the Project level PBS with baseline/ expected/ actual delivery dates
11
12

DP-duplicated, CS, MP

Project Manager
1.
COPM
A.16.2, 7.2.3, 7.3.3-7.3.8, 12.4.6, 13.4.1-13.4.3, 13.4.5, 14.4.6, 14.4.7, 15.4.1-8, 16.4.1-3, 17.4.4, 18.4.1, C/ Table 7.1
Project
Board
Project
manager

1.
Board Approve Pj
Approach and Init
Stage Plan ( and
A19-Project Brief)
2.
Commit resources
to execute plan
PP
D
/
D
S
/
CCS
DDaayy
JJoobb

1.

risks
1.
PM assesses R+I for impact on plans
2.
PM Add work-packages for selected
responses to plans

1.
execute
2.
project or re-plan

1.
closure
Board approve
2.
A8-EndPjRpt
for deviations
3.
from approved
Plans

1.
PM assesses (actual or potential) untreated
deviations impact & all potential responses
for impact on plans
2.
PM presents concern & options to board at
13.4.4

1.
PM uses A16-Stage Plan in creation of

1.
PM updates A16-StgPlan by adding or 1.
PM updates A16-Stage Plan actuals & forecasts using A12-IR,
amending A26-WkPkgs to maintain
A25-RR, A23-QR, A3-ChkPt, A5-CIR & A18-PSA, resourcing
projects progress in stage tolerances
status and corrective actions at frequency in Stage Plan
2.
PM analyses baseline vs actual to allocate new work-packages
or instigate (new) corrective actions
3.
PM triggers planning of next stage
1.
PM extracts Product/ Controls/ Strategies/ Reporting/
Constraints from A16-Pj/ Stage Plan (or Team Plan) & A20-PID
2.
PM review TMs Team Plan and revise Stage Plan if needed
3.
PS add quality reviews to A23-QR
4.
PM/TM Agree report & escalation regime

1.
PM updates A16-Stage Plan for
progress logged to A23-QR and
forecast ETCs
2.
PM & TM agree status
3.
PS update A5-CIR for status
Team
Manager

1.
TM create Team Plan to confirm constraints achievable
(may have been performed when Planning the Stage)
2.
SS approves Team Plan
Execute a Work Package

Team work to plan
1.
TM updates Team Plan to
TM updates Team Plan with actuals & ETCs
show A26-WkPkg completed
TM Reports via A3-Checkpoint Reports
PP
M
/
M
S
/
CCS
16.4.2
1.
2.
3.
15.4.3 Receive completed Work

Packages
1.
PM checks A23-QR &
updates A16-Stage Plan to
show A26-WkPkg complete
2.
PS update A5-CIR
12
13
SB:P:2-4,5 Activities Within

Managing Stage Boundaries (SB) Process
SB:P:2-4 The activities within SB and the responsibilities within them

SB:P:2-5 How the seven themes may be applied within the SB process
17.4.1 17.4.2 17.4.3 17.4.4 17.4.5

17
PG:P:2-, End Stage Report, Exception Report, Lessons Report

A.14.2 A.9.2 A.10.2 A.15.2, 13.4.3-5, 17.4.4, C/Table 10.2
1.
Update any changes to CQE/ AC/
Strategies/ Controls/ Roles
2.
Create A16-Stage Plan of task & resource
schedule to create products in stages scope
(from A16-Pj Plan)
3.
Create PBS/ A17-PD/ A5-CIR
4.
Add risks, issues and quality records
A5

1.
Note exception processing vs. issue records
2.
Update PID as useful vs. {CQE/ AC, Approach,
Strategies, Controls, Role holders }
3.
Consider A10-Exception Report and Create the
exception plan to cover products in scope of
exception stage & create A5-CIR/ A17-PD/ A23QR as required perhaps update PBS/ PFD too!
4.
Update A12-IR+A25-RR as required
Quality Register

1.
Apply progress from last stage,
refinements from new stage-plan,
changes to end-point, impacts of
Risk, Issue & Changes, P2
tailoring needs, Strategy, Control
or team changes
A16-Exception Plan {
A17-Product Description}
A23
A10-Exception
Report
PID
(current) A16-Stage
Plan
Configuration Item
Records
Delivery Stage
(next) A-16-Stage Plan {

A17-Product Description }
A20
A12-Issue Register
A25-Risk Register
1st
A12-Issue Register
A25-Risk Register
A20-PID {A16-Project Plan }
A1
Benefits
Review Plan
A12-Issue Register
A25-Risk Register

1.
Reassess organisational risk appetite & capacity, current aggregate project
risk and tolerances
2.
Revise the A1-Benefits Review Plan & add any realised benefits or affect of
RFCs and changes to business context, realistic targets et.al.
17.415.4
Request to approve [next

SB. CS
stage/ exception] plan
A9
End Stage Report {
A15-Lesson Report,
Follow-On-Action-Recommendations }

1.
Seek project board approval to
continue vs. Pj Plan, A2-Business
Case and risks
2.
Provide comments on current stage
under and over achievements:
Benefits/ Team/ R+I/ Products
produced, Quality Reviewed &
Handed over to all noted in the A4CmMS
3.
Suggest FOARs
4.
Create a A15-Lesson Report if useful
update
DoubleHeaded
Create
18.4
CP.
A20-PID { A2-Business Case}

A20-PID {A4-Communications
Management Strategy }
A14-Lesson Log
17.4
13.4.4 Give ad
hoc direction
Logical Model
Ltd 0845 2 57 57 07
SB.
Stage boundary
approaching

Exception Plan
Initiation Stage
12.4 13.4 Exception Plan

SU.A20DP.PID
A14 14.4
Lesson Log15.4
CS
IP
13
16.4
MP.
A2d
Business Case
A16p Projct Plan

Exception Plan
A16n Next Stage Plan
A20 Project Initiation Documentation
A5
A12
Issue Register
A23
Quality Register
A25
Risk Register
A9
End Stage Report

Follow-on-Actions Recommendations
DP5u-R, ??- DP5u-A, ??- DP5u-A, ??- DP5u-A, ??- IP7-P, SB3-U
R(sb3)
A(sb3)
A(sb3)
A(sb3)
DPpid-A
DPpid-A
DPpid-A
IP6-P, SB2-U, CP1-U, CP2U
DP3-A
DP3-A
DP3-A
SB5-P
DP3-A
DP3-A
DP3-A
SB1-P
DP2-R,
DP2-A,
DP2-A,
DP2-A,
IP8-P, SB1-U, SB5-U
DP3u-R, ??- DP3u-A
DP3u-A
DP3u-A
R(sb1), ??R(sb5)
IP2-A, IP6-A, CS1-A, CS2A, CS3-A, CS8-U, SB1-PCrU, SB5-RCrU, CP3-A
Project Board
Change Authority
Team Manager
Project Support
Project
Assurance
Project Manager
Senior Supplier
Senior User
Executive

(mostly within pid)
CoPM
Products Involved In SB
DP5u-R, IP7-R,
Sb3-R,
IP6-R, SB2-R, CP1R, CP2-R
DP3-R, SB5-R
DP3-R, SB1-R
DP2-R, DP3u-R,
IP8-R, SB1-R, SB5R
IP2-R, IP6-R, CS1R, CS2-R, CS3-R,
SB1-R, SB5-RCrU,
CP3-R
IP2-P, IP6-P, CS1- MP1-R,

P, CS2-P, CS3-P,
MP2-R,
CS8-R, MP2-U, SB1- MP3-R,
R, SB5-PCrU, CP3- MP2-U
U
IP2-A, CS1-U, CS2-U, CS4- IP2-R, SB1-R, SB2- IP2-P
U, CS6-U, CS7-U, CS8-U, R, SB3-R
SB1-U, SB2-U, SB3-U, CP2U, CP5[close]
IP3-A, CS1-R, SB1-Ru, SB5- IP3-R, CS1-R, SB1- IP3-P, CS1-P, ??R, SB5-Ru
P(mp2), SB1-U,
Ru, CP5[close]
SB5-Ru
IP1-A, CS1-U, CS2-U, CS4- IP1-R, SB1-R, SB2- IP1-P
U, CS6-U, CS7-U, CS8-U, R, SB3-R, SB5-Ru
SB1-U, SB2-U, SB3-U, SB5U, CP5[close]
DP3-A
DP3-A
DP3-A
SB4-P
DP3-A, DP5- DP3-A, DP5- DP3-A, DP5- SB4-P, CP3-PCrU
A
A
A
MP1-R,
MP2-R, ??R(sb5u)
DP3-R, SB4-R
DP3-R, DP5-R,
SB4, CP3-R
Products In SB Page: 1 of 2
Products Involved In SB
A15
Lessons Report

DP5-A
DP3-A, DP5- DP3-A, DP5- DP3-A, DP5- SB4-P[distribute], CP4-P

A, DP5-R
A, DP5-R
A, DP5-R
DP3-R, DP5-R,
SB4-R, CP4-R
Products In SB Page: 2 of 2
14
13.4.2 Authorize the project (DP2)
12.4.
13.4.
A14
A20
A1
Request to deliver a project

Lessons Log
Initiation Stage
DP2 Authorize the project (13.4.2)

Performed in parallel with 13.4.3 Authorising a Stage (or exception) Plan
Decide if the whole proposition is attractive enough to invest in the project
1. Review/ Approve the A20-PID (Review may be delegated to Project Assurance)
Adequate & tailored Strategies, Controls, Budgets, Tolerances, Commitments in
place for Project Board to pursue the benefits, All roles/ rights/ duties/ limits agreed
2. A1-Benefits Review Plan acceptable to CoPM
3. Authorise the PM or close the project
4. Tell the wider stakeholder community
A21
Product
Description
st Specialist
14.4.Approved
CS 1Project
17.4.CS
Stage
A1 Approved Benefits Review Plan
Premature closure
Delivery Stage
17.4. CS
17.4. 16.4.
update
DoubleHeaded
Create
14
18.4.
15
Interested Parties
12.4
SU
13.4 DP

End Stage Report {
Recommendation }
Exception Plan
A20
A9
Initiation Stage
update
DoubleHeaded

1. Decide whether to continue (commit resources, set tolerances on stage) or request
a re-plan or close the project, based on:
2. Review/ Approve End Stage Report (& Pass on FOAR), check any Lessons
Reports, Risk level
3. Verify any product handovers (into operations and maintenance via Config
management) are sustainable in use and approve
4. Approve Stage/ Exception Plan, All new product descriptions
5. Verify Project plan, Strategies, Controls and Role assignment viability, Business
Case, Benefits Review plan Update PID if Reqd

A9 Approved (current) End Stage Report {
IP
CSif updated
SB CS
1st Specialist
A1 Approved
BenefitsStage
Review Plan
Delivery Stage
17.4 CS
SB
Premature
closure
Last Specialist
Stage
17.4 16.4 MP

P2SB
Create
Specialist Product
Confirm Approval
When you return to work after an exam-cram will you be able to guide your Project board
members to fulfil their roles adequately? If you would like help please contact us
15
18.4
CP
Controlling a Stage (CS)

Managing Product
Delivery (MP) and
[13.4.4 Give ad hoc
direction]
The Middle
16
17
CS:F:2-4,5 and MP:F:2-4,5 Activities of Controlling
a Stage (CS) and Managing Product Delivery (MP)
How the seven themes may be applied within the CS & MP 15, 16
PG:P:2-9 A26-Work Package

Team Plan
CS:P:2-5, MP:P:2-4
CS:P:2-4 MP:P:2-5 The activities within CS & MP and the responsibilities within them
15.4.1 15.4.2 15.4.3 15.4.4 15.4.5 15.4.6 15.4.7 15.4.8 and 16.4.1 16.4.2 16.4.3
PG:P:2-9 [ Apdx-A entries,] life-cycles and roles involved in: Work Package, Lessons Log, Checkpoint Report, Highlight Report, End Stage Report, Exception Report, End Project Report, Lessons Report
A.26.2 A.14.2 A.3.2 A.11.2 A.9.2 A.10.2 A.8.2 A.15.2 15.4.1-2, 16.4.1-2, 12.4.2, 15.4.5 13.4.3-5, 17.4.4 15.4.7, 18.4.4, C/Table 10.2

removes
A16-Stage Plan
P-PM,this
R-PA
or Exception Plan
Initiation Stage
Stage Authorisation
or
14.4.
CS
Corrective Action
New Work-Package
A25-Risk Register
A12-Issue Register
A16 Stage Plan

3. Set CIRs to WIP
Team Plan

1st Delivery Stage

13.4.3
Authorize a Stage
or Exception Plan
17.4CS 18.4.
SB
Last Delivery Stage
12.4.

Releasable
A5-Configuration
A23-Quality
Item Record
Register
A16-Team Plan
A26-Wk-Pkg
A26-Work Package
A16-Team Plan
A26-Wk-Pkg
Notice of Completed
A20-PID
Work-Package
criteria
16.4.
Logical Model
0845 2 57 57
07
Agree:LtdCIhandover/
approval,
Agree: Tolerances & escalation
7. Assess status vs Team Plan Hold Checkpoints, raise A3Created Specialist Products
3. Add any risks
update17.4. DoubleHeaded
Create
A26-Wk-Pkg
17
A16c
Stage Plan [current]

Team Plan
A26
A5
Work Package
Specialist Products
Approval Records
A23
Quality Register
A3
New Issue
New Risk
Checkpoint Report
DP4-P
DP3-A
DP3-A
DP4-P
DP4-P
CS1-U, CS2-U, CS3-U, CS1-R, CS2-R, CS3-R,

CS4-U, CS8-U
CS8-R
??-A(mp1) CS1-R, CS2-R, CS1-A, ??- MP1-R, MP2-R, MP3-R
R(mp3)
CS1-P, ??-A(mp3)
CS1-R, MP3-R
DP3-A
??R(mp2)
MP2-R
??-R(mp2)
MP2-R
IP2-A, IP6-A, CS1-A,
IP2-R, IP6-R, CS1-R,
CS2-A, CS3-A, CS8-U, CS2-R, CS3-R, SB1-R,
SB1-P-CrU, SB5-RCrU, SB5-RCrU, CP3-R
CP3-A
IP3-A, CS1-R, SB1-Ru, IP3-R, CS1-R, SB1-R,
SB5-Ru, CP5[close]
SB5-Ru
DP4-P
??-R(mp2)
??-R(mp1/2)
CS2-R
Project Board
Change Authority
Team Manager
Project Support
Project Assurance
Project Manager
Senior Supplier
Senior User
Executive

R=Reviews, U=Updates, uR=Reviews if updated, ??-X(ID)=ID
notes X is done elsewhere but no
matching entry exists (mostly within
pid)
CoPM
Products Involved In MP
MP1-R
MP1-P, MP2-U, MP3-U
MP1-A, MP3Pu
MP2-P
MP2-R
MP2-P[obtain]
IP2-P, IP6-P, CS1-P, CS2- MP1-R, MP2-R, MP3-R,
P, CS3-P, CS8-R, MP2- MP2-U
U, SB1-R, SB5-PCrU,
CP3-U
IP3-P, CS1-P, ??MP1-R, MP2-R, ??P(mp2), SB1-U, SB5-Ru R(sb5u)
MP2-P
MP1-P, MP2-P
MP2-P
Products In MP Page: 1 of 1
15.4.1 15.4.2 15.4.3 15.4.4 15.4.5 15.4.6 15.4.7 15.4.8
18
CS:F:2-4,5 Controlling a Stage PG:P:2-9 A11-Highlight Report
Project managers Day Job & Board interface in Detail (CS)
15
PG:P:2-9 [ Apdx-A] entries, life-cycles and roles involved in: Work Package, Lessons Log, Checkpoint Report, Highlight Report, End Stage Report, Exception Report, End Project Report, Lessons Report
A.26.2 A.14.2 A.3.2 A.11.2 A.9.2 A.10.2 A.8.2 A.15.2 15.4.1-2, 16.4.1-2, 12.4.2, 15.4.5 13.4.3-5, 17.4.4 15.4.7, 18.4.4, C/Table 10.2
A12-IR+A25-RR
Log
fee. A commercial
licence (License@logicalmodel.net) removes this note: Please report unlicensed commercial use & share in fees levied
or Exception Plan
Initiation Stage
14.4.
CS
A7

PID {A4-CmMs}
Stage Plan

A23
A18
A3
A5
A16-Stage Plan{
A17-Product
Descriptions}
A22-QMS, A6CfgMS }
Quality Register
Checkpoint Report
A12-IR+A25-RR
Corrective Actions
A13
Highlight
Reports

or Exception Plan

Daily Log
A16
A11
Issue Report
Corrective action
17.4.CS 18.4.
Project Bd Advise
Tolerance Threat
Last Delivery Stage
A20
12.4.
Request for Advice

Stage Boundary
Approaching
17.4.1-4
(17.4.)
Project End
Approaching
New Work-Package
A5

A14-Lesson Log
18.4.1-4
(18.4.)
A16 Stage Plan
P
CCSS--MMPed
pliffi ied16.4. A26-Wk-Pkg
SSim
impli
update
DoubleHeaded
Create
17.4.
A16-Stage Plan
A16-Team Plan
A16-Team Plan
A23-Quality
Register 16.4.
18

19
PG:P:2- Apdx-A entries, life-cycles and roles involved in: Work Package, Lessons Log, Checkpoint Report, Highlight
Report, End Stage Report, Exception Report, End Project Report, Lessons Report
A.26.2 A.14.2 A.3.2 A.11.2 A.9.2 A.10.2 A.8.2 A.15.2 15.4.1-2, 16.4.1-2, 12.4.2, 15.4.5 13.4.3-5, 17.4.4 15.4.7,
18.4.4, C/Table 10.2
Interested Parties
12.4.
13.4.
Change of context
Exception Raised

A13-Issue Report

Initiation Stage
14.4. CS
17.4.CS
Delivery Stage
17.4. 16.4.
update
DoubleHeaded

ESUSS, (P)-PM, R-PA
17.4. CS
Premature closure
Create
19
18.4.
20
CS:F:2-4,5 Activities in Controlling a Stage PG:P:2-9 A10-Exception Report
CoPM
Risk, Issue, Tolerance Threat and Board Interface (CS)
PG:P:2- Apdx-A entries, life-cycles and roles involved in: Work Package, Lessons Log, Checkpoint Report, Highlight Report,
Stage Report, Exception Report, End Project Report, Lessons Report
o End
A.26.2 A.14.2 A.3.2 A.11.2 A.9.2 A.10.2 A.8.2 A.15.2 15.4.1-2, 16.4.1-2, 12.4.2, 15.4.5 13.4.3-5, 17.4.4 15.4.7, 18.4.4, C/Table 10.2
Capture
Examine
Propose
Decide
15
15.4.1 15.4.2 15.4.3 15.4.4 15.4.5 15.4.6 15.4.7 15.4.8
Implement
Project Board
request for advice
Project Level
Tolerance Threat
Premature close
Raise New Issue
14.4.
A16
A20
Capture
CS
A12
Stage
Plan
PID {A4-CmMS,
A6-CfMS,
A2-Business Case,
A16-Pj Plan }
A5-CIR
A7
Examine
Propose
DoubleHeaded
update
A26-Wk-Pkg
17.4.
Tolerance Threat
Corrective Action
A5

- MP P
CSS
C pl-iM
fiedd
Simimplifie
S
A16
Stage Plan

Issue Register
Corrective Action
16.4.
A11
Request for Advice
A16-Team Plan

Highlight Reports
17.4.CS 18.4.

A7
A11
A20
PID {
A2-Business Case,
a16-Project Plan }
A20
A16
A12
A15
A14-Lesson Log
A3
A23
A18

1.
Daily Log
old Highlight
Reports
PID {A4-CmMs}
Stage Plan
Issue Register
Lesson Report
Checkpoint Report
Quality Register
New Issue or
Risk
Stage Boundary
Approaching
Project End
Approaching
A16-Stage Plan
Raise New Issue

17.4.5,2-4
(SB)
17.4.1-4 (SB)
18.4.2-5 (CP)
18.4.1,3-5
(CP)
16.4.
A23-Quality
Register
A16-Team Plan
P2 ExamCram
Assessed
A23-Quality
Register

Exception Plan
Project Bd Advise

Stage Plan
Exception Report
Delivery Stage
Exception Raised
A16
A25-Risk Register
Daily Log
Implement
1st
Issue Register
Decide
A10
Issue Report

A13
A12
A16-Stage Plan{
A17-Product
Descriptions}
A13

Case
Initiation Stage
New
Issue
or
Risk
Request for Advice
Last Delivery Stage
12.4. 13.4.3
13.4.Exception
Plan
20
A26-Work Package
A16c Stage Plan [current]
CS1-U, CS2-U, CS3-U,

CS4-U, CS8-U
??-A(mp1) CS1-R, CS2-R, CS1-A, ??R(mp3)
CS1-P, ??-A(mp3)
Team Plan
CS1-R, MP3-R
IP2-R, IP6-R, CS1-R, CS2- IP2-P, IP6-P, CS1-P,
R, CS3-R, SB1-R, SB5CS2-P, CS3-P, CS8-R,
RCrU, CP3-R
MP2-U, SB1-R, SB5PCrU, CP3-U
MP1-A, MP3Pu
MP1-R, MP2-R, MP3-R,
MP2-U
A7
Daily Log
A12
Issue Register
A14
Lessons Log
A23
Quality Register
A25
Risk Register
IP1-A, CS1-U, CS2-U, CS4- IP1-R, SB1-R, SB2-R,

U, CS6-U, CS7-U, CS8-U, SB3-R, SB5-Ru
SB1-U, SB2-U, SB3-U,
SB5-U, CP5[close]
A3
A10
Checkpoint Report
Exception Report
CS2-R
CS7-P
SU1-P, SU3-U, SU4-U,

SU5-U, SU6-U, CS6-U,
CS8-U, CP5[close]
U, CS6-U, CS7-U, CS8-U, SB3-R
SB1-U, SB2-U, SB3-U,
CP2-U, CP5[close]
DP4-R, DP4-R DP4-R

?DP4-A?
SU2-P, CS4-U,
CP5[close]
IP3-A, CS1-R, SB1-Ru,
SB5-Ru, CP5[close]
Project Board
Change Authority
MP1-R
Work Package
DP2-R DP2-R
Team Manager
CS1-R, CS2-R, CS3-R,

CS8-R
MP1-R, MP2-R, MP3-R
A26
A5
SU2-R,
DP2-R
Project Support
Project Assurance
Project Manager
Senior Supplier
Senior User
Executive

R=Reviews, U=Updates, uR=Reviews if updated, ??-X(ID)=ID
notes X is done elsewhere but no
matching entry exists (mostly within
pid)
CoPM
Products Involved In CS
MP1-P, MP2-U, MP3-U
IP2-P
DP2-R
IP3-R, CS1-R, SB1-R,
SB5-Ru
IP3-P, CS1-P, ??P(mp2), SB1-U, SB5Ru

IP1-P
MP1-R, MP2-R, ??R(sb5u)
MP2-P
DP4-R, CS7-R
Products In CS Page: 1 of 2
Products Involved In CS
A11
Highlight Report
A13
Issue Report

DP4-R
DP4-R DP4-R
CS5-P
DP4-R, CS5-R
CS4-U, CS6-P, CS7-U,

CS8-U
CS8-R
Products In CS Page: 2 of 2
Closing a Project (CP)

DP5
Project Close
21
22
CP:P:2-4,5 The Activities Within 18.4 Closing A

Project (CP)
CP:P:2-4 The activities within CP and the responsibilities within them

CP:P:2-5 How the seven themes may be applied within the CP process
PG:P:2-5 Lessons Log, End Project Report, Lessons Report
18.4.1 18.4.2 18.4.3 18.4.4 18.4.5

18
A.14.2 A.8.2, 13.4.3-5, 18.4.4, C/Table 10.2
13.4.5 Authorise Project
Closure
13.4.4 Give ad hoc

direction
15.4
CS
15.4.4 Review stage

Last Delivery
status
Stage

1. Track actuals into the Pj-Plan
2. Check all products approved by authority in the
A17-Product Description or have a concession
3. A21-Project Product Descriptions AC met
4. Advise board to release resources back to CoPM
A18
A20
Premature close
Project end
approaching

PID { A16-Pj-Plan }
A20
PID { A16-Pj Plan }

Create Additional
work estimates

1. Send board closure recommendation and draft closure notification
2. Communicate to stakeholders (as per A4-CmMS) for best press
3. Close logs & registers, secure project records in the Config.
Management System for future audits
18.4
CP.
Prepare Draft project

closure notification
A20-PID { A4-CmMS }
A5-CIR
Obtain Acceptance record's)

1. Prepare FoAR for incomplete products/ issues/ risks/
concessions for appropriate audiences
2. Ensure A1-Benefits Review Plan covers all future
benefits
3. Ensure products have or will meet A6-CfMS handover
stipulations for Support including newly operational
peak (perhaps under an SLA a product in pj scope!)
4. Confirm (secure records of) all acceptances eg Ops
5. Transfer responsibility from the project
6. Mark A5-CIRs released
Close
A12-Issue Register
A25-Risk Register
A7-Daily Log
A14-Lesson Log

A15-Lesson Report }

1. Compare the A20-PID as approved at [13.4.2 Authorise a Project],
1. Check A18-PSA for un-deliverable products
the current version of the PID and Risks/ Issues etc in between
2. Salvage what can be, make safe what cannot ,
2. Facilitate team discussion of events normal/ good/ bad of methods/
Create an exception plan if useful for safe &
tools/ procedures/ strategies/ controls etc use. Record in A8-End
save work
Project Report { PMs report, Performance vs A2-Business Case,
3. Advise CoPM of gap created by projects
constraints and tolerance, performance of: the team & the products
premature end
(plus FoAR). Document context for premature closure
4. Update A12-Issue Register/ A13-Issue Report as
3. Record Lessons observed & agree the recipient. Inc. tailoring of P2
16.4
useful
4. Capture Change, Quality & estimating statistics
5. MP.
Track actuals into Pj-plan
A8-End Project Report { FoAR}
6. Advise board to release resources back to
A20-PID { A6-CfMS }
LogicalCoPM
Model Ltd 0845 2 57 57 07
A12-Issue Register
A25-Risk Register
A20-PID
update
DoubleHeaded
Create
A14-Lesson Log
22
A1
Additional work estimates

Draft project closure notification
A16p
Projct Plan
A5
Acceptance Records
A7
Daily Log
A12
Issue Register
A14
Lessons Log
A23
Quality Register
A25
Risk Register
A8
End Project Report

DP2-A,
DP3u-A,
DP5u-A
??-A(cp2) ??-A(cp2) ??-A(cp2) CP2-P

CP5-P
DP2-A,
DP2-A,
DP2-A,
IP7-P, CP3-Ru
DP3u-A, DP3u-R, DP3u-R,
DP5u-A
DP5u-R
DP5u-R
DPpid-A DPpid-A DPpid-A IP6-P, SB2-U, CP1-U, CP2U
??-A(cp3) ??-A(cp3) ??-A(cp3) CP3-P
SU2-R,
DP2-R
DP5-A
DP3-A,
DP5-A
DP2-R
DP2-R
IP6-R, SB2-R, CP1-R,

CP2-R
CP3-R
IP2-R, IP6-R, CS1-R,
CS2-R, CS3-R, SB1-R,
SB5-RCrU, CP3-R
IP3-A, CS1-R, SB1-Ru, SB5- IP3-R, CS1-R, SB1-R,

Ru, CP5[close]
SB5-Ru
DP5-A
DP3-A,
DP5-A
DP5-A
DP3-A,
DP5-A
Project Board
Change
Team Manager
CP2-R
CP5-R
DP2-R, DP3u-R, DP5uR, IP7-R, CP3-R, ------
SU1-P, SU3-U, SU4-U, SU5U, SU6-U, CS6-U, CS8-U,

CP5[close]
U, CS6-U, CS7-U, CS8-U, SB3-R
SB1-U, SB2-U, SB3-U, CP2U, CP5[close]
SU2-P, CS4-U, CP5[close] DP2-R
IP1-A, CS1-U, CS2-U, CS4U, CS6-U, CS7-U, CS8-U,

SB1-U, SB2-U, SB3-U, SB5U, CP5[close]
CP4-P
SB4-P, CP3-PCrU
Project
Support
Project
Assurance
Project
Manager
Senior Supplier
Senior User
Executive

(mostly within pid)
CoPM
Products Involved In CP
IP1-R, SB1-R, SB2-R,

SB3-R, SB5-Ru
IP2-P, IP6-P, CS1-P,

CS2-P, CS3-P, CS8-R,
MP2-U, SB1-R, SB5PCrU, CP3-U
MP1-R,
MP2-R,
MP3-R,
MP2-U
IP2-P
IP3-P, CS1-P, ??MP1-R,

P(mp2), SB1-U, SB5- MP2-R, ??Ru
R(sb5u)
IP1-P
DP5-R, CP4-R
DP3-R, DP5-R, SB4,
CP3-R
Products In CP Page: 1 of 2
ProductsInvolvedInCP
A15
LessonsReport
A18
LogicalModelLtd2011
DP5A
DP3A,
DP5A,
DP5R
DP3A,
DP5A,
DP5R
DP3A,
DP5A,
DP5R
SB4P[distribute],CP4P
DP3R,DP5R,SB4R,
CP4R
CP1R,CP2R
CP1R,CP2R
CP1P,CP2P
ProductsInCPPage:2of2
23
13.4.5 Authorize project closure (DP5)

12.4
SU
13.4
DP
1.
2.
3.
4.
5.
6.
7.
Confirm customer has received all products within A6-Configuration Management Strategy
guidance. Products are under sustainable Support and fully accepted
Business case and Post-project A1-Benefits Review Plan are current (update if needed),
resourced and committed
Assess latest and original versions of PID & Business case for variances in baselines,
strategies & controls, Costs, Risks and Benefits
Review/ Approve End Project Report: note deviations from baselines
Confirm who receives FOAR, Lessons (Observed) Report
Broadcast project closure notification according to A4-Comms strategy
Disband the project teams including the project board
approved End Project Report {

Lesson Report, FOAR }
Approve updated A2-Business Case
Approve if updated A1-Benefits Review Plan
Draft Closure Notification (p211)

A20-PID {
updated A2-Business Case}
Lessons report
FOAR }
14.4 Initiation Stage

IP
update
DoubleHeaded
15.4 1st Specialist Stage

CS
17.4
SB. 16.4 MP
17.4 15.4
SB CS
Delivery Stage
Create
17.4 15.4
SB CS
Last Delivery Stage
23
18.4
CP
The DPs
Directing
Summarised
24
DP:P:2-4 The activities within DP and the responsibilities within them

13..4.1 13.4.2 13.4.3 13.4.4 13.4.5
DP:P:2-5 How the seven themes may be applied within the DP process
13
25
DP:P:2-4,5 Project Board To PM

Interested Parties
SU
12.4
DP
13.4
13.4.1 Authorize
initiation (DP1)
13.4.2 Authorize
the project (DP2)
13.4.3 Authorize a Stage

(or Exception) Plan (DP3)
Premature
closure
A19
A16
Request to
initiate a
project
Project
Brief
(init)
Stage
Plan
P:PM,
R:PA
(A)ESUSS
A14
A20
A1
CS
1st Delivery Stage
A20
Request to
deliver a project
Lessons Log
Project Initiation
Documentation
Benefits Review
Plan
Authority to initiate a project
Project Now Starts!

A16 Approved initiation Stage Plan
DoubleHeaded
A9
A16
IP
Initiation Stage
update
A1
Request to approve next

Stage Plan
Request to approve
Exception Plan
Project Initiation
Documentation
End Stage Report {
optnl. A15 Lessons
Report
Recommendation }
(next) Stage Plan or
Exception Plan
A21
Specialist product confirm approval
Approved Project
Product Description
SB
MPBenefits
Approved
Review Plan
13.4.4 Give ad hoc

direction (DP4)
13.4.5 Authorize
project closure (DP5))
approved End
Project Report {
Lesson Report,
FOAR }
Approve updated A2Business Case
Approve if updated
A1-Benefits
Review Plan
Premature
closure
Premature
closure
Project manager
request for
advice
Exception
Raised
Corporate advice
& decisions
A11-Highlight
Reports
A10-Exception
Report
A13-Issue Report
Draft Closure Notification
(p211)
A20-PID { Updated A2-Business Case}
A8-End Project Report { Lessons
report, FOAR }
Exception Plan
Request
SB CS
g
je
ia - E
mmaateter riarlsbosss/s/pproroject
e
s
e
h
eeoof ft thetsioen totoyoyouur bitohout tppriroior r 0
s
u
ESUSS, (P)-PM, R-PA
l
a
i
erc ial us enta tion e. W ithou 1,00 0
Project board Advise
CCoommmmegricve aappreresseenstaa licliecenncce.ceWnseeaat t1,00
uir a
to ve
a li ns
ththeemm to /gtieammrereqquIiroefsfer ryoyouu a leiceemeennt t
r
a
bbooaardrd / teendmmeennt t I oeffqeuaalslsaaggreem
d am end Use equ
aaggrereeed apmer ruusese. . Use
pe
Delivery Stage

A1
A9
Approved (current) End Stage Report {
A16
Approved
Stage Plan
Create
A1
Approved if updated Benefits Review Plan
SB CS
UsiniCP
ng
Last Delivery Stage
ls - EGG Us ct
25
DP3-A
DP3-A
DP[A16]-A
DP1-A
DP2-A, DP3u-A
DPpid-A
DPpid-A
DP3-A
DP2-R
DP4-P
DP5-A
DP3-A
DP3-A, DP5-A
DP4-R
DP4-R
A4
A6
A22
A24
A14
A8
A9
A10
A11

Specialist Products
Lessons Log
New Issue
End Project Report
End Stage Report
Exception Report
Highlight Report
DP3-A
DP3-A
DP[A16]-A
DP1-R
DP1-A
DP2-R, DP3u-R, DP2-A, DP3u-A
??-R(sb1), ??R(sb5)
DPpid-A
DPpid-A
DP3-A
SU2-R, DP2-R
DP4-P
DP4-P
DP5-A
DP3-A
DP3-A, DP5-A
DP4-R, ?DP4-A?
DP4-R
IP7-P, SB3-U
IP5-R
IP6-R
SU5-R, IP5-R, IP6-R
DP2-R, DP3u-R, DP5u-R, IP7R, CP3-R, -----DP5u-R, IP7-R, Sb3-R,
IP4-P
IP2-P
SU6-P
IP6-P, SB2-U, CP1-U, CP2-U
IP4-R
IP2-R
SU6-R, DP1-R
IP6-R, SB2-R, CP1-R, CP2-R
DP3-A
DP3-A
DP[A16]-A
DP1-A
DP2-A, DP3u-A
SB5-P
SB1-P
IP6-P
SU5-P
IP8-P, SB1-U, SB5-U
DP3-R, SB5-R
DP3-R, SB1-R
IP6-R
SU5-R, DP1-R
DP2-R, DP3u-R, IP8-R, SB1R, SB5-R
DPpid-A
DPpid-A
DP3-A
DP2-R
DP4-P
DP5-A
DP3-A
DP3-A, DP5-A
DP4-R
DP4-R
IP3-R
IP1-P
??R(mp2)
SU2-P, CS4-U, CP5[close]
??-R(mp2)
CP4-P
SB4-P
SB4-P, CP3-PCrU
CS7-P
CS5-P
IP3-R
IP1-R
MP2-R
DP2-R
SU3-P, IP6-U
SU5-P, IP6-U
IP7-P, CP3-Ru
Team Manager
A16n
A17
A19
A20
Exception Plan
Next Stage Plan
Product Description
Project Brief
A2d
Project
Assurance
DPpid-A
DPpid-A
DPpid-A
DP2-A, DP3u-R,
DP5u-R
DP5u-A, ??A(sb3)
DPpid-A
DPpid-A
DP1-A
DPpid-A
Project Controls
Project Management Team Structure
Project
Manager
DPpid-A
DPpid-A
DPpid-A
DP2-A, DP3u-R,
DP5u-R
DP5u-A, ??A(sb3)
DPpid-A
DPpid-A
DP1-A
DPpid-A
Ctl
PMTs
Rd
A1
Executive
A16p
DPpid-A
SU3-A, DPpid-A
DPpid-A
DP2-A, DP3u-A, DP2-A, DP3u-A,
DP5u-A
DP5u-A
Business Case
DP5u-R, ??DP5u-A, ??R(sb3)
A(sb3)
DPpid-A
DPpid-A
Configuration Management Strategy
initiation Stage Plan
DP1-A
DPpid-A
Projct Plan

exists (mostly within pid)
CoPM
Senior Supplier

Senior User
Products Involved In DP
MP2-P
MP2-P
DP5-R, CP4-R
DP3-R, SB4-R
DP3-R, DP5-R, SB4, CP3-R
DP4-R, CS7-R
DP4-R, CS5-R
Products In DP Page: 1 of 2
Products Involved In DP
A15
Lessons Report

DP5-A
DP3-A, DP5-A,
DP5-R
DP3-A, DP5-A,
DP5-R
DP3-A, DP5-A,
DP5-R
SB4-P[distribute], CP4-P
DP3-R, DP5-R, SB4-R, CP4-R
Products In DP Page: 2 of 2
Pm
Pa
Ctl
Undefined
ProjectMandate
ProjectApproach
ProjectControls
Additionalworkestimates
TailoringofPRINCE2
PrePrince
SU5
IP5
CP2
?!
OrganogramElements
ExecutiveRoleDescription
SU1
AppointedExec
SU1
PMRoleDescription
SU1
AppointedPM
SU1
ProjectManagementTeamRoleDescriptionSU3,IP2,IP5
PMTs ProjectManagementTeamStructure
SU3,IP2,IP5
AppintedPMT
SU3
Rd
AdditionalRoleDescriptions
SU5,IP2,IP5
P22009ManagementProductAccesses
LogicalModelLtd2011
Approved
Input
Reviewed
CellsdefinewhichACTIVITYmakeswhatACCESS(columns)towhichPRODUCT(row)
"*"meansall,"!?"=Notspecified"{...}"=Includedinorincludes
Created/
Updated
ManagementProductvs.
Activity'sCRUDOperations
SU4
IP6,IP8
IP8
IP8
SU3,SU5
SU3,SU5
SU5,IP8
SU5,IP8
ManagementProductvs.Activity'sCRUDOperations
Page1of4
A1
Baselines&Strategies
BenefitsReviewPlan
A2o
A2d
A4
A6
OutlineBuinessCase
BusinessCase
CommunicationManagementStrategy
initiationStagePlan
A16 Plan[Project][Stage][Team]
A16p ProjctPlan
A16c StagePlan[current]
TeamPlan
ExceptionPlan
A16n NextStagePlan
A17 ProductDescription
A19 ProjectBrief
Pd
ProjectBrief{ProjectDefinition}
A20 ProjectInitiationDocumentation
A21
A22
A24
A26
WorkPackage
NewA26WorkPackage
CompletedWorkPackage
SpecialistProducts
ApprovalRecords
AcceptanceRecords
Approved
LogicalModelLtd2011
Input
Reviewed
Created/
Updated
DP3u,IP7,SB3u,CP3u
DP2,DP3,DP5,SB3,SB4
SU4
IP7[Detailed]
IP4
IP2
SU6
SU5
DP5,IP8
IP8,[A20:IP5,IP6,CS5,CS6,CP5and{*}]
IP8,[A20:IP4,IP5,IP6,CS1,CS6,CP3and{*}]
DP1
DP1
IP6
CS1u,CS2u,CS3u,CS4u,CS8u
MP1,MP2u,MP3u
SB5{A17}
SB5{A17}
SB1,SB5
SU1C,SU2U,SU4U,SU5Assemble
IP5,IP8
CS2,CS3,CS4,CS5,CS6,CS7,CS8,SB2,SB4,SB5
CS1,CS2,MP2
DP3,SB2
DP3,CS1{A17},SB2
DP3
DP3U,IP1{RMS},IP2{CfMS},IP3{QMS},IP4{CMS},
IP5{PjCtl+PMTs+Rd},IP6{A16p+PMTs+Rd},IP7{dA2},
IP8{*},SB1{*},SB2u{A16p},SB3u{A2},SB5{*},
CP1u{A16p} CP2u{A16p}
SU4
IP3
IP1
CS1u,CS2u,MP3u
CS4
MP3
MP2
MP2[obtain]
CP3[obtain]
DP2,DP3u,DP5u
DP5u
DP1,IP1,IP2,IP3,IP4,IP5,IP6{Pa+A21},IP7{A2[o]},IP8{PjDef+Pa}
IP8
DP2,DP3,DP5{A2},IP4{A24+A22+A6},IP5{4s&A16!},IP6{4s+PjCtls},IP7{A16p},
CS1{PjCtl+A22+A6},CS4{A2+A16+A1},CS5{A4},CS6{A2+A16+A4+A6},CS7{A2+A16},
MP1{*},MP2{*},SB1{*},SB2{*},SB3{A16p},SB4{A2+A4},SB5{*},CP1{A16p},
CP2{A16p} CP3{A6} CP4{*} CP5{A4}
SU5,IP3,IP6
IP8,[A20:IP4,IP5,IP6,CS1,and{*}]
IP8,[A20:IP4,IP5,IP6and{*}]
CS2,MP1,MP2,MP3
CS1
CS3
DP1
DP2,
DP3U
MP1
Page2of4
A5
Reports&Registers
ConfigurationItemRecords
A7
A12
DailyLog
IssueRegister
A14
A23
A25
LessonsLog
QualityRegister
RiskRegister
A3
A8
A9
A10
A11
A11
A13
A15
A18
NewIssue
NewRisk
Records
CheckpointReport
EndProjectReport
EndStageReport
FollowonActionsRecommendations
ExceptionReport
HighlightReport
HighlightReport,Previous
IssueReport
LessonsReport
PreviousLessonsReports
Input
Reviewed
IP2,IP6,CS1u,CS2u,CS3u,CS8u,MP2u,SB1u,SB5u,CP3u
CS3,CS8,MP3
SU1,SU3,SU4,SU5,SU6,CS6u,CS8u,CP5[close]
IP2,CS1u,CS2u,CS4u,CS6u,CS7u,CS8u,SB1u,SB2u,
SB3u,SB5u,CP2u,CP5[close]
SU2PM,CS4u,CP5[close]
IP3,CS1u,MP1u,MP2u,SB1u,SB5u,CP5[Close]
IP1,CS1u,CS2u,CS4u,CS6u,CS7u,CS8u,Sb1u,SB2u,
SB3u,SB5u,CP5[close]
DP4[raise],MP2[raise]
MP1[raise],MP2[raise]
SU6,IP1,IP2,CS5,CS8
IP3,IP4,IP5,IP6,CS4,CS5,CS7,CS8,SB1,SB3,SB4,SB5,CP3,CP4
SU2Exec SU3,SU4,SU5,SU6,DP2,IP1,IP2,IP3,IP4,IP5,IP6,CS5,SB1,SB4,CP4
CS2,CS3,CS4,CS5,MP3,SB4,CP4
IP2,IP3,IP4,IP5,IP6,IP7,CS2,CS4,CS5,CS7,CS8,SB1,SB3,SB4,SB5,CP3,CP4
CS6
CS6
MP2
CP3{foar},CP4{A15}
SB4{A15+foar}
SB4,CP3[A8]
CS7
CS5
CS2,CS4,CS5
DP5{A14+foar},CP4{foar}
DP3
DP3
SB5
CS5
CS7,CS8
DP3
CS4u,CS6,CS7u,CS8u
PrePrince
LogicalModelLtd2011
Approved
Created/
Updated
DP5
DP3
DP3,DP5
DP3,DP5
SU2
CS4,CS5,SB4,CP1,CP2,
Page3of4
CommunicationofAuthorities
RequesttoInitiateaProject
Authoritytoinitiateaproject
InitiationNotification
Requesttodeliveraproject
Projectauthorisationnotification
StageAuthorisation
AuthoritytodeliveraWorkPackage
Correctiveaction
ToleranceThreat
ExceptionRaised
ExceptionPlanRequest
RequesttoApproveExceptionPlan
RequesttoApproveNextStagePlan
ExceptionPlanAuthorisation
ExceptionPlanApproved
Stageboundaryapproaching
ProjectEndapproaching
ClosureRecommendation
ClosureNotification
Draftprojectclosurenotification
Prematureclose
Requestforadvice
ProjectBoardRequestforAdvice
CorporteAdviceandDecision
PMRequestforadvice
ProjectBoardAdvice
SU6
DP1
DP1
IP8
DP2
DP3
CS1
CS4,CS8
CS4
CS7
DP4
SB4
SB4
DP3
CS4
CS4
CP5
DP5
CP5[prepare]
DP2,DP3,DP4
CS4,CS6
DP4
DP4
LogicalModelLtd2011
Approved
Input
Reviewed
Created/
Updated
DP1
IP1,IP2,IP3
DP1
CS1
MP1
CS1,CS4,CS8
CS7
DP4
SB5
DP3
DP3
CS1
SB1
CP1
DP5
CP2
DP4
DP4
CS4
Page4of4
Organisation
Quality
Risk
Themes
Risk 1 of 2
Risk 2 of 2
Change and CM
C&CM 1/3
C&CM 2/3
C&CM 3/3
A5-CIR & A18-PSA
Progress
Tolerance
Lessons (A14 & A15)
26
27
CoPM
1.
CoPM define Executives & project managers role
descriptions & appoint based on skills & availability:
Exec has duty to deliver a product that will return
the forecast benefits that justify the cost
Organisation
OR:P:2-7 The relationship between the Communication Management Strategy and other
products and themes
5.3.2.2, 5.3.5.3, 8.3.5.5, 10.3.3.4, 13.4.5, 14.4.5, 14.4.6, 14.4.8, 15.4.6, 17.4.4, 18.4.5
A.4.2, 5.3.5.3, 13.4.2-5, 14.4.4-6, 15.4.4-6, 17.4.2, 17.4.4, 18.4.4-5, C/Table 5.1
Project
Board
Project
manager

1.
Board confirm PMT members accept roles
2.
Board obtain/ commit resources to deliver
Initiation Stage
management team
1.
PM perform stakeholder analysis
2.
Consider tailoring of P2 Org
theme to split & combine roles
3.
Define roles & appoint SU & SS
based on project size &
significance, peoples skills & time
& CoPM agreement
4.
Consider Project Assurance,
Team managers, Project Support
5.
Define reporting lines
6.
Consider training needs (eg
quality methods)

1.
PM Adds to/ updates PMTs &
roles to match Pj brief & Pj
approach
Team
Manager

1.
Board obtain/ commit 1.
Board ratify team appointments or changes 1.
Board advise resources providers they are being freed
resources to deliver 2.
Board obtain/ commit resources to deliver 2.
Board transfer concern for resourcing benefits review
project
stage

1.
PM assigns risk management roles in A24-Risk
Management Strategy
14.4.2 Prepare the Configuration Management Strategy
1.
PM assigns config mgmt roles in A6-Configuration
Management Strategy
2.
Board consider need for Change Authority
1.
PM Assigns Q mgmt roles in A22-Quality
Management Strategy (consider links to Corp QA)
14.4.4 Prepare the Communication Mgmt Strategy
1.
PM Assigns comms roles in A4-Communications
Management Strategy
1.
PM adds control duties, authority limits to Role
descriptions
2.
Finalise PMTstructure (as far as can)
1.
PM Updates role descr. If needs
2.
Confirm resource needs (estimating skills)
3.
Include control duties in project plan
1.
PM includes all PMT structure & role definitions
Plan Delivery Stage
15.4.4 Review stage

status
1.
PM considers
resource utilisation,
status, availability,
suitability & outlook
15.4.1 Authorize a Work

Package
1.
PM Assigns A26Work Packages to
Team members/
managers
15.4.3 Receive completed

Work Packages
1.
PM acknowledges
assignment
complete

1.
roles
2.
PM assesses resources to
deliver next stage
1.
PM revises Pj Plan to
reflect changes to the PMT
structure and roles

1.
PM reports on team
performance in A9-End
Stage Report
1.
roles
2.
PM considers resources to
deliver exception plan

closure
1.
advises board to
CoPM

closure
1.
advises board to
CoPM

1.
PM reports on team
performance in A8End Project Report

1.
Team create A16-Team plan to confirm work
and resource constraints are in balance
Roles: 2.3, t3.1 org, 4.3.3bp5, 4.4, t4.1, , 5*, 6.3.1, p55, t6.3, 7.4, t7.1, 8.3.1/ 2, 8.3.5.1/ 4, t8.3, 9.3.1, 9.4, t9.3, 10.2.3, 10.4, t10.2, 12.1/ 2, 12.4.1x/ 3x/ 5x, 13.3, 13.4.1/ 2, 14.4.1-7, 15.3, 16.1, 17.2,
17.4.1/2/5, 19.2, t19.1, f19.1, 19.2.5/6, 19.4.1.2, p219, f19.3, f19.4, t19.2, 19.5.1.1, 19.6.1.2x, 19.8.1, 19.9.1, t19.3, Aintro, a4/ 5.2/ 8.5/ 9.5/ 15.5/ 17.5/ 19.2/ 20.2/ 20.5/ 22.2/ 22.3/ 23.2/ 24.2/ 25.2,
Tb1, ApxC!, e1/4/18/45/46/95, g309-pmt/pmts/pd, 310-qrt/ps, 312-rd/ss, 313tm/12.4./s
27
CoPM
QU:P:2-8
28
CQE (6.3.1.1), AC (6.3.1.2), A22-Quality MS (6.3.1.4),
Product Descriptions (6.3.1.5), A23-Quality Register (6.3.1.6)
Project mandate, prepared by CoPM states CQE
A.21.2, A.17.2, A.22.2, A.23.2, 6.3.1.4, 6.3.1.5, 12.4.4-5, 13..4.1, 13.4.2, 13.4.3, 14.4.3-6, 14.4.6, 15.4.1, 15.4.1-5, 16.4.1-3, 17.4.1, 17.4.2, 17.4.4-5, 18.4.1, 18.4.4-5, C/Table 6.3
Project
Board

1.
Board review A21 and confirm CQE & AC
2.
A19, A21, CQE & AC placed under
change control
12.4.3 Design and appoint 14.4.3 Prepare the Quality Management

the project
Strategy
management team 1.
PM confirms CQE & AC clear
1.
Consider training
enough in A21-PjPdD, Creates A22needs (eg quality
methods)
2.
PS create A23-Quality Register
3.
PM seeks board OK now or l8r
14.4.4
Communication
Management
Business Case
Strategy (A22-QMS)
1.
SU provides/ PM
1.
PM includes A22-QMS needs in A4captures CQE &
Communications
Management
AC, Criteria/
Strategy
Tolerance/ Quality
Methods/ Test
1.
PM inc. A22-QMS needs in controls
Skills or
responsibility in
A21-Project
1.
PM/ SU Update CQE/ AC if change
Product
or refinement required since 12.4.4
Description
2.
PM (team) create A16-Pj Plan based
on A21-PjPdD/ AC/ CQE/ A22-QMS
3.
PM creates A17 for products in Pj
approach and
scope
assemble the
14.4.8 Assemble the Project Initiation
Project Brief
Documentation
1.
PM includes CQE
1.
PM Assembles A21-PID including
& AC (in A21)
A22-QMS
2.
Assemble A21 into
A19-Project Brief Plan Delivery Stage

1.
Board confirm A22-Quality Management Strategy will achieve CQE
(benefits) & baseline
2.
Board approve A17-Product Descriptions for project plan scope

1.
PM consults A23-QR for input to update A13-Issue
Report and A10-Exception Report Apdx-A Dervtn)
1.
PM consults A23-QR for input to A13-Issue Report
1.
PM confirms quality work in period from A23-QR in
1.
PM seeks Q-Issues shown by A23-QR entries
2.
PM confirms products accepted by those named in
their A17-PD Responsibilities
3.
PM detects stage end as A23-QR entries all complete
15.4.1
1.
2.
3.

PM consults A22-QMS to create A26-Work Package
PM includes A17-Product Descriptions in A26-WkPkg
PS/TM may update A23-QR quality reviews planned

1.
PM assesses status of Q-reviews by consulting A23QR
1.
PM confirms A26-WkPk complete by consulting A23QR and Quality Responsibilities of each included
products A17-PD

1.
Board approve A17-Product
Descriptions for stage plan scope

1.
PM reviews A20-PID and changes to
CQE/ AC
2.
PM/TM/SU Define AC for each A17Product Description per CI in the stage
PBS
3.
PM creates stage plan based on A22QMS, A2-PjPdD
4.
PS add quality reviews to A23-Quality
Register

1.
match AC in A17-PD or covered by a
concession
2.
PM Confirm AC met and A21-Project
Product Description delivered
1.
PM Assesses via A18-PSA products
with Approval Records/ Concessions

1.
PM checks for change to A21-PjPdD

1.
Approved by those named in A1717.4.4 Report Stage End
PD
1.
PM confirms all done ok by checking
2.
PM checks Acceptance records or
A23-QR & Approval Records
Concessions
from all parties eg
2.
PM reports on quality in period (from
Ops+Maint
A23-QR) details of Quality records &
3.
PM may list FOAR for concessions
Approval Records or Off-Spec &
Concession in A9-End Stage Report
1.
PM asks are CQE & AC changed
2.
PM creates ExPlan based on A22-QMs
for any new A17-PD in PBS
3.
PS amend quality reviews in A23Quality Register for new products
and/or tests
1.
2.
3.
4.
PM Reviews usefulness of A22-QMS

PM Closes A23-Quality Register
Include statistical insight from quality
records in A15-Lesson Report
PM includes in A8-EPjR details of
Quality, Approval & Acceptance
Records or Off-Spec & Concession

TM checks approval
records in A26-WkPkg
scope
Team
TM/ PM/ PS ensure best quality
1.
TM develops products following quality method for in-process development to criteria in A17-PD & record quality records 1.
Manager
reviews in A23-QR
2.
TM/ SU conduct quality reviews/ appraisal & assemble quality records to show products meet specification (if a quality
action
will exceed
tolerances
then Model
raise an
P2 ExamCram Assessedreview
by GRM
07032011
P2-5th Ed
2011 Logical
LtdIssue)
p2@logicalmodel.net
AC-Acceptance Criteria
References of type A99 expanded in index under A
Table 16.2 says (P)-PS but 15.2 omits the required P-PS
3.
4.
5.
TM/ PS update A23-QR* with results: Failures are re-planned

TM obtains & issues Approval Records from authority named in A17-PD
TM confirms quality work in period in A3-Checkpoint Report
28
A24-Risk Management Strategy, A25-Risk Register29

Risk Budget: SU, IP, CP, DP
CoPM 12.4.1 Appoint the Executive

and the Project Manager
1.
COPM define risk
capacity & appetite
RK:P:2-8 Composition, processes and roles involved in: Risk Management Strategy, Risk Register A.24.2,
A.25.2, 8.3.3-4, 13.4.2, 13.4.5, 14.4.1-7, 15.4.1-2, 15.4.4-8, 16.4.1, 17.4.1-5, 18.4.3-5, C/Table 8.2 & 8.3
Project
Board

1.
Initiation Stage
Project 12.4.2 Capture previous lessons

manager 1.
PM Captures lessons relevant to risk
management in A14-Lesson Log

13.4.4 Give ad hoc
1.
direction
Board defer action
on exceptions
and baselined
contingent on risks

(A24-RMS)
1.
PM defines RMS goals, roles, procedures,
reporting (Eg a Probability Impact Grid and
Risk Retirement Curve**), tools, techniques,
management team
timing and tolerance based on CoP
1.
PM logs threats & opportunities (T&O) to
standards noted in A19-PjBrf and lessons in
the A7-Daily Log in advance of creating
A14-LL
A24-Risk Management Strategy and A252.
PM (team) define probability, impact &
Risk Register
proximity
scales, Categories, Early warning
2.
PM may appoint PS for familiarity with risk
indicators
management tools and techniques (EG
3.
PM (team) define risk tolerance thresholds
Monte Carlo Analysis and estimating
for
escalation between management levels
methods)
4.
PM (Exec) define risk tolerances
5.
PM suggests risk budgets and how they
1.
PM captures any risks to A7-DL
should be controlled [We dont know how
2.
Exec considers T&O and includes key in
much to allow at this point]
(outline) A2-Business Case
6.
PS create the A25-Risk Register and
12.4.5 Select the project approach and assemble
populate with T&O identified so far (IE in
the Project Brief
A7-Daily Log)
1.
PM logs any T&O to A7-DL
7.
PM seeks board approval or defer to 13.4.2
2.
[Risk drives consideration of Pj Approach] 14.4.5 Set up the project controls
1.
1.
PM considers T&O to Initiation stage plan
& makes provision
PM updates risk status in A7-DL
Team 2.
Manager
14.4.2 Prepare the Configuration Management Strategy (A6CfMS)

1.
PM responds to risks that affect CfMS
1.
PM responds to risks that affect A22-QMS
14.4.4 Prepare the Communication Management Strategy (A4CmMS)
1.
PM responds to risks that affect A4-CmMS
2.
PM add A24-RMS needs to project communications
14.4.6 Create the Project Plan (A16-PjPlan)
1.
PM responds to risks that affect planning processes
2.
PM builds provision to manage risk into the project plan
(resources i.e. costs and timescales) [p2 mis-defines
contingency]
3.
PM ensures A16-PjPlan includes responses to T&O in
the A25-RR
14.4.7 Refine the Business Case (A2-BC)
1.
PM expresses aggregate (and significant individual)
T&O affects on A2-BC
2.
PM (Exec) justify cost & risk based on A2-BCs benefits
3.
PM assess projects sensitivity to factors in its context
(EG drivers of cost, time, benefit, confidence)
PM considers Risk to suggest: number and 14.4.8 Assemble the Project Initiation Documentation (A20placement of stage boundaries, strength,
PID)
formality, timings and who is assigned to
1.
PM includes A24-RMS in A20-PID
which project controls
(A20-PID acts as baseline for all Assessment of Risks)

1.
Risks to original
baseline
1.
PM prepares
Follow-On-Actions
in A8-End Project
Report for all open
T & O on the A25RR
1.
PM compiles a
review of useful
measures EG
statistics on project
risk management in
A8-EPjRpt
18.4.5 Recommend project

closure
1.
PM ensures all risks
are closed or
Subject to FOAR,
then closes the
A25-Risk Register
29
A24-Risk Management Strategy, A25-Risk Register,30

Risk Budget: CS/MP/ SB/ DP-Duplicated
CoPM
8.3.3-4, 13.4.2, 13.4.5, 14.4.1-7, 15.4.1-2, 15.4.4-8, 16.4.1, 17.4.1-5, 18.4.3-5, C/Table 8.2 & 8.3
A.24.2, A.25.2,
Project
Board
Project
manager
Team
Manager

1.
Initiation Stage
risks
1.
Anyone at anytime: raise a risk
2.
PM (risk author?) record T or Os
Condition, Cause & Consequence
(CCC)* on A25-RR in accord with
A24-RMS
3.
PM consults and follows throughout A24-RMS & A4-CmMS to report
risk status to stakeholders
4.
PM (team) use scales from A24|RMS to assess CCC for
Probability, Impact and Proximity
(P14.4.) vs. all plans, A2-BC and
Risk Tolerance
5.
PM (team) identify possible
responses, log to A25-RR and
6.
PM may escalate a Tolerance
threat via 15.4.7 otherwise (aswell?)
7.
PM (team) select responses in
tolerance and add to A16-StgPlan

1.
PM when triggered by a risk or
aggregation of risks that create a
deviation: snap-shot full project
status
2.
PM (team) assess deviations
impact on baseline and impact of
each possible response
3.
PM records assessment &
recommendation in an A10Exception Report & sends to the
board with a request for direction

13.4.4 Give ad hoc
1.
direction
Board defer action
on exceptions
and baselined
contingent on risks
1.
PM includes T&O Summary:
perhaps via a Probability Impact
Grid and Risk Retirement Curve**
1.
PM responds if a risk action
advisable
2.
PM (team) assess risk impacts on
all project aspects: especially
plans, A2-BC, A1-BRP
3.
PM escalates risks that create a
Tolerance Threat
4.
PM maintains A25-RR
15.4.1
1.
1.
Board or 15.4.4 trigger action
2.
PM collects information on
deviation (concern) from Records, 2.
Reports, Logs & Registers
3.
(RRL&R), selects or devises
responses and triggers via 15.4.1
and updates RRL&R EG A5-CIR
16.4.1 Accept a Work Package (A26-WkPkg)

1.
TM advises PM of risk status and logs T or O to the A25-RR (p2 says if appropriate)
2.
TM (team) considers risk related to and within A26-WkPkg tolerances as per 15.4.6
steps 1-7 for the A16-Team Plan
Authorize a Work Package (A26WkPkg)

PM assign an A26-WkPkg to
respond to a risk
PM/ TM consider T&O to/ from A24WkPkg
PM/ TM agree process and
tolerances for raising/ responding
to/ escalating risk

1.
PM checks risk action owners for current T&O
status and assesses T&O affecting next stage
2.
PM ensures all external dependencies have a
A25-Risk Register entry
3.
PM includes risk responses a26-WkPkg into A16Stage Plan for all selected T&O responses
1.
PM includes risk responses into A16-Project Plan
17.4.3 Update the Business Case (A2-BC)
1.
PM checks current CoPM & Board risk appetite,
capacity and tolerances
2.
PM updates A2-BC to reflect key & aggregate
T&O
3.
PM inspects A25-RR responds as required
1.
PM assesses and reports (in A9-End Stage
Report) on T&O activity in the stage ending &
aggregate status
1.
PM updates A25-RR as needed

1.
TM monitors & responds to risk related actions
2.
TM notifies PM of new or changed risk (directly
and formally via A3-Checkpoint Reports)

1.
Risks to original
baseline

1.
[ TM/ PM Retire unused
Risk budget ]
30
Syllabus details at the bottom!
CoPM
12.4.1 Appoint the Executive and the

Project Manager
1/3 Issues and Configuration Management31

SU, SB and CP, DP5
Project
Board
Project
manager

1.
Board seek confirmation that product handed-overs during the
stage just closing and the project as a whole followed the A6CfMS specially for Ops & Maint
1.
PM creates A7-Daily Log for

issue capture in SU& throughout the project records informal
issues and reminders on
formal issues
12.4.2 Capture
previous lessons
1.
PM Captures relevant lessons

1.
PM considers how Initiation
Stage will control management
products prior to establishing
configuration management

1.
PM reviews the A12-IR for issues affecting the
1.
PM updates A12-IR (& A13-Issue Report) with board request
next A16-StgPlan
for an Exception Plan
2.
1.
PM checks product handovers into Operations (Ops) &
Maintenance (Maint.) as per A6-CfMS
1.
2.
PM ensure suitable Ops & Maint. environment and service
level agreements in place [should be 12.4./SS]
3.
PM transfers responsibility for products to Ops & Maint. And
secures acceptances [should be 12.4./SS/ Exec]
1.
PM reflects issues in A2-BC update
PM prepares Follow-On-Action-Recommendations base on
2.
PM updates A12-IR with new issues and changes 4.
open Issues & concessions
5.
PS updates CIRs [should be handed over to Maint!!]
1.
PM assesses the A12-IR for issues marked for
assessment at stage end [17.4.1 p196 bp9)
1.
PM compiles a review of useful measures EG statistics on
2.
PM Summarises issue status in A9-ESRpt
project issue management
including Off-specs: product or features missing &
2.
PM Summarises issue status in A8-EPjRpt including OffConcessions
specs: product or features missing & off-spec
1.
PM updates A12-IR (& A13-Issue Report) with
board request for an Exception Plan
2.
PM updates A12-IR with new issues & changes

1.
PM archives project records according to A6-CfMS
2.
PM confirms all issues are closed or included in FOAR, then
closes the A12-IR
Team
Manager

SU, 15.4.6-8, C/Table 9.2 and 9.3
A.6.2, A.5.2, A.18.2, A.13.2, A.12.2, 9.3.1, 14.4.2, 14.4.6, 15.4.1-4, 15.4.6-8, 16.4.2, 17.4.1-3, 17.4.5, 18.4.2-5, C/Table 9.2 and 9.3
31
32

IP, DP2 & DP3
CoPM
1.
Board approve the A6CfMS as adequate
2.
Board agree CAs
authority limits
Project
Board
Project
manager
14.4.2 Prepare the Configuration Management Strategy (A6-CfMS)

1.
PM/ PS perform Configuration Management Planning. IE they define procedures & roles, timings,
records (EG A5-Configuration Item Record) & reporting (EG A18-Product Status Account) content
& format, responsibility/ authority to decide actions for maintaining baselines (Configuration
Management (CM)) and assessing impacts to baselines (Issue & Change Control (ICC)) In
alignment with CoPM standards in the A6-Configuration Management Strategy (A6-CfMS)
2.
PM/ PS consider if all Registers, Records and Logs are within one integrated repository/ file/
database [excel spreadsheet!]
3.
Exec sets priority & severity scales* (p97)
4.
Exec decides if they wish to delegate some discretion to a Change Authority (C8-CA), and if so
the level of individual and aggregate impact under the CAs control. CA may address Requests for
Change (RFC) and Off-Specifications (OS). Often Project assurance form a change board with
stage level authority and the PM acts as CA for A26-WkPkg
5.
PM/ PS select Configuration Management tools to be used
6.
PS establishes the A5-Configuration Item Records and creates initial set of A5-CIRs (for the A21Project Product Description and management products Such as A2-Business Case!)
7.
Exec decides if a change budget (Money [and time]) should be allocated to fund Impact Analysis
of Request For Change (RFCs) & implementation of RFCs and if so how much any CA has
discretion over (EG per change & per stage in aggregate)
8.
PM integrates change procedures release of change budget with contract and procurement
procedures
9.
PS create the A12-Issue Register & populates from existing issues in A7-DL needing formal
treatment
10.
PM seeks board approval or defers to 13.4.2 with the A20-PID

1.
Board seek confirmation that
product handed-overs during the
stage just closing followed the A6CfMS
14.4.3 Prepare the Quality Management Strategy A22-QMS

1.
PM considers issues affecting the A22-QMS, PS logs new issues to
A12-IR
14.4.4 Prepare the Communication Management Strategy (A4-CmMS)
1.
PM establishes the information & communication needs for CM
including issue management
2.
PM considers issues affecting the A22-CmMS, PS logs new issues to
A12-IR
1.
PM establishes controls appropriate to A6-CfMS
2.
PM considers issues affecting controls, PS logs new issues to A12-IR
1.
PM includes a26-WkPkgs in A16-PjPlan appropriate for scheduling
and budgeting CM activity
2.
PM considers issues affecting planning, PS logs new issues to A12IR
1.
PM considers & includes issues affecting the A2-BC
1.
PM includes A6-CfMS into the A20-PID
(A20-PID acts as baseline for all Impact Assessment of Issues)
Plan Delivery Stage

Team
Manager

SU, 15.4.6-8, C/Table 9.2 and 9.3
A.6.2, A.5.2, A.18.2, A.13.2, A.12.2, 9.3.1, 14.4.2, 14.4.6, 15.4.1-4, 15.4.6-8, 16.4.2, 17.4.1-3, 17.4.5, 18.4.2-5, C/Table 9.2 and 9.3
32
33

DP2 &3, CS & MP, DP4
CoPM
Project
Board
Project
manager
Team
Manager

1.
Board approve the
A6-CfMS as
adequate
2.
Board agree CAs
authority limits

Exception Plan
1.
Board seek confirmation
that product handed-overs
during the stage just closing
followed the A6-CfMS
13.4.4
1.
2.
3.
Give ad hoc direction

CoPM/ ESUSS Raise an Issue
Board may ask for an Issue or Exception Report to clarify PMs request for guidance or A11-Highlight Report
Board respond to A13-Issue Report as necessary by seeking input from CoPM, asking for an Exception Plan (via 17.4.5), a
corrective action (via 15.4.8), amending tolerances (update A16-StagePlan). Grant a concession to or demand remedy of an OffSpec. Defer, Approve (as corrective action/ tolerance change), Reject or ask for an Exception Plan for an RFC

1.
PM follows issue handling & reporting procedure as defined
in A6-CfMS & A4-CmMS to report issue status to
stakeholders
2.
Anyone at anytime: raise a new issue (concern) about
anything
3.
PM (Issue author?) record concern on A12-IR in accord
with A6CfMS [official manual say may be to A7-Daily Log if
PM resolves directly]
4.
PM categorises as: Problem, Concern, Request for Change
(RFC) or Off-Spec (OS) Transfer concerns discovered to
be risks to A15-RR
5.
PM (team) use scales from A6-CfMS to assess Priority (of
RFC & OS) & Severity (Impact) on all plans, A2-BC and
Tolerances
6.
PM creates an Issue Report [Simon says A12-IR & A4CmMS should be defined as sufficient*)
7.
PM (team) identify possible responses, log to A12-IR and
8.
PM may escalate a Tolerance threat via 15.4.7 otherwise
(as-well?)
9.
PM (team) select responses in tolerance and add to A16StgPlan
10.
PS cross reference Issue to affected products A5-CIRs
15.4.7
1.
2.
3.

1.
TM confirms procedure to handle issues

1.
TM includes notes on issues in A3Checkpoint Report
4.
Escalate issues & risks

PM when triggered by a Tolerance threat or breach: snap-shot full project status
PM (team) assess deviations impact on baseline and impact of each possible response
PM records assessment & recommendation in an A10-Exception Report & sends to the board [13.4.4] with
request for direction
PM updates A12-Issue Register/ A13-Issue Report for decision

1.
PM assess & report on contents of A12-Issue Register & corrective actions in period
1.
Board or 15.4.4 or TM trigger action
2.
PM collects information on deviation (concern) from Records, Reports, Logs & Registers (RRL&R), selects or
devises responses and triggers via 15.4.1 and updates RRL&R EG A5-CIR
3.
PM changes A17-PD for Off-Specs granted a concession
1.
PM checks A12-IR & acts on all affects on A2-BC & all plans
2.
15.4.1
1.
2.
3.

PM/ TM agree process & people for any product handovers as per A6-CfMS [possibly amended]
PM/TM Agree process for TM to raise A26-WkPkg issues
PM considers issues affecting the A26-WkPkg, PM logs new issues to A12-IR

1.

SU, 15.4.6-8, C/Table 9.2 and 9.3
A.6.2, A.5.2, A.18.2, A.13.2, A.12.2, 9.3.1, 14.4.2, 14.4.6, 15.4.1-4, 15.4.6-8, 16.4.2, 17.4.1-3, 17.4.5, 18.4.2-5, C/Table 9.2 and 9.3
33
34
Record ,
A5-Configuration Item

Project Manager
1.
COPM
The activities & roles involved in maintaining A5-Configuration Item Record and A18-Product Status Accounts
Project
Board
Project 12.4.2 Capture previous

lessons
manager
1.
lessons
Business Case
1.
PM/ Exec/ SU define
A21-Project Product
Description: Specialist
Products are outputs
whose use creates
outcomes that deliver
the measurable
benefits that justify the
project
2.
PM/ PA note need for
A5-CIRs for products in
A21-PjPdDs
composition &
derivation
1.
PM/ PS note need for
A5-CIR for management
products
Team
Manager
And 9.3.1.2 & 9.3.1.3
14.4.2 Configuration Management Strategy

1.
PM/ PS define process, selection
criteria and formats of A18-Product
Status Account (PSA) that snapshots
A5-Configuration Item Records. A18PSA may select by Date/ Team/ Stage
& status EG Not started, Work-InProgress (WIP) late & WIP on
schedule, Ready for review, Baselined,
Released etc
2.
PM/ PS define A5-Configuration Item
Record attributes for required A18-PSA
selections
3.
PS create initial A5-CIR for
management products [and A21Project Product Description and all
known component parts (may be notes
in A7-Daily Log for a small project)
1.
PS create/ update A5-CIR (& A17-PD)
for all products in project Product
Breakdown Structure (PBS)
Plan Delivery Stage

1.
PM uses A18-PSA to analyse product status (derived from
A5-CIR)
1.
PM uses a18-PSA for details of products to include in A11Highlight Report
1.
PM requests a A18-PSA from PS to snap-shot A5Configuration Item Records and assess variance to A16StgPlan
2.
PM requests A18-PSA for any releases to check all OK
3.
PM requests PS perform a Configuration Audit to check all
A5-CIRs match reality (or change reality)
1.
PS update A5-CIR (& A17-PD) for any products in A26WkPkg PBS as useful EG set status = WIP
1.
PS check A5-CIR & reality agree - update A5-CIR as useful
1.
PM collect data on deviations form A5-CIR (& A12, A15, A13,
A10, A7 & Board)
2.
PS update affected A5-CIR
1.
PS confirm all A5-CIR in release are approved by the
authority in A17-PD

1.
TM & PS update A5-CIR status (eg WIP/
Ready for Review/ Released)

1.
PM [(sic)?] create/
update A5-CIR (&
A17-PD) for all
products in stage
PBS
(inc A16-PjPlan
changes)

closure
1.
PM uses PSA to check
all A5-CIR approved by
authority in their A17PD or have a
concession
closure
1.
PM uses PSA to see
which A5-CIR approved
(A8-SER)
by authority in their
1.
PM request A18-PSA
A17-PD, have a
for details to include
concession, are WIP or
in A8-SER
Not started
2.
PM plans work to
salvage
& pass-on or
17.4.5 Produce an
make safe A5-CIRs as
Exception Plan
required
1.
PS (sic) create/
update A5-CIR (&
A17-PD) for all
1.
PS update A5-CIR for
products in
products transferred to
exceptions scope
operations [& should
(Scope determined in
transfer the actual CI
15.4.6 by A18-PSA)
records too!]
1.
[TM & PS check status OK in A5-CIR for all
CIs to close the A26-WkPkg]
34
35
Tolerances
CoPM 12.4.1 Appoint the Executive and

the Project Manager
1.
COPM Set project level
tolerances
Project
Board

1.
Board check Pj Tol from CoPM realistic
1.
Board set tolerances (Tol)
2.
Exec renegotiates Pj Tol if relevant
for Initiation Stage
3.
Board agree project budget including cost tolerance (and risk and change
budget) and project timescales including schedule tolerance (and risk &
change time-budget)
Project
manager 12.4.2 Capture
previous lessons
1.
lessons
13.4.3 Authorize a Stage or Exception

Plan
1.
Board set Stage Tol (for last
stage consider what to do with
unused Tol [wrong thinking*]

1.
PM includes Risk Tol in A24-RMS IE the thresholds for 1.
PM acts within Stage Tol EG to resolve A26risk escalation from management level to level,
WkPkg exception
specially from PM to Board (possibly using a
Probability Impact Grid or Matrix
1.
PM converts & extends A13-Issue Rpt into
A10-Exception Report giving Overview of
Business Case
Q-Tol is defined in each A17-Product Description

which tolerances are threatened by how much
1.
SU expresses Customer 14.4.5 Set up the project controls
and when and why, the consequences of each
Quality Expectations & PM 1.
possible response (including none)
PM confirms Tol levels and escalation mechanisms
captures as driver for
between CoPM/ board/ PM/ TM
quality tolerance
1.
PM create A13-Issue Report considering affect
2.
PM (Exec) starts defining 14.4.6 Create the Project Plan
PM includes specification of Pj tolerances in A16-PjPln
Tols
each benefits tolerances 1.
(Cost/ Time/ Scope/ not quality-See below or Benefitsand aggregate benefits
See A2-BC or Risk-See 14.4.1))
tolerance
1.
PM gives board confidence of operating within
2.
PM
includes
spec.
of
quality
&
scope
tolerance
in
each
3.
PM records SU's quality
Tol by regularly reporting stage status vs Tol &
A17-Product Description (& A21-PjPD)
tolerance (ie limits on
TT early warnings** in A11-Highlight Reports
3.
PM notes scope tol in A17-PDs and project level
Acceptance Criteria) in
Product
Breakdown
Structure
(PBS)
A21-Project Product
4.
PM (Exec) consider affect of part-time-teams on
Description
1.
PM determines from controls (project Records
schedule and consider compensation in other
Registers and Logs) any tolerance threat &
tolerances
Escalates via 15.4.7
14.4.7
Refine the Business Case
approach and assemble
1.
PM (Exec) refines quantified definition of each
the Project Brief
benefits
Best/ Expected/ Worst target and (as)
1.
PM documents Pj
1.
PM/ TM make joint agreement on A26-WkPkg
expresses tolerances and aggregate benefits
tolerances received by
Cost/ Start & End date, Milestone, Quality (from
tolerance
Exec in project mandate
A17-PDs) targets and A26-WkPkg tolerances
2.
PM (Exec) considers affect of timescales on benefit
(or by discussion) prior to
(Cost/ Time/ Risk & Scope. Zero time tolerance
tolerances including delivery dates
A16-Pj
andLtdhigher
scope tolerance implies iterative/
P2 ExamCram Assessed by GRM 07032011 P2-5th Ed 2011 Logical Model
p2@logicalmodel.net
Logical Model transfer
Ltd to
0845
2 57Plan
57 at07
14.4.6
agile methods Such as SCRUM
Plan Delivery Stage
Team *X-Ref correct tolerance handling

Manager ** Strictly ANY forecast of an out-of-tolerance
1.
As 15.4.1
situation is by definition being in Exception and deserves 15.4.6

1.
Board consider their direction in response to a
Tolerance Threat (TT): Increase Tol., Request
an Exception Plan, Defer if TT contingent on a
Risk Cause (event), Reject (eh?)

1.
PM includes specification of
Stage Tolerances (Cost/
Time/ Scope/ Risk, not
quality-See below or
benefits-See 14.4.6)) in A16Stage Plan
2.
PM (team) create stage PBS
and A17-PD with product
quality tolerances defined
(probably as attribute ranges
(eg Customer call duration
between 1 and 3 minutes)
3.
PM notes scope tolerance in
A17-PD and stage PBS
18.4.4 Evaluate the

Project
1.
PM reports on
Pj performance
& objectives vs.
tolerances in
A8-End Project
Report

1.
PM Checks for change in
CoPM/ board Risk tolerance
per Risk and in total
1.
PM reports Pj objectives and
Stage objectives vs all
tolerances, and forecasts tol
for rest of project in A9-End
Stage Report
1.
PM creates a new A16-Stg or
Pj Plan to Suggest recovery
options from Stage or Pj TT
35

1.
TM makes corrections within WkPkg Tol or raises an Issue to the PM (to log in the A7-Daily Log and handle at 15.4.8)
2.
TM reports tol status in A3-Checkpoint Report
36
A14-Lesson Log & A15-Lesson Report

Project Manager
1.
COPM provide lessons
A.26.2 A.14.2 A.3.2 A.11.2 A.9.2 A.10.2 A.8.2 A.15.2 15.4.1-2, 16.4.1-2, 12.4.2, 15.4.5 13.4.3-5, 17.4.4 15.4.7, 18.4.4, C/Table 10.2
Project
Board

1.
Board seek evidence 1.
Board review (Exec assures) A15previous lessons are
LR and decide who to send to
being consulted &
(Board ensure CoPM & CoE
current documented
functions aware of responsibilities)
Project
manager 12.4.2 Capture previous lessons
1.
PM Install culture Lessons Sought,
Record, Acted on within this project
(12.4.2 may be repeated during the
Pj, especially if novel/ complex)
2.
PM Captures (via a workshop) into
A14-Lesson Log all relevant
lessons from previous projects
A15-Lesson Reports, CoPM &
external sources
management team
1.
PM considers how to act on
observations in A14-LL for team
design
1.
PM considers A14-LL for Pj
justification
assemble the Project Brief (A19PjBf)
1.
PM considers A14-LL for approval
Team 12.4.6 Plan the initiation stage
PM considers A14-LL for Init-Stage
Manager 1.
controls
14.4.X All Initiation Process activities in stage

1.
Seek lessons from PM team, CoPM, A14-LL & other Pjs A15LR
14.4.1 Prepare Risk Management Strategy (A24-RMS)
1.
PM includes lessons (EG Risk Breakdown Structure
[taxonomy] & categories) into Pisk ID guidance & Impact
estimating see 14.4.6 & Response development IE ideas of
effective responses
14.4.2 Configuration Management Strategy (A6-CfMS)
1.
PM defines how records are stored. Accessed kept safe &
distributed. Pj records are the source of lessons
14.4.3 Prepare Quality Management Strategy ((A22-QMS)
1.
PM includes lessons into quality approach, Define QC[?QA]
process to remove causes of unsatisfactory results, Use Qmetrics for learning & process improvements
14.4.4 Prepare Communication Managnt Strategy (A4-CmMS)
1.
PM considers how to communicate lessons to other projects,
during Pj or in CP at a minimum
1.
PM defines records maintained (includes A14-LL)
14.4.6
1.
2.
3.
Create the Project Plan (A16-Pj Plan)

PM considers value in repeating 12.4.2
PM include action to capitalise on previous lessons in Plan
PM (team) use comparative [analogous] estimating techniques
Plan Delivery Stage
15.4..X All CS/ 17.4./ 16.4./ CP activity in

Delivery Stage
1.
Seek lessons from PM team, CoPM,
A14-LL & other projects A15-LR
1.
PM considers lessons causing need
for A10-Exception Report
risks
1.
PM may create A13-Issue Report
from a14-LL
17.4.1 Plan the next

stage
1.
PM considers
value in repeating
12.4.2
2.
PM (team)
consider all A14LL as 14.4.6

1.
PM creates A1515.4.5 Report highlights
LR of what went
1.
PM includes lessons observed and
well/ badly,
applied
estimates versus
actuals and
1.
PM captures (seek, record, act) to
statistics as
A14-LL good & bad observations on
appropriate,
P2 tailoring, tools, team & technique,
includes in A9Process & product from team, A26ESR & distributes
WkPkg & all Plans/ Registers/
according to A4Records & Logs
CmMS
2.
PM considers holding lesson review
(A15-LR may be
now, later or at end of stage
tailored to an
3.
PM includes a15-LR in A11-Highlight
audience,
Reports if useful
always(?) include
Corp. QA)
Execute
a Work Package
P2 ExamCram Assessed by GRM 07032011 P2-5th Ed 201116.4.2
Logical Model
1.

1.
Board assures (sic) final A15-LR and authorises (sic) &
distributes (as part of approving (sic) A9-EPjRpt)
2.
(Board ensure CoPM & CoE functions aware of responsibilities)
3.
Board review A1-Benefits Review Plan is suitable to identify
side-effects and capture/ distribute as lessons
TM notifies PM of lessons observed or applied, dierctly and via

CofE = Centre of Excellence, previously known as a Project Office or Pj Support Office (PSO) or Pj Management Office (PMO)
18.4.3 Hand over

Products
1.
PM includes in
A1-BRP,
provision for
distribution of
Lessons
observed in
Post-Project
Review [!]
18.4.4 Evaluate the
Project
1.
PM team
identify lessons
PM creates
a15-LR as
17.4.4, plus
reasons if
premature
closure Board
review & CoPM
approve it
18.4.5 Recommend
project closure
1.
PM closes A14LL
36
37
Reminder of Obligations
These materials are provided for FREE if used for personal, individual
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as long as you cut me in I dont want much !!
time-line for delivery and support
notice in a commercial context at 1,000 per day or per copy which ever is the greater (thats an offer and notice of
consideration, use will constitute acceptance and forms contract) as soon as I become aware of use I will start proceedings to
collect fees due
If in doubt Ask
37
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Contents
Foundation set 1
75 question exam paper
Answer-sheets (Tear them
out. Youve got four so you
can do the exam 3 times
before resorting to a
photocopier
The answers
The explanation of why the
right answers are right and
the wrong ones are wrong
4: Foundation
Papers
Foundation set 2
As above for a further 75
questions
Foundation purpose paraphrased from the syllabus is
Section: 4 Page 0
to confirm sufficient understanding to work with, or [in] a

project management team [IE candidates understand]:characteristics of a project
benefits of PRINCE2
The principles, themes, roles, processes and management products
Understand means can recognise or state each element's purpose and
objectives
The Foundation Examination

Sample Paper 1
January 2011 Release
Multiple Choice
1-hour paper
Instructions
1. All 75 questions should be attempted.
2. 5 of the 75 questions are under trial and will not contribute to your
overall score. There is no indication of which questions are under trial.
3. All answers are to be marked on the answer sheet provided.
4. Please use a pencil and NOT ink to mark your answers on the answer
sheet provided. There is only one correct answer per question.
5. You have 1 hour for this paper.
6. You must get 35 or more correct to pass.
Candidate Number: .....................................

The APM Group Ltd 2010
This paper remains the property of The APM Group (APMG). This document is not to be reproduced or re-sold without express
permission from The APM Group Ltd.
PRINCE2 is a Registered Trade Mark of the Office of Government Commerce.
The Swirl logo is a Trade Mark of the Office of Government Commerce.
PRINCE2:2010-ExamPaper-2003-GBP210FSample1-100815Sample_2011_Paper1
PRINCE2 Foundation Examination
Which is one of the six aspects of project performance that needs to be managed?
a)
Accuracy
b)
Reliability
c)
Scope
d)
Ease of use
What theme ensures the project is desirable, viable and achievable?

a)
Organization
b)
Progress
c)
Business Case
d)
Risk
What process is triggered by the Project Manager's request to initiate a project?

a)
b)
c)
Directing a Project
d)

This paper remains the property of The APM Group (APMG).This document is not to be reproduced or re-sold without express permission from The APM Group Ltd.
The purpose of which theme is to establish mechanisms to monitor and compare actual
achievements against those planned?
a)
Business Case
b)
Change
c)
Progress
d)
Quality
Which is an objective of the Closing a Project process?

a)
Check that all the project's products have been accepted by the users
b)
Prepare for the final stage of the project
c)
Capture the customers quality expectations
d)
Ensure that all benefits have been achieved
Identify the missing words in the following sentence.

A purpose of the Managing a Stage Boundary process is to provide the Project Board with
sufficient information so that it can approve the [ ? ] for the next stage.
a)
Work Packages
b)
Exception Report
c)
Stage Plan
d)
Project Brief

Which theme provides information on what is required, how it will be achieved and by whom?
a)
Organization
b)
Plans
c)
Business Case
d)
Quality
Which is recommended as a possible risk response type for an opportunity?

a)
Reduce
b)
Transfer
c)
Reject
d)
Fallback
Basing projects on a 'management by exception' principle provides which benefit?

a)
Promotes consistency of project work and staff mobility
b)
Provides a common language
c)
Clarity of what a project will deliver, why, when and by whom
d)
Efficient and cost-effective use of management time

10

The purpose of the [ ? ] process is to establish solid foundations for the project, enabling the
organization to understand the work that needs to be done to deliver the project's products.
11
12
a)
b)
c)
Directing a Project
d)
Which is a purpose of the Managing Product Delivery process?

a)
Controls the link between the Project Manager and the Team Manager(s)
b)
Tracks the progress of a stage with the help of Checkpoint Reports
c)
Provides a link between the work of the Project Manager and the Project Board
d)
Maintains a focus on the delivery of benefits throughout the stage
Which role is responsible for authorizing and monitoring work to be completed and for taking
corrective action within a stage?
a)
Project Manager
b)
Project Support
c)
Project Assurance
d)
Team Manager

13
14
15
Which fact is true of Project Assurance but not quality assurance?

a)
Responsible for monitoring the conduct of the project
b)
Independent of the Project Manager
c)
Appointed as part of the project management team
d)
Responsible for reviewing the project for compliance with corporate standards
Which is NOT a characteristic of a project?

a)
Has a higher degree of risk than business as usual
b)
Involves people with different skills introducing a change that will impact others outside of the
team
c)
Has a lifespan that usually covers the delivery of the desired outcomes and the realization of
all the expected benefits
d)
A temporary management structure created for the implementation of business products
Which product forms the 'contract' between the Project Manager and the Project Board for the
project?
a)
Project Plan
b)
c)
d)
Project Brief

16
17
18
Which is an objective of the Managing a Stage Boundary process?

a)
Enable the Project Board to commit resources and expenditure required for the initiation stage
b)
Review and, if necessary, update the Project Initiation Documentation
c)
Provides a break between those managing the project from those creating products
d)
Ensure a periodic review is held to approve the products created within the completed stage
How should a Team Manager escalate a suggestion for an improvement to a product?

a)
Include details in a Checkpoint Report
b)
Include details in a Highlight Report
c)
Raise an issue
d)
Raise an Exception Report
Which is a purpose of the Closing a Project process?

a)
Define the procedure for handing over products
b)
Provide a fixed point at which acceptance for the project product is confirmed
c)
Define formal requirements for the acceptance, execution and delivery of project work
d)
Confirm all project benefits have been achieved

19
20
21
Which is an objective of the Starting up a Project process?

a)
Confirm there are no known restrictions that would prevent the project from being delivered
b)
Ensure all Team Managers understand their responsibilities
c)
Get approval for the Project Plan from corporate or programme management
d)
Prepare the Project Initiation Documentation for authority to initiate the project
Which process is used to provide an interface with corporate or programme management?

a)
b)
Directing a Project
c)
Controlling a Stage
d)
Which is NOT a purpose of an End Project Report?

a)
Compare project achievements against what was originally agreed
b)
Record information that will help future projects
c)
Prompt the Project Board to authorize the next stage
d)
Pass on details of any ongoing risks for those who will maintain and operate the finished
product

22
Identify the missing word(s) in the following sentence.

If a baselined product requires modification, the [ ? ] procedure should be applied in order to
manage the modification.
23
24
a)
risk management
b)
exception
c)
issue and change control
d)
quality control
Which is a purpose of a Project Brief?

a)
Describe an agreed position from which the project can be started
b)
Describe the information needs of the project's stakeholders
c)
Describe the configuration management procedure that will be used by the project
d)
Describe the reporting requirements of the Project Board
Which is one of the four integrated elements within PRINCE2?

a)
Quality
b)
Role descriptions
c)
Processes
d)
Product Descriptions

25
Which of the following statements apply to a Stage Plan?

1.
2.
3.
4.
26
Is produced with the knowledge of earlier stages

Provides the basis for control by the Project Board
Is produced close to the time when the planned events will take place
Provides the basis for day-to-day control by the Project Manager
a)
1, 2, 3
b)
1, 2, 4
c)
1, 3, 4
d)
2, 3, 4

Because the Project Board receives regular [ ? ], there is no need for regular progress
meetings.
27
a)
End Stage Reports
b)
Checkpoint Reports
c)
Exception Reports
d)
Highlight Reports
Which is a benefit of using the product-based planning technique?

a)
All the required products of the project will be delivered to time and to cost
b)
Clearly shows how long a project will take
c)
It removes the need for activity-based planning
d)
Reduces the risk of incorrectly scoping the project

10
28
Which of the following describe the purpose of the Risk theme?

1.
2.
3.
4.
29
30
Identify risks that may have an impact on the project delivering its objectives
Assess and evaluate the impact of the risks on the project delivering its objectives
Manage risks at the corporate or programme level of the organization
Implement risk management activities to improve the chances of the project delivering
its objectives
a)
1, 2, 3
b)
1, 2, 4
c)
1, 3, 4
d)
2, 3, 4
Which project management team role can trigger the premature closure of a project?
a)
Project Manager
b)
Project Board
c)
Project Support
d)
Project Assurance
Which is a purpose of the Organization theme?

a)
Set the tolerance on the cost of resources
b)
Provide project management training to those working within the project
c)
Define the structure of accountability and responsibilities on the project
d)
Implement the controls required to permit management by exception

11
31
32
33
Which process enables the Project Board to exercise overall control of a project?
a)
Directing a Project
b)
Controlling a Stage
c)
d)
Which is the first plan to be created?

a)
Project Plan
b)
Initiation Stage Plan
c)
Team Plan
d)
Exception Plan
What is the PRINCE2 definition of a project?

a)
A number of activities managed as a unit
b)
A unique undertaking that requires organization and resources
c)
An element of work that a Project Manager agrees to deliver
d)
A temporary organization created for the purpose of delivering business products

12
34
35
36
Which is NOT an objective of the Managing Product Delivery process?

a)
Ensure suppliers understand what is expected of them
b)
Ensure products of appropriate quality are delivered
c)
Ensure the Project Board is kept informed of progress on the products
d)
Ensure work for the team is agreed with the Project Manager
Which is an objective of the quality review technique?

a)
Involve key interested parties to promote wider acceptance of the product
b)
Develop and improve the specification of a product through continuous assessment
c)
Correct any errors found in a product during the quality review meeting
d)
Update the status information in the Configuration Item Record when a product is signed-off
Which is a purpose of the Communication Management Strategy?

a)
Identify how and by whom the projects products will be controlled and protected
b)
Define the method of communication between the project and its stakeholders
c)
Define the structure of responsibilities and accountabilities in support of effective decision

making in a project
d)
Identify the communications required from the Team Manager(s) to the Project Board

13
37

Any requests for change, which require Project Board approval, should be recorded in the [ ? ]
and monitored by the Project Manager
38
39
a)
Product Description
b)
Issue Register
c)
d)
Quality Register
Which is a recommended quality review team role?

a)
Senior User
b)
Presenter
c)
Project Support
d)
Project Assurance
If a product fails its quality check, which product should always be updated?
a)
Risk Register
b)
Issue Register
c)
Quality Register
d)
Lessons Log

14
40
41
42
In what product should the Project Manager enter the details of issues that are resolved
without using the formal issue and change control procedure?
a)
Stage Plan
b)
Daily Log
c)
d)
Checkpoint Report
Which of the PRINCE2 principles uses tolerances to establish the limits of delegated
authority?
a)
Manage by stages
b)
Tailor to suit the project environment
c)
Focus on products
d)
Manage by exception
Which is a purpose of the Starting up a Project process?

a)
Ensuring that the prerequisites for initiating the project are in place
b)
Establishing that the Project Plan can meet the required target dates
c)
Creating the Project Initiation Documentation so the project can be initiated
d)
Confirming to corporate or programme management that quality expectations will be met

15
43
44
45
When should the project management team be reviewed?

a)
As and when new stakeholders are identified
b)
When planning a quality review
c)
When planning the next stage
d)
During product creation
Which is NOT a responsibility of the Project Board?

a)
Allocate tolerances to specialist teams
b)
Transfer ownership of the Benefits Review Plan to corporate or programme management
c)
Approve the Project Product Description
d)
Confirm the required frequency of Highlight Reports
Who sets the project tolerances?

a)
Project Board
b)
Corporate/programme management
c)
Executive
d)
Project Manager

16
46
47
48
PRINCE2 plans are carefully designed to meet the needs of the different levels in the project
organization. Why is this a benefit?
a)
Ensures stakeholders are properly represented
b)
Improves communication and control
c)
Ensures that one plan will meet everyones needs
d)
Reduces the levels of management required in the project organization
What levels of plan are recommended by PRINCE2?

a)
Project Plan
b)
Project Plan and Stage Plan
c)
Project Plan, Stage Plan and Team Plan
d)
Project Plan, Stage Plan, Team Plan and Exception Plan
Which of the following are true for a Product Description?

1.
2.
3.
4.
Describes the component parts of the product

Identifies the products that are derived from this product
Defines the skills needed to create the product
Describes the method required to check the product
a)
1, 2, 3
b)
1, 2, 4
c)
1, 3, 4
d)
2, 3, 4

17
49
50
51
Which of the following is funded from a change budget?

a)
All changes to the baseline cost of the project
b)
Increased tolerance required by the Project Manager to complete a stage
c)
Changes to approved baselined products
d)
The correction of an off-specification
What is risk appetite?

a)
Part of the project budget, used to pay for any additional activities required to manage risks
b)
The funds the Project Board is willing to spend on the management of risk
c)
Permissible deviation from planned expenditure without the need to escalate to the next higher
authority
d)
An organization's attitude towards risk-taking
Which role represents the 'delivering' level on the project management team?
a)
Project Board
b)
Project Manager
c)
Team Manager
d)
Project Support

18
52
53
54
Which is a purpose of the Benefits Review Plan?

a)
Document the justification for the undertaking of a project
b)
Describe only residual benefits and those that could not be achieved during the lifecycle of the
project
c)
Provide a schedule for measuring the achievement of benefits
d)
Provide the reasons for the project, for entry into the Business Case
Which is a purpose of a Configuration Item Record?

a)
Provide a summary of the status of all products at any one time
b)
Provide any details of important links between configuration items
c)
Support the creation of the project product breakdown structure
d)
Include an analysis of an issue or risk which caused the product to change
Which is NOT a purpose of the Controlling a Stage process?

a)
Take corrective actions to control deviations from the Stage Plan
b)
Recommend the tolerances for the next stage
c)
Report progress to the Project Board
d)
Assign work to be done

19
55
56
57
Which is a true statement regarding stages?

a)
A project can be scheduled without management stages
b)
There can be several management stages within a technical stage
c)
Several management stages can be scheduled to run concurrently
d)
Technical stages and management stages should always end together
Which is a purpose of the Risk Management Strategy?

a)
Defines the techniques to be used when assessing project risks
b)
Summarizes exposure to strategic, programme, project and operational risks
c)
Recommends responses for each of the project risks
d)
Identifies suitable risk owners for each of the project risks
Which role can the Project Manager also perform?

a)
Executive
b)
Project Assurance
c)
Change Authority
d)
Senior User

20
58
59
60
What are the three recommended types of issue?

a)
Off-specification, request for change and concession
b)
Off-specification, request for change and problem/concern
c)
Request for change, problem/concern, and Issue Report
d)
Request for change, Issue Report and risk
Which is established within the Initiating a Project process?

a)
The various ways in which the project can be delivered
b)
Those who require project information have been identified
c)
All of the information to develop the Project Brief is available
d)
Any constraints which could affect the project have been removed
Which term is used to describe when a risk might occur?

a)
Impact
b)
Proximity
c)
Probability
d)
Evaluate

21
61
62
Within what process are Team Plans produced?

a)
b)
Controlling a Stage
c)
d)

If a Project Manager has the appropriate specialist skills and knowledge, they may also
perform the role of [ ? ] on the project.
63
a)
Senior Supplier(s)
b)
Team Manager(s)
c)
Project Assurance
d)
Senior User(s)
Which statement is true for project stakeholders?

a)
Some have decision-making authority within the project environment
b)
All are external to the corporate organization
c)
All are internal to the project management team structure
d)
None have decision-making authority within the project environment

22
64
65
66
Which of the following is funded from a risk budget?

a)
Potential changes that may be required as the project progresses
b)
Shortfall in estimating the development costs of the project's products
c)
Additional activities to reduce, avoid, fallback, transfer, share or enhance project risks
d)
Production of a Risk Management Strategy
Which is NOT an objective of the Controlling a Stage process?

a)
Produce the Stage Plan for the next stage
b)
Focus attention on delivery of the stage's products
c)
Escalate threats to tolerances
d)
Keep issues and risks under control
Which of the following describes an output?

a)
Any of the project's specialist products
b)
The result of the change derived from using the project's products
c)
The measurable improvement resulting from an outcome
d)
A negative outcome

23
67
68
69
Which is a purpose of the Quality theme?

a)
Define the way in which the project will ensure that all products of the project are fit for purpose
b)
Define the procedures and responsibilities for the creation, maintenance and control of project
products
c)
Establish mechanisms to judge whether the project remains desirable and achievable
d)
Enable the assessment of continuing project viability
Which factor should influence the length of a management stage?

a)
Frequency of Highlight Reports
b)
The level of project risk
c)
Availability of the Project Board
d)
Requirement of a specialist team for an element of the development work
After the first stage, when are the Stage Plans for further stages produced?
a)
Near the end of the current stage
b)
After completion of the current stage
c)
When creating the Project Plan
d)
At the start of the initiation stage

24
70
71
72
What is a risk cause?

a)
Negative consequence of a threat occurring
b)
Explanation of the uncertainty which, should it occur, would create a problem
c)
Positive consequence of an exploited opportunity
d)
A known situation which creates uncertainty
Which product is a time-driven control?

a)
End Stage Report
b)
Exception Report
c)
Checkpoint Report
d)
Lessons Report
Which is a purpose of the Project Product Description?

a)
Define the quality checks that will be used for the project's products
b)
Explain what the project must handover to achieve customer approval
c)
Confirm the delivery timescales for the project's products
d)
Document the Project Manager's responsibilities for delivering the project's products

25
73
74
75
Which is a purpose of the Change Authority?

a)
Determine the change budget for a project
b)
Assess the impact of all requests for change
c)
Reduce the number of requests for change that need to be escalated to the Project Board
d)
Allow the Project Board to delegate the approval of all risks and Issue Reports
To which role does a Team Manager report an exception situation?

a)
Project Manager
b)
Project Board
c)
Project Assurance
d)
Project Support
What is the first step within the recommended risk management procedure?
a)
Assess
b)
Identify
c)
Implement
d)
Plan

26
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PRINCE2 Foundation Examination Answer Key
Week ending:
Exam Paper:GBP210FSample1-100815Sample_2011_Paper1
Q
Ans
Syllabus
Topic
Section
Ans
Syllabus
Topic
Section
Q Ans
Syllabus
Section
Topic
OV0101
1.5.2
31
DP0201
13.1
61 D
MP0203
BC0201
4.1.
32
PL0202
7.2.3
62 B OR0203.5 5.3.2.7
DP0203
13.3
33
OV0102
1.3
63 A
OR0204
5.2.5
PG0202
10.1
34
MP0202
16.2
64 C
RK0203
8.3.6
CP0202
18.2
35
QU0203
6.3.2.1
65 A
CS0202
15.2
SB0201
17.1
36
OR0205
Appendix A
66 A
BC0101
4.2.2
PL0201
7.1
37
CH0203.4 Appendix A
67 A
QU0201
6.1
RK0102
Table 8.2
38
QU0101
6.3.2.1
68 B
PG0204
10.3.2.2
OV0202
1.7
39
QU0206.3
6.3.1.6 /
Appendix A
69 A
SB0203
17.2
10
IP0201
14.1
40
PG0206.1 Appendix A
70 D
RK0205
8.3.5.1
11
MP0201
16.1
41
OV0202
2.5
71 C
PG0201
10.3.3
12
CS0203
15.3
42
SU0201
12.1
72 B QU0206.1
Appendix
A
13
QU0202
6.2.6
43
SB0202
17.2
73 C OR0203.4
5.3.2.4 /
9.3.1.1
14
OV0203
1.3
44
OR0203.1
15.4.1
74 A
PG0101
10.3.1.1
15
IP0204
Appendix A
45
PG0205
10.3.1.1
75 B
RK0202
8.3.5
16
SB0202
17.2
46
OV0201
1.7
17
CH0204
9.3.3
47
PL0101
7.2.3
18
CP0201
18.1
48
19
SU0202
12.2
49
CH0202
9.3.1.1
20
DP0202
13.2 / 13.3
50
RK0207
8.3.2
21
PG0207.2
Appendix
A / 18.4.5
51
OR0202
5.3.1
22
CH0201
9.1
52
BC0202.2 Appendix A
23
53
CH0203.2 Appendix A
24
OV0103
1.5.3
54
CS0201
15.1
25
PL0202
7.2.5
55
PG0203
10.3.2.3
26
56
27
PL0203
7.3.3
57
OR0101
5.3.2.4
28
RK0201
8.1
58
CH0101
Table 9.1
29
CP0203
18.4.2
59
IP0202
14.2
30
OR0201
5.1
60
RK0204
8.3.5.2
SU0204.1 Appendix A
PG0208.2 Appendix A
16.3
QU0206.2 Appendix A
RK0206.1 Appendix A

This paper remains the property of The APM Group (APMG).This document is not to be reproduced or re-sold without express
PRINCE2:2010-AnswerKey-2003-GBP210FSample1-100815Sample_2011_Paper1
Pagination Control

Rationale
Sample Paper 1

PRINCE2:2010-Rationale-2003-GBP210FSample1-100815Sample_2011_Paper1
Syllabus Topic:OV0101 - Overview and Principles

Correct Answer:C
Objective:LL1 - Recall the six aspects of project performance to be managed.
a)
Incorrect. May be an acceptance criterion, but this is NOT one of the six aspects of
project performance that need to be managed. The six aspects are cost, timescale,
scope, quality, risk and benefits. Ref 1.5.2
b)
c)
Correct. One of the six aspects, together with costs, timescales, quality, risk and
benefits. Ref 1.5.2
d)
Syllabus Topic:BC0201 - Business Case Theme

Correct Answer:C
Objective:LL2 - Understand the purpose of the Business Case theme.
a)
Incorrect. The Organization theme defines and establishes the project's structure of
accountability and responsibilities. Ref 5.1
b)
Incorrect. The Progress theme establishes mechanisms to monitor and compare actual
achievements against those planned and provides a forecast for the project's continued
viability. Ref 10.1
c)
Correct. The Business Case theme drives decision-making throughout the project and is
used to assess if the project remains viable and benefits can be realized. Ref 4.1
d)
Incorrect. The Risk theme identifies, assesses and controls uncertainties about the
project. Ref 8.1
Syllabus Topic:DP0203 - Directing a Project Process

Correct Answer:C
Objective:LL2 - Understand the context of the Directing a Project process.
a)
Incorrect. The Starting up a Project process prepares for the authorization of the
initiation stage. The request to initiate the project is an action carried out during the
Starting up a Project process. Ref 12.1
b)
Incorrect. The Initiating a Project process prepares documentation to be submitted to the

Project Board for project authorization, but the actual authorization comes from the
Directing a Project process. Ref 14.3
c)
Correct. Only the Project Board can authorize project initiation, and its activities are
covered in the Directing a Project process. Ref 13.3
d)
Incorrect. The Managing a Stage Boundary process prepares material to request

authorization of a stage from the Project Board. Ref 17.1

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Syllabus Topic:PG0202 - Progress Theme

Correct Answer:C
Objective:LL2 - Understand the purpose of the Progress theme.
a)
Incorrect. The purpose of the Business Case theme is to establish mechanisms to judge
whether the project is desirable, viable and achievable as a means to support decision
making in its investment. Ref 4.1
b)
Incorrect. The purpose of the Change theme is to identify, assess and control any
potential and approved changes to the baseline. Ref 9.1
c)
Correct. The purpose of the Progress theme is to establish mechanisms to monitor and
compare actual achievements against those planned; provide a forecast for the project
objectives and the project's continued viability, and control any unacceptable deviations.
Ref 10.1
d)
Incorrect. The purpose of the Quality theme is to define and implement the means by
which the project will create and verify products that are fit for purpose. Ref 6.1
Syllabus Topic:CP0202 - Closing a Project Process

Correct Answer:A
Objective:LL2 - Understand the objectives of the Closing a Project process.
a)
Correct. To verify user acceptance of a project's products. Ref 18.2
b)
Incorrect. The Closing a Project process occurs during the final stage, which is
prepared during the Managing a Stage Boundary process, as for any other stage, except
for the initiation stage. Ref 18.3
c)
Incorrect. The customer's quality expectations are defined and agreed early in the
Starting up a Project process. The expectations are captured in discussions with the
customer (business and user stakeholders) and then refined for inclusion in the Project
Product Description. Ref 12.4.4
d)
Incorrect. NOT all benefits may have been achieved before the project closes. Some will
be measured post-project as part of a benefits review. Ref 18.4.3
Syllabus Topic:SB0201 - Managing a Stage Boundary Process

Correct Answer:C
Objective:LL2 - Understand the purpose of the Managing a Stage Boundary process.
a)
Incorrect. Work Packages are authorized by the Project Manager during the Controlling
a Stage process. Ref 15.4.1
b)
Incorrect. An Exception Report may trigger the Managing a Stage Boundary process if
an Exception Plan is required. Ref 15.4.7
c)
Correct. A purpose of the Managing a Stage Boundary process is to provide sufficient

information to the Project Board, so that it can review the success of the current stage
and approve the next Stage Plan. Ref 17.1
d)
Incorrect. The Project Brief is approved by the Project Board following the Starting up a
Project process, and before the Initiating a Project process. Ref 13.4.1

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Syllabus Topic:PL0201 - Plans Theme

Correct Answer:B
Objective:LL2 - Understand the purpose of the Plans theme.
a)
Incorrect. The purpose of the Organization theme is to define and establish the project's
structure of accountabilities and responsibilities. Ref. 5.1
b)
Correct. Planning provides all personnel in a project with information on what is required,
how it will be achieved and by whom, using what specialist equipment and resources,
when events will happen and whether targets are achievable. Ref 7.1
c)
Incorrect. The Business Case is used to document the justification for undertaking the
project. Ref. 4.1
d)
Incorrect. The purpose of the Quality theme is to define and implement the means by
which the project will create and verify products that are fit-for-purpose. Ref. 6.1
Syllabus Topic:RK0102 - Risk Theme

Correct Answer:C
Objective:LL1 - Recall the risk response types and whether they are used to respond to a
threat or an opportunity.
a)
Incorrect. Reduce is a proactive action taken to reduce the probability or the impact of a
threat occurring, by performing some form of control. Ref Table 8.2
b)
Incorrect. Transfer is where a third party takes on responsibility for some of the financial
impact of a threat. Ref Table 8.2
c)
Correct. Reject is where a conscious and deliberate decision is taken NOT to exploit or
enhance an opportunity, having discerned that this is more economical than to attempt
an opportunity response action. Ref Table 8.2
d)
Incorrect. Putting in place a fallback plan for the actions that will be taken to reduce the
impact of a threat should it occur. This is a reactive form of reduce response which has
no impact on likelihood. Ref Table 8.2

Correct Answer:D
Objective:LL2 - Understand the seven principles.
a)
Incorrect. Consistency of project work is a benefit derived from the use of PRINCE2
project documentation and processes. It facilitates staff mobility between projects and
reduces the impact of personnel changes/handovers. Ref 1.7
b)
Incorrect. PRINCE2 is widely recognized and understood, and therefore provides a

common vocabulary for project participants. A common vocabulary is NOT a benefit
provided by the management by exception principle. Ref 1.7 / 2.5
c)
Incorrect. A PRINCE2 project's product focus provides the benefit of clarifying (for all
parties) what a project will deliver, why, when, by whom and for whom. Ref 1.7
d)
Correct. PRINCE2 is based on a 'management by exception' framework, providing for

efficient and economic use of management time (whether at corporate, programme,
Project Board or project management level). It reduces their time burden without
removing their control by ensuring decisions are made at the right level in the
organization. Ref 1.7 / 2.5

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10 Syllabus Topic:IP0201 - Initiating a Project Process

Correct Answer:A
Objective:LL2 - Understand the purpose of the Initiating a Project process.
a)
Correct. The purpose of the Initiating a Project process is to establish solid foundations
for the project, enabling the organization to understand the work that needs to be done
to deliver the project's products before committing to a significant spend. Ref 14.1
b)
Incorrect. The purpose of the Starting up a Project process is to ensure that the
prerequisites for initiating a project are in place by answering the question: do we have a
viable and worthwhile project? Ref 12.1
c)
Incorrect. The purpose of the Directing a Project process is to enable the Project Board
to be accountable for the project's success by making key decisions and exercising
overall control while delegating day-to-day management of the project to the Project
Manager. Ref 13.1
d)
Incorrect. The purpose of the Managing a Stage Boundary process is to enable the
Project Board to be provided with sufficient information by the Project Manager so that it
can review the success of the current stage, approve the next Stage Plan, review the
updated Project Plan, and confirm continued business justification and acceptability of
the risks. Ref 17.1
11 Syllabus Topic:MP0201 - Managing Product Delivery Process

Correct Answer:A
Objective:LL2 - Understand the purpose of the Managing Product Delivery process.
a)
Correct. The Managing Product Delivery process places formal requirements on

accepting, executing and delivering project work. Ref 16.1
b)
Incorrect. This is the role of the Project Manager in the Controlling a Stage process.
Ref 15.4.4
c)
Incorrect. This is an objective of the Controlling a Stage process. Ref 15.1
d)
Incorrect. This is the role of the Project Manager in the Controlling a Stage process. Ref
15.2
12 Syllabus Topic:CS0203 - Controlling a Stage Process

Correct Answer:A
Objective:LL2 - Understand the context of the Controlling a Stage process.
a)
Correct. The Project Manager is responsible for controlling the day-to-day activities of
the stage. Ref 15.3
b)
Incorrect. Project Support provides administrative support to the Project Manager, but is
NOT responsible for authorizing the work. Ref 5.3.2.8
c)
Incorrect. Project Assurance reviews the activities of the stage, but is NOT responsible
for authorizing the work. Ref 5.3.2.3
d)
Incorrect. The Team Manager agrees work with the Project Manager to be delivered as
part of a Work Package. Ref 5.3.2.7

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13 Syllabus Topic:QU0202 - Quality Theme

Correct Answer:C
Objective:LL2 - Understand the difference between quality assurance and Project Assurance.
a)
Incorrect. Both Project Assurance and quality assurance are responsible for monitoring
the project's conduct. Project Assurance reports to the project's stakeholders. Quality
assurance reports to the wider community. Ref 6.2.6
b)
Incorrect. They are both independent of the Project Manager. Ref 6.2.6
c)
Correct. Quality assurance is a function within the organization. Project Assurance is a

temporary role within the project management team. Ref 6.2.6
d)
Incorrect. Both Project Assurance and quality assurance are responsible for assuring
that applicable standards are being used. Ref 6.2.6
14 Syllabus Topic:OV0203 - Overview and Principles

Correct Answer:C
Objective:LL2 - Understand the characteristics of a project.
a)
Incorrect. Projects introduce threats and opportunities over and above those we typically
encounter in the course of stable business operations. Projects are more risky. Ref 1.3
b)
Incorrect. The project environment involves a temporary team of people with different
skills working together to introduce change within the business environment. Ref 1.3
c)
Correct. These are characteristics of a programme. Whilst projects do deliver outcomes

and benefits, many will NOT be realized until after the project has closed. Ref 19.4
d)
Incorrect. Projects are temporary in nature. Once the change has been implemented the
need for the project is removed. Ref 1.3

Correct Answer:C
Objective:LL2 - Understand the purpose of the Project Initiation Documentation.
a)
Incorrect. A Project Plan states how and when the objectives will be achieved but is NOT
an agreement on what is to be delivered. That is defined in the Project Initiation
Documentation. Ref A.16
b)
Incorrect. The Project Product Description is used in the Closing a Project process to
verify that the project has delivered what was expected, but is NOT a contract between
the Project Manager and the Project Board. Ref A.21
c)
Correct. The Project Initiation Documentation forms the basis for the management and
overall success of the project and as such is the 'contract' between the Project Manager
and the Project Board. Ref A.20
d)
Incorrect. Information in the Project Brief is NOT confirmed or detailed enough to form a
firm agreement and, after use in creating the Project Initiation Documentation, it is NOT
maintained. Ref A.19

APM Group Ltd.
16 Syllabus Topic:SB0202 - Managing a Stage Boundary Process

Correct Answer:B
Objective:LL2 - Understand the objectives of the Managing a Stage Boundary process.
a)
Incorrect. Commencement of the initiation stage is approved by the Project Board during
the Directing a Project process, at the end of start up. This is NOT a stage boundary.
Ref 13.4.1
b)
Correct. Review and, if necessary, update the Project Initiation Documentation (in
particular the Business Case, Project Plan, project approach, strategies, project
management team structure and role descriptions). Ref 17.2
c)
Incorrect. It is the Managing Product Delivery process that provides the break between
the Project Manager and the teams delivering the products. Ref 16.1
d)
Incorrect. Products are assessed and approved as and when they are completed during
the Managing Product Delivery process. These quality checks are NOT left until the end
of the stage. Ref 16.4.2
17 Syllabus Topic:CH0204 - Change Theme

Correct Answer:C
Objective:LL2 - Understand the recommended steps in the issue and change control
procedure.
a)
Incorrect. This is a request for change. Although a Team Manager may refer to it in a
Checkpoint Report it is NOT the vehicle to deal with a change. Ref 9.3.3
b)
Incorrect. The Team Manager does NOT produce Highlight Reports. Ref 10.3.3.4
c)
Correct. A Team Manager will raise it as an issue, but it is the Project Manager who
determines whether this should be dealt with as a formal Issue Report. Ref 9.3.3
d)
Incorrect. The Team Manager does NOT raise Exception Reports. Ref 10.3.4
18 Syllabus Topic:CP0201 - Closing a Project Process

Correct Answer:B
Objective:LL2 - Understand the purpose of the Closing a Project process.
a)
Incorrect. This is done in the Initiating a Project process as part of defining the
Configuration Management Strategy. Ref 14.4.2
b)
Correct. This is a purpose of the Closing a Project process. Ref 18.1
c)
Incorrect. This is a purpose of the Managing Product Delivery process. Ref 16.1
d)
Incorrect. NOT all project benefits will have been achieved at project closure. Ref 18.4.4

APM Group Ltd.
19 Syllabus Topic:SU0202 - Starting up a Project Process

Correct Answer:A
Objective:LL2 - Understand the objectives of the Starting up a Project process.
a)
Correct. An objective of the Starting up a Project process is to ensure time is NOT

wasted on initiating any projects that are based on unsound constraints etc. Ref 12.2
b)
Incorrect. The project management team is designed during the Starting up a Project
process, but the actual Team Managers may NOT be appointed until the Managing a
Stage Boundary process. Ref 12.4.3
c)
Incorrect. The Project Plan is created in the Initiating a Project process and approved by
the Project Board in the Directing a Project process. Ref 14.4.6 / 13.4.2
d)
Incorrect. The Project Initiation Documentation is prepared in the Initiating a Project

process. Ref 14.3
20 Syllabus Topic:DP0202 - Directing a Project Process

Correct Answer:B
Objective:LL2 - Understand the objectives of the Directing a Project process.
a)
Incorrect. This process is used by Team Manager(s) to communicate with the Project
Manager within the Controlling a Stage process. Ref 16.1
b)
Correct. This process ensures that corporate or programme management has an

interface to the project. It is a key role for the Project Board to engage with corporate or
programme management and to act as a communication channel. Ref 13.2 / 13.3
c)
Incorrect. The Project Manager should report to and receive information from the Project
Board within this process. Ref 15.1
d)
Incorrect. Products from this process will be provided to the Project Board in the
Directing a Project process for it to communicate with corporate/programme
management. Ref 17.1
21 Syllabus Topic:PG0207.2 - Progress Theme

Correct Answer:C
Objective:LL2 - Understand the purpose of an End Project Report.
a)
Incorrect. The End Project Report includes a comparison of project performance against
the original Project Initiation Documentation. Ref A.8.1
b)
Incorrect. An End Project Report includes the Lessons Report which will help future
projects by their learning from these lessons. Ref A.8.1
c)
Correct. The Project Board would use the End Stage Report in tandem with the next
Stage Plan to decide what action to take with the project: for example, authorize the
next stage, amend the project scope, or stop the project. Ref A.9.1
d)
Incorrect. The End Project Report includes any follow-on action recommendations, which
will contain any risks for the attention of those who will maintain and operate the finished
product. Ref A.8.1

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Correct Answer:C
Objective:LL2 - Understand the purpose of the Change theme.
a)
Incorrect. This procedure assesses and controls uncertainty, NOT change. Ref 8.3.5
b)
Incorrect. This procedure monitors and evaluates achievements, NOT change. Ref 10.3.4
c)
Correct. This is the procedure that identifies and controls changes to baselined
products. It is part of the Change theme. Ref 9.1
d)
Incorrect. This procedure defines and produces products that are fit-for purpose. Ref
6.3.2
23 Syllabus Topic:SU0204.1 - Starting up a Project Process

Correct Answer:A
Objective: LL2 - Understand the purpose of the Project Brief.
a)
Correct. One of the purposes of the Project Brief is to ensure the project has a welldefined start point. Ref A.19.1
b)
Incorrect. This is a purpose of the Communication Management Strategy. Ref A.4.1
c)
Incorrect. This is a purpose of the Configuration Management Strategy. Ref A.6.1
d)
Incorrect. This is part of setting up the project controls, performed in the Initiating a
Project process, NOT the Project Brief. Ref A.20.1 / 14.4.5

Correct Answer:C
Objective:LL1 - Recall the four integrated elements.
a)
Incorrect. Quality is an aspect of project performance that needs to be managed. The

integrated elements are the seven principles, seven themes, seven processes and
tailoring. Ref 1.5.3
b)
Incorrect. Role descriptions help to agree and communicate project management team
roles and responsibilities. The integrated elements are the seven principles, seven
themes, seven processes and tailoring. Ref 1.5.3
c)
Correct. Principles, themes, processes and tailoring are the four integrated elements.
Ref 1.5.3
d)
Incorrect. Product Descriptions support the focus on products but the four integrated
elements are the seven principles, seven themes, seven processes and tailoring.
Ref 1.5.3

APM Group Ltd.
25 Syllabus Topic:PL0202 - Plans Theme

Correct Answer:C
Objective:LL2 - Understand the levels of plan, their purpose and the interrelationship between
them.
a)
Incorrect. (4) A Stage Plan is created at the level of detail needed to enable the day-today control by the Project Manager. Ref 7.2.5
b)
Incorrect. (3) A Stage Plan is created towards the end of the preceding stage. Ref 7.2.5
c)
Correct. (2) The Stage Plan provides the basis for the Project Manager's control. The
Project Board monitors against the Project Plan. Ref 7.2.4
d)
Incorrect. (1) A Stage Plan is produced towards the end of the preceding stage and can
therefore be written with the knowledge of previous stages. Ref 7.2.5

Correct Answer:D
Objective:LL2 - Understand the purpose a Highlight Report.
a)
Incorrect. End Stage Reports are NOT regular and may be too far apart for good
reporting. Ref A.9.1
b)
Incorrect. These are from the Team Manager to the Project Manager. Ref A.3.1
c)
Incorrect. These are NOT regular progress reports. Ref A.10.1
d)
Correct. These are sent on a regular basis by the Project Manager to the Project Board.
Ref A.11.1

Correct Answer:D
Objective:LL2 - Understand the product-based planning technique.
a)
Incorrect. The scope will be clear, but the time and effort taken to deliver them is NOT
affected. Ref 7.3.3
b)
Incorrect. Product-based Planning does NOT involve any estimates, and cannot therefore
identify how long a project will take. Ref 7.3.3
c)
Incorrect. Whilst the technique focuses on identifying the products required of the
project, the activities required to create or change each of the planned products may
need to be identified to give a fuller picture of the plan's workload. Ref 7.3.3
d)
Correct. Clearly and consistently identifying and documenting the plan's products and
interdependencies between them reduces the risk of important scope aspects being
neglected or overlooked. Ref 7.3.3

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28 Syllabus Topic:RK0201 - Risk Theme

Correct Answer:B
Objective:LL2 - Understand the purpose of the Risk theme.
a)
Incorrect. (4) The Risk Management Strategy defines activities that should be
implemented to control risks on the project. Ref 8.1
b)
Correct. (3) The purpose of the Risk theme is to manage project risks, NOT at the
corporate or programme level. Ref 8.1
c)
Incorrect. (2) The purpose of the Assess step is to assess the impact of risks on the
project objectives. Ref 8.1
d)
Incorrect. (1) The purpose of the Identify risks step is to identify risks to the project. Ref
8.1

Correct Answer:B
Objective:LL2 - Understand the context of the Closing a Project process.
a)
Incorrect. The Project Manager does NOT have the required level of authority. They will
implement premature closure on the request of the Project Board. Ref 18.4.2
b)
Correct. The Project Board triggers premature closure from the Directing a Project
process. Ref 18.4.2 / 13.4.4
c)
Incorrect. Project Support may supply management information to support a premature

project closure, but the closure can only be triggered from within the project
management team by the decision-making authority of the Project Board. Ref 18.4.2
d)
Incorrect. The Project Board may appoint Project Assurance to undertake some of the
reviewing and assessing actions during the Closing a Project process, but Project
Assurance does NOT have the required level of authority to trigger premature closure.
Ref 18.4.2 / 13.4.5
30 Syllabus Topic:OR0201 - Organization Theme

Correct Answer:C
Objective:LL2 - Understand the purpose of the Organization theme.
a)
Incorrect. This is covered by the Progress theme. Ref 10.1
b)
Incorrect. At the start of the project, team members may need training. The Project
Manager should ensure that training needs are built into the appropriate plans. Ref
5.3.3.2
c)
Correct. The purpose of the Organization theme is to define and establish the project's
structure of accountability and responsibilities (the who?). Ref 5.1
d)
Incorrect. Management by exception requires the setting of stages, targets against the 6
objectives and tolerance for each. This is all covered within the Progress theme. Ref 10.1

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11

Correct Answer:A
Objective:LL2 - Understand the purpose of the Directing a Project process.
a)
Correct. The purpose of the Directing a Project process is to enable the Project Board to
be accountable for the projects success by making key decisions and exercising overall
control while delegating day-to-day management of the project to the Project Manager.
Ref 13.1
b)
Incorrect. The Controlling a Stage process enables the Project Manager to assign work
to be done, monitor such work, deal with issues, report progress to the Project Board
and take corrective action. Ref 15.1
c)
Incorrect. The Starting up a Project process ensures the prerequisites are in place for
initiating a project. Ref 12.1
d)
Incorrect. The Initiating a Project process establishes solid foundations for the project.
Ref 14.1

Correct Answer:B
Objective:LL2 - Understand the levels of plans, their purpose and the interrelationship between
the Project Plan, Stage Plans, Team Plans and an Exception Plan.
a)
Incorrect. The Project Plan is created in the Initiating a Project process, but the Stage
Plan for the initiation stage is created before this. Ref 7.2.3
b)
Correct. The Stage Plan, for the initiation stage, contains the creation of the Project
Initiation Documentation. This is the first plan to be created in the PRINCE2 processes.
Ref 7.2.3
c)
Incorrect. Team Plans are optional and are NOT produced until the Managing Product
Delivery process. This process may be optionally used during the initiation of a project,
but the Stage Plan for the initiation stage is created before entering initiation. Ref 7.2.3
d)
Incorrect. An Exception Plan CANNOT be created until there are set targets against
which progress can be measured. These targets are defined in the Project Plan and
subsequent Stage Plans. However, none of these precede the Stage Plan for the
initiation stage. Ref 7.2.3

Correct Answer:D
Objective:LL1 - Recall the definition of a project.
a)
Incorrect. See rationale for option D.
b)
c)
d)
Correct. A project is a temporary organization that is created for the purpose of delivering
one or more business products according to an agreed Business Case. Ref 1.3

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12

Correct Answer:C
Objective:LL2 - Understand the objectives of the Managing Product Delivery process.
a)
Incorrect. The Work Package ensures that everyone in the team, including suppliers,
understands what they have to do. Ref 16.2
b)
Incorrect: The Work Package should contain Product Descriptions that describe the
product(s) required, including the quality criteria. Ref 16.2
c)
Correct. The Managing Product Delivery process does NOT have any communications
with the Project Board. Informing the Project Board of progress on the products is part of
Controlling a Stage. Ref 16.2
d)
Incorrect: Ensuring that work for the team is agreed with the Project Manager is part of
the Accept a Work Package activity. Ref 16.2

Correct Answer:A
Objective:LL2 - Understand the objective of the quality review technique.
a)
Correct. Involvement of key interested parties in checking a product's quality promotes

wider acceptance of the projects products. Ref 6.3.2.1
b)
Incorrect. Any change to a product specification must go through formal change control.
Ref 9.1
c)
Incorrect. Errors should be noted as follow-up actions to be completed outside of the

meeting. Ref 6.3.2.1
d)
Incorrect. This is NOT part of the quality review technique. Results of the review are
communicated to the appropriate managers/support personnel who will update this
information. Ref 15.4.2

Correct Answer:B
Objective:LL2 - Understand the purpose of the Communication Management Strategy.
a)
Incorrect. This is the purpose of the Configuration Management Strategy NOT the
Communication Management Strategy. Ref A.6.1
b)
Correct. This is a key element in the use of the Communication Management Strategy.
Ref A.4.1
c)
Incorrect. This reflects the purpose of the Organization theme in PRINCE2 NOT the
Communication Management Strategy. Ref 5.1 / A.4.1
d)
Incorrect. Team Managers communicate with the Project Manager NOT the Project
Board. Ref 5.3.2.7 / A.4.1

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37 Syllabus Topic:CH0203.4 - Change Theme

Correct Answer:B
Objective:LL2 - Understand the purpose of the Issue Register.
a)
Incorrect. The Product Description will be updated to reflect requests for change, if those
requirements are approved via change control. The Product Description does NOT
contain details of status. Ref A.17.2
b)
Correct. Requests for change should be defined in Issue Reports which should be
recorded in the Issue Register, and their status monitored by the Project Manager. Ref
A.12.1
c)
Incorrect. This shows the status of a product and a cross-reference to any Issue
Reports. It does NOT show the status of requests for change. Ref A.5.2
d)
Incorrect. If requests for change are identified during a quality review, these would be
raised as Issue Reports and added to the Issue Register. The Quality Register does
NOT show the status of Issue Reports. Ref A.23.2

Correct Answer:B
Objective:LL1 - Recall the recommended quality review team roles.
a)
Incorrect. Although the Senior User may participate in a quality review, possibly as a
reviewer, Senior User is NOT a recommended quality review role. Ref 6.3.2.1
b)
Correct. This role introduces the product for review and represents the producer(s) of the
product. The presenter also coordinates and tracks the work after the review, i.e.
applying changes to the product agreed by the team. Ref 6.3.2.1
c)
Incorrect. Although Project Support may participate in a quality review, possibly as an

administrator, Project Support is NOT a recommended quality review role. Ref 6.3.2.1
d)
Incorrect. Although Project Assurance may participate in a quality review, possibly as a

reviewer, and are responsible for identifying appropriate people to fulfil this role, Project
Assurance is NOT a recommended quality review role. Ref 6.3.2.1
39 Syllabus Topic:QU0206.3 - Quality Theme

Correct Answer:C
Objective:LL2 - Understand the purpose of a Quality Register.
a)
Incorrect. This event has already happened. There is no uncertainty about its
occurrence, therefore it is NOT a risk. Ref 8.2.1 / A.25.1
b)
Incorrect. This may be raised as an issue (Off-specification) and formally managed if, for
example, the failure is likely to lead to an exception situation. However, the product that
should always be updated with the result of the quality activities is the Quality Register.
Ref 6.3.1.6 / A.23.1
c)
Correct. The Quality Register records the results of all quality management activities.
Ref 6.3.1.6 / A.23.1
d)
Incorrect. Whilst there may be a recommendation on how this product should be

developed to avoid this experience on future projects, this statement does NOT provide
evidence of this. Ref 6.3.1.6 / A.14.1

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Correct Answer:B
Objective:LL2 - Understand the purpose of a Daily Log.
a)
Incorrect. The Stage Plan is used to record the activities and products planned for the
stage. Ref 7.2.5
b)
Correct. The Project Manager can deal with issues informally, but these should be
entered in the Daily Log. Ref A.7.1
c)
Incorrect. A Configuration Item Record contains information on the status of each

product. Ref A.5.1
d)
Incorrect. A Checkpoint Report is produced by the Team Manager providing progress on

a Work Package. Ref A.3.1

Correct Answer:D
Objective:LL2 - Understand the seven principles
a)
Incorrect. This requires that the project be broken into manageable stages with control or
decision points. Ref 2.4
b)
Incorrect. This requires that a decision be made as to how the project management
method is to be applied. Ref 2.7
c)
Incorrect. This requires that the full scope of the project is understood and that all
deliverables are fully defined. Ref 2.6
d)
Correct. Accountability is established by delegating authority from one management

level to the next by setting tolerances against the six objectives for the respective level of
the plan: time, cost, quality, scope, risk, benefit. Ref 2.5

Correct Answer:A
Objective:LL2 - Understand the purpose of the Starting up a Project process.
a)
Correct. The purpose of the Starting up a Project process is to ensure that the question
'do we have a viable and worthwhile project' can be answered. This is achieved by
ensuring the prerequisites for initiating the project are in place. Ref 12.1
b)
Incorrect. The Project Plan is created in the Initiating a Project process NOT the Starting
up a Project process. Ref 14.4.6
c)
Incorrect. The Project Initiation Documentation is created in the Initiating a Project

process NOT the Starting up a Project process. Ref 14.4.8
d)
Incorrect. The customer's quality expectations are captured and documented in the
Project Product Description during the Starting up a Project process. There is no
confirmation that these will be met at this point in time as they are a target objective. Ref
12.4.4

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Correct Answer:C
a)
Incorrect. New stakeholders may be identified at any time and will need to be added to
the Communication Management Strategy, NOT to the project management team
structure. Ref A.4.2
b)
Incorrect. The individuals nominated to take the roles within a quality review are NOT
recorded in the project management team structure. They will be recorded in the Quality
Register and on the associated Product Descriptions. Ref A.23.2 / A.17.2
c)
Correct. New Team Managers may be required for the next stage, different Project
Assurance may be required due to the nature of the next stage, etc. Ref 17.2 / 17.4.1
d)
Incorrect. The project management team structure includes the Team Manager, but NOT
the team members. This detail would be amended in the Team Plan. Ref 16.4.2
44 Syllabus Topic:OR0203.1 - Organization Theme

Correct Answer:A
Objective:LL2 - Understand the role of the Project Board.
a)
Correct. Tolerance is allocated to the Project Manager by the Project Board when
authorizing the next stage. Tolerance is allocated to specialist teams by the Project
Manager, NOT the Project Board. Ref 15.4.1
b)
Incorrect. As the Benefits Review Plan includes resources beyond the life of the project,
ownership of this plan needs to transfer to corporate or programme management when
authorizing project closure. Ref 13.4.5
c)
Incorrect. The Project Product Description is incorporated within the Project Brief which
is approved by the Project Board when authorizing initiation. Ref 13.4.1
d)
Incorrect. The Project Board agree the frequency of Highlight Reports with the Project
Manager at the end of each stage, when authorizing a Stage Plan or Exception Plan.
Ref 10.3.3.4
45 Syllabus Topic:PG0205 - Progress Theme

Correct Answer:B
Objective:LL2 - Test understanding of the setting of project level tolerances.
a)
Incorrect. The Project Board has overall control at a project level, as long as forecasts
remain with project tolerance, and will allocate tolerances for each management stage to
the Project Manager. Ref 10.3.1.1
b)
Correct. Corporate/programme management sits outside the project but sets the overall
requirements and tolerance levels of the project. Ref 10.3.1.1
c)
Incorrect. The Executive forms part of the Project Board. Project tolerance is set by the
corporate/programme management for the Project Board. Ref 10.3.1.1
d)
Incorrect. The Project Manager agrees Work Package tolerance with the Team Manager
(s). Ref 10.3.1.1

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Correct Answer:B
Objective:LL2 - Understand the benefits of using PRINCE2.
a)
Incorrect. Stakeholders are NOT represented in plans. They may receive copies. Ref 1.7
b)
Correct. PRINCE2 plans are designed to meet the needs of the different levels in the
project organization and assist in communication and control by being regularly updated
and copied to the necessary levels. Ref 1.7
c)
Incorrect. One plan is unable to meet the needs of all levels in the project organization.
Ref 7.2.3
d)
Incorrect. The levels of management in a project organization are recommended within

the PRINCE2 method. The recommended plans do NOT affect the levels of management
required. Ref 5.3.1

Correct Answer:C
Objective:LL1 - Recall the levels of plan recommended by PRINCE2.
a)
Incorrect. In addition there are two further levels: the Stage Plan and Team Plan. Ref
7.2.3
b)
Incorrect. In addition there is a further level of Team Plan. Ref 7.2.3
c)
Correct. Project Plan, Stage Plan and Team Plan (Exception Plan replaces one of
these). Ref 7.2.3
d)
Incorrect. Project Plan, Stage Plan and Team Plan (Exception Plan replaces one of
these). Ref 7.2.3

Correct Answer:C
Objective:LL2 - Understand the purpose of a Product Description.
a)
Incorrect. (4) By understanding the quality method and quality skills needed, the review
activities can be planned for and scheduled. Ref A.17.1
b)
Incorrect. (3) The skills needed to develop the product will aid resource planning. Ref
A.17.1
c)
Correct. (2) The Product Description includes products on which this one is dependant
but NOT vice versa. Ref A.17.1
d)
Incorrect. (1) The composition will identify the parts of a product giving an indication of its
'size' to assist estimating. Ref A.17.1

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Correct Answer:C
Objective:LL2 - Understand the purpose of a change budget.
a)
Incorrect. Any changes to the project costs will come from Corporate Management
unless it is allowed for in the Project Board tolerance. Ref 10.3.3.1
b)
Incorrect. The cost tolerance is given to the Project Manager for each stage. Any
increase would require an Exception Report that the Project Board would review and if
necessary fund from the project's tolerance. Ref 10.3.4
c)
Correct. This is a sum of money the customer and supplier agree will fund any request
for change. It is given to a Change Authority to manage and control. Ref 9.3.1.1
d)
Incorrect. The change budget does NOT pay for corrections to off-specifications. Ref
9.3.1.1

Correct Answer:D
Objective:LL2 - Understand the concept of risk appetite/tolerances.
a)
Incorrect. This is a risk budget, a sum of money included within the project budget and
set aside to fund specific management responses to the project's threats and
opportunities. Ref 8.3.6
b)
Incorrect. This is a risk budget, the mechanisms for control of and access to which
should be detailed in the Risk Management Strategy. Ref 8.3.6
c)
Incorrect. This describes cost tolerance, NOT risk appetite. Ref 10.2.3
d)
Correct. An organization's unique attitude towards risk-taking that in turn dictates the
amount of risks it considers acceptable. Ref 8.3.2

Correct Answer:C
Objective:LL2 - Understand the three project interests and how these are represented within
the three levels of the project management team structure.
a)
Incorrect. The Project Board represents the 'directing' level. Ref 5.3.1
b)
Incorrect. The Project Manager represents the 'managing' level. Ref 5.3.1
c)
Correct. The 'delivering' level relates to the Team Manager responsible for delivering the
project's products which they do via the Managing Product Delivery process. Ref 5.3.1
d)
Incorrect. Project Support does NOT represent a level on the project management team.
Ref 5.3.1

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52 Syllabus Topic:BC0202.2 - Business Case Theme

Correct Answer:C
Objective:LL2 - Understand the purpose of a Benefits Review Plan.
a)
Incorrect. This is a purpose of the Business Case. Ref A.2.1
b)
Incorrect. The Benefits Review Plan includes all benefits, NOT just those which can be
measured after the project has closed. Ref A.1.1
c)
Correct. The Benefits Review Plan is used to cover the assessment of benefits. Ref
4.3.3 / A.1.1
d)
Incorrect. The reasons for the project are derived from the project mandate and
documented in the outline Business Case during the Starting up a Project process. Ref.
12.4.4

Correct Answer:B
Objective:LL2 - Understand the purpose of a Configuration Item Record.
a)
Incorrect. This describes the Product Status Account. Each version of a product has a
different Configuration Item Record. Ref A.18.1
b)
Correct. Contains the relationship with other items which may be affected by any
changes to the product. Ref 9.3.1.2 / A.5.1
c)
Incorrect. The maximum level of control possible is determined by breaking down the
project's products until the level reached at which a component can be independently
installed, replaced or modified. The product breakdown structure can therefore support
configuration management. Ref 9.3.2
d)
Incorrect. Configuration Item Records include a cross-reference to any issues or risks

which caused the product to change, it does NOT contain details of the issues/risks
themselves. Ref A.5.2

Correct Answer:B
Objective:LL2 - Understand the purpose of the Controlling a Stage process.
a)
Incorrect. The Project Manager takes corrective actions to ensure the stage remains
within tolerance. Ref 15.1 / 15.4.8
b)
Correct. The recommendation of stage tolerances is done while planning the stage in the
Managing a Stage Boundary process. Ref 17.4.1 / 13.4.3
c)
Incorrect. The Project Manager will report progress to the Project Board using Highlight
Reports. Ref 15.1 / 15.4.5
d)
Incorrect. The Project Manager will assign work to be done in Work Packages. Ref
15.1 / 15.4.1

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Correct Answer:B
Objective:LL2 - Understand the concept of management stages and the difference between
management and technical stages.
a)
Incorrect. PRINCE2 mandates a minimum of two management stages, initiation and the
rest of the project. Ref 10.3.2.1
b)
Correct. A technical stage can span over more than one management stage. Ref
10.3.2.3
c)
Incorrect. Management stages do NOT overlap, technical stages do. Ref 10.3.2.2
d)
Incorrect. Management stages and technical stages can be scheduled to coincide, but
this is NOT true of all stages. Ref 10.3.2.2
56 Syllabus Topic:RK0206.1 - Risk Theme

Correct Answer:A
Objective:LL2 - Understand the purpose of the Risk Management Strategy.
a)
Correct. The Risk Management Strategy describes the specific risk management
techniques and standards to be applied, and the responsibilities for achieving an effective
risk management procedure. Ref A.24.1
b)
Incorrect. Exposure to risk is summarized in the risk profile. This procedure is defined in
the Risk Management Strategy. Ref A.24
c)
Incorrect. The Risk Management Strategy defines the different categories of risk
responses which can be used to identify suitable actions for each risk. It does NOT
define the specific response actions appropriate for each risk. Ref A.24
d)
Incorrect. Risk owners are identified and recorded in the Risk Register. Ref A.25.2

Correct Answer:C
Objective:LL1 - Recall the roles within the Organization theme.
a)
Incorrect. The Project Manager CANNOT perform the role of the Executive, the two roles
must be independent. Ref 5.3.2.1
b)
Incorrect. The Project Assurance role CANNOT be delegated to the Project Manager,
the roles must remain independent. The Project Assurance role is owned by the Project
Board members and can be delegated by them but NOT to the Project Manager. Ref
5.3.2.3
c)
Correct. The Change Authority role can be delegated by the Project Board to the Project
Manager. Ref 5.3.2.4
d)
Incorrect. The Senior User role can be combined with the Executive role but CANNOT be
performed by the Project Manager, the Project Manager and any Project Board role are
always separate. Ref 5.3.2.1

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Correct Answer:B
Objective:LL1 - Recall the three types of issue.
a)
Incorrect. A concession is an off-specification which has been accepted without

corrective action. Ref Table 9.2
b)
Correct. Each of these is a type of issue. Ref Table 9.1
c)
Incorrect. An Issue Report contains the description, impact assessment and

recommendations for a request for change, off-specification or a problem/concern. It is
only created for those issues that need to be handled formally. Ref 9.3.1.6
d)
Incorrect. An Issue Report contains the description, impact assessment and

recommendations for a request for change, off-specification or a problem/concern. It is
only created for those issues that need to be handled formally. Ref 9.3.1.6. A risk is
NOT a type of issue. Ref Table 9.1

Correct Answer:B
Objective:LL2 - Understand the objectives of the Initiating a Project process.
a)
Incorrect. The available project approaches are evaluated in the Starting up a Project
process. Ref 12.2 / 12.4.5
b)
Correct. An objective of the Initiating a Project process is to ensure that there is

common understanding of who needs information, in what format, and at what time. Ref
14.2 / 14.4.4
c)
Incorrect. The Project Brief is developed in the Starting up a Project process NOT the
Initiating a Project process. Ref 12.2
d)
Incorrect. A focus of the Initiating a Project process is to understand and put strategies
in place to manage constraints, NOT to remove them. Ref 14.2

Correct Answer:B
Objective:LL2 - Understand the probability, impact and proximity of a risk.
a)
Incorrect. The impact of each risk is measured in terms of the project objectives. The
impact identifies what the outcome would be if the risk occurs. Ref 8.3.5.2
b)
Correct. The point in time, or within the project, when the risks might materialize. Ref
8.3.5.2
c)
Incorrect. The likelihood of the risk occurring - is it highly likely or NOT very likely. Ref
8.3.5.2
d)
Incorrect. This activity assesses the net effect of all the identified risks on a project when
aggregated together. Ref 8.3.5.2

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Correct Answer:D
Objective:LL2 - Understand the context of the Managing Product Delivery process.
a)
Incorrect. Team Plans are produced by the Team Manager during the Managing a
Product Delivery process. Ref 16.3
b)
c)
d)
Correct. Team Plans are produced by the Team Manager during the Managing a Product
Delivery process. Ref 16.3

Correct Answer:B
Objective:LL2 - Understand the role of the Team Manager.
a)
Incorrect. The Project Manager CANNOT take on the role of Senior Supplier. This would
prove to be a conflict of interests. Supplier assurance must remain independent
of/CANNOT be delegated to the Project Manager. Ref 5.3.2.3
b)
Correct. The appointment of separate Team Managers is optional. If the Project Manager
has the appropriate knowledge, coverage, etc, they may manage the teams directly. Ref
5.3.2.7
c)
Incorrect. Project Assurance is the responsibility of the Project Board and must remain
independent of/CANNOT be delegated to the Project Manager. Ref 5.3.2.3
d)
Incorrect. The Project Manager CANNOT take on the role of Senior User. This would
prove to be a conflict of interests. User assurance must remain independent of/CANNOT
be delegated to the Project Manager. Ref 5.3.2.3

Correct Answer:A
Objective:LL2 - Understand what a stakeholder is.
a)
Correct. Project Board members are stakeholders. Those with a role on the Project
Board will have an interest in, and influence over the project. Project Board members are
decision-makers representing stakeholders, i.e. business, user and supplier interests.
Ref 5.2.5
b)
Incorrect. Stakeholders are both internal and external to the corporate organization.
Primary stakeholders are represented on the Project Board, others are external to the
project management team. Ref 5.3.5.2
c)
Incorrect. Corporate and/or programme management are stakeholders within a project

but do NOT sit within the project management team structure. Ref 5.3.1
d)
Incorrect. Project Board members are stakeholders. Those with a role on the Project
Board will have an interest in, and influence over the project. Project Board members are
decision-makers representing stakeholders, i.e. business, user and supplier interests.
Ref 5.2.5

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Correct Answer:C
Objective:LL2 - Understand the purpose of a risk budget.
a)
Incorrect. These would be funded by a change budget, NOT the risk budget. Ref 9.3.1.1
b)
Incorrect. This would be funded from any cost tolerance. Ref Table 10.1
c)
Correct. The risk budget is set aside to fund specific management responses to the
project's threats and opportunities. Ref 8.3.6
d)
Incorrect. The use of a risk budget is defined within the Risk Management Strategy,
during the Initiating a Project process. Ref A.25.2 / 8.3.6

Correct Answer:A
Objective:LL2 - Understand the objectives of the Controlling a Stage process.
a)
Correct. The Stage Plan is produced in the Managing a Stage Boundary process,
towards the end of a stage, and is NOT an objective of the Controlling a Stage process.
Ref. 15.2 / 17.4.1
b)
Incorrect. Any movement away from the direction and products agreed at the start of the
stage is monitored to avoid uncontrolled change ('scope creep') and a loss of focus. Ref
15.2
c)
Incorrect. The project management team is focused on delivery within the tolerances laid
down. The stage should NOT exceed the tolerances agreed with the Project Board. Ref
15.2
d)
Incorrect. Throughout a stage, the project management team should be watching for,
assessing and dealing with issues and risks. Ref 15.2 / 15.3
66 Syllabus Topic:BC0101 - Business Case Theme

Correct Answer:A
Objective:LL1 - Recall the definition of a project output, an outcome, a benefit and a dis-benefit.
a)
Correct. This is an output - a specialist product (whether tangible or intangible). Ref 4.2.2
b)
Incorrect. This is an outcome. Ref 4.2.2
c)
Incorrect. This is a benefit. Ref 4.2.2
d)
Incorrect. This is dis-benefit. Ref 4.3.4.4

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Correct Answer:A
Objective:LL2 - Understand the purpose of the Quality theme.
a)
Correct. The Quality theme defines the PRINCE2 approach to ensuring that the project's
products meet business expectations. Ref 6.1
b)
Incorrect. This is covered by the Change theme. Ref 9.1
c)
Incorrect. This is covered by the Business Case theme. Ref 4.1
d)
Incorrect. This is a purpose of the Progress theme. Ref 10.1

Correct Answer:B
Objective:LL2 - Understand the factors to consider in identifying management stages.
a)
Incorrect. The frequency of Highlight Reports will be considered when planning each
stage. It is NOT an influence when deciding on the duration of a stage. Ref 10.3.2.2 /
10.3.1.2
b)
Correct. Stage breaks can be inserted at key points when risks to the project can be
reviewed before major commitments of money or resources. Ref 10.3.2.2
c)
Incorrect. Management stages will be set according to the confidence of the Project
Board and Project Manager in proceeding. Management stages are NOT set according
to the availability of the Project Board. Ref 10.3.2.2 / 10.3.1.2
d)
Incorrect. Technical stages are typified by the use of a particular set of specialist skills.
Management stages equate to commitment of resources and authority to spend. Ref
10.3.2.2 / 10.3.1.3

Correct Answer:A
Objective:LL2 - Understand the context of the Managing a Stage Boundary process.
a)
Correct. The Stage Plan for the next stage should be planned near the end of the current
stage when managing a stage boundary. Ref 17.2 / 17.3 / 17.4.1 / 7.2.5
b)
Incorrect. The Stage Plan for the next stage should be planned near the end of the
current stage when managing a stage boundary, so that it can be approved by the
Project Board and the next stage can commence. Ref 17.4.1
c)
Incorrect. The Project Plan is produced in the Initiating a Project process. Ref 14.4.6
d)
Incorrect. The plan for the second stage of a project may be produced towards the end of
initiation, but this is NOT when Stage Plans for further stages are produced. Ref 7.2.5

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Correct Answer:D
Objective:LL2 - Understand the difference between cause, event and effect when expressing a
risk.
a)
Incorrect. This is describing a risk effect. The risk effect should describe the impact
(s) that the risk would have on the project objectives should the risk materialize. Ref
8.3.5.1
b)
Incorrect. This is describing a risk event. The risk event should describe the area of
uncertainty in terms of the threat or the opportunity. Ref 8.3.5.1
c)
Incorrect. This is describing a risk effect. The risk effect should describe the impact
(s) that the risk would have on the project objectives should the risk materialize. Ref
8.3.5.1
d)
Correct. This is describing a risk cause. The risk cause should describe the source of
the risk, i.e. the situation that gives rise to the risk. These are often referred to as risk
drivers. Ref 8.3.5.1

Correct Answer:C
Objective:LL2 - Understand the difference between event-driven and time-driven controls.
a)
Incorrect. The end of a stage is NOT a periodic control, i.e. it does NOT occur weekly or
monthly. Ref 10.3.3
b)
Incorrect. Exception situations are NOT a periodic control, i.e. you CANNOT plan for
them. Ref 10.3.3
c)
Correct. Time-driven controls take place at predefined periodic intervals. The frequency
and format of the Checkpoint Reports will be agreed in the Work Package. Ref 10.3.3
d)
Incorrect. Produced at the end of a stage and the end of the project, these are NOT
periodic controls, i.e. it does NOT occur weekly or monthly. Ref 10.3.3

Correct Answer:B
Objective:LL2 - Understand the purpose of a Project Product Description.
a)
Incorrect. This is a purpose of the Quality Management Strategy. Ref A.22.1
b)
Correct. A purpose of the Project Product Description is to define what the project must
deliver in order to gain customer acceptance. Ref A.21.1
c)
Incorrect. This is the purpose of the Project Plan. Ref 7.2.4
d)
Incorrect. The Project Manager's responsibilities are defined by the Executive in the
Starting up a Project process and they are NOT documented in the Project Product
Description. Ref A.21.1 / 12.4.1

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Correct Answer:C
Objective:LL2 - Understand the role of a Change Authority.
a)
Incorrect. If there is to be a change budget, this will be determined by the Project Board,
as part of the overall project budget. Ref 9.3.1.1 / 13.4.2
b)
Incorrect. This is the role of the Project Manager, NOT the Change Authority. Ref
9.3.3.2 / 9.3.1.1
c)
Correct. Within the limits of authority set by the Project Board, changes can be
approved by the Change Authority without the need for escalation. Ref 5.3.2.4 / 9.3.1.1 /
C.8.
d)
Incorrect. The Change Authority deals with requests for change and off-specifications,
NOT risks. There should be a limit to the delegated authority in terms of the
characteristics of changes which can be approved by the Change Authority. Ref 9.3.1.1

Correct Answer:A
Objective:LL1 - Recall the lines of authority and reporting between the four levels of
management.
a)
Correct. The Team Manager has control for a Work Package, within the Work Package
tolerances agreed with the Project Manager. During execution of the Work Package, if
any forecasts indicate that it is likely to exceed the agreed tolerances, then the deviation
should be referred to the Project Manager by the Team Manager in order to get a
decision on corrective action. Ref 10.3.1.1
b)
Incorrect. If a Team Manager forecasts an exception situation, it should be escalated to

the Project Manager via an issue. See rationale A.
c)

d)


Correct Answer:B
Objective:LL2 - Understand the five steps within the risk management procedure.
a)
Incorrect. If the risk has NOT been identified, it CANNOT be assessed. Ref 8.3.5
b)
Correct. The risk must first be identified before it can be assessed, and responses
planned and then implemented. Ref 8.3.5
c)
Incorrect. If the risk has NOT been identified, it CANNOT be assessed. Therefore
responses CANNOT be planned or implemented. Ref 8.3.5
d)
Incorrect. If the risk has NOT been identified, it CANNOT be assessed. Therefore
responses CANNOT be planned or implemented. Ref 8.3.5

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Pagination Control

Sample Paper 2
Multiple Choice
1-hour paper
Instructions
1. All 75 questions should be attempted.
2. 5 of the 75 questions are under trial and will not contribute to your
overall score. There is no indication of which questions are under trial.
3. All answers are to be marked on the answer sheet provided.
4. Please use a pencil and NOT ink to mark your answers on the answer
sheet provided. There is only one correct answer per question.
5. You have 1 hour for this paper.
6. You must get 35 or more correct to pass.
Candidate Number: .....................................

Which is one of the six aspects of project performance that needs to be managed?
a)
Customers
b)
People
c)
Benefits
d)
Processes
What is a trigger for the Starting up a Project process?

a)
Project Brief
b)
Project Plan
c)
Project mandate
d)
Outline Business Case
Which is a purpose of the Business Case theme?

a)
Establish mechanisms to monitor and compare actual achievements against those planned
b)
Establish methods to judge whether the ongoing project is justified
c)
Assess and control uncertain events or situations
d)
Describe how, when and at what cost products can be delivered

Which role is responsible for creating a Team Plan in the Managing Product Delivery process?
a)
Project Manager
b)
Team Manager
c)
Project Support
d)
Senior User
The incorporation of the primary stakeholders on the project management team supports which
principle?
a)
Continued business justification
b)
Defined roles and responsibilities
c)
Manage by stages
d)
Learn from experience
Which describes risk appetite?

a)
An organization's attitude towards risk-taking
b)
Probable effect on the project delivering its objectives
c)
Probable timeframe within which a risk may occur
d)
Level of risk exposure that, when exceeded, triggers an exception


If the Project Manager needs to know the results of a quality review, the [ ? ] will provide a
summary together with the date of any follow-up meeting.
a)
Stage Plan
b)
Issue Register
c)
Daily Log
d)
Quality Register
How is the Project Initiation Documentation used during the Closing a Project process?
a)
As the basis for comparing the original aim of the project against what was actually achieved
b)
Provides the controls for the final stage of the project
c)
Updated to include relevant lessons from previous projects
d)
Provides the Project Product Description for approval by the Project Board
Which role agrees the techniques, products and constraints for a Work Package with the
Project Manager?
a)
Executive
b)
Project Assurance
c)
Senior Supplier
d)
Team Manager

10
Identify the missing word in the following sentence.

PRINCE2 recommends three levels of [ ? ] to reflect the needs of the different levels of
management involved in a project.
11
12
a)
product
b)
activity
c)
plan
d)
benefit
Which is a purpose of a Configuration Item Record?

a)
Record quality issues found in a quality test of the product
b)
Explain which procedure should be used for updating the Configuration Item Records of
products completed in the stage
c)
Explain which procedure should be used for transferring completed products into the
operational and maintenance environment
d)
Record the development status of products in a completed Work Package
When authorizing a stage, in which product would the Project Board look for an explanation of
any deviations from the approved plans that are within tolerance?
a)
Lessons Report
b)
End Stage Report
c)
d)

13
Which of the following are a purpose of the Benefits Review Plan?

1. Define how a measurement of the achievement of the project's benefits can be made
2. Define what benefits assessments need to be undertaken
3. Define the project, in order to form the basis for its management and an assessment of
its overall success
4. Define the activities required to measure the expected project's benefits
14
15
a)
1, 2, 3
b)
1, 2, 4
c)
1, 3, 4
d)
2, 3, 4
Which is a purpose of the Organization theme?

a)
Define the total resource requirements of the project
b)
Capture the project acceptance criteria
c)
Define the responsibilities for managing teams
d)
Establish mechanisms to judge whether the project is desirable and achievable
Which is a purpose of a Project Brief?

a)
Define how and when a measurement of the achievement of the project's benefits can be made
b)
Define any lessons from previous projects and how they may affect this project
c)
Communicate the quality techniques and standards to be applied to achieve the required
quality levels
d)
Provide sufficient information for the decision on whether to initiate the project

16
17
18
Which is a purpose of a Risk Management Strategy?

a)
Communicate how risk management will be implemented throughout the wider corporate
organization
b)
Capture and maintain information on all identified risks relating to the project
c)
Document specific actions for responding to risks
d)
Describe the procedures and techniques for managing project risks
Which is NOT a purpose of the Plans theme?

a)
Facilitate communication
b)
Establish the project's structure of accountability
c)
Define the means of delivering the products
d)
Ensure targets are achievable
Which is a purpose of the Directing a Project process?

a)
Enable the Project Board to exercise overall control of a project
b)
Document a solid foundation for the project
c)
Establish the prerequisites for the initiation of a project
d)
Assign Work Packages

19
20
21
What takes place within the Managing a Stage Boundary process?

a)
Periodic review of progress against the Stage Plan
b)
Obtain approvals for all completed products
c)
Escalation of Issue Reports created during the current stage
d)
Review of the business justification for the project
Which is a type of issue?

a)
Problem/concern
b)
Follow-on action recommendation
c)
Exception Report
d)
Identified threat
Which is a characteristic of a project?

a)
Low risk
b)
Avoids stresses and strains between organizations
c)
Business as usual
d)
Cross-functional

22
23
24
Which is NOT a recommended response type to respond to a threat?

a)
Avoid
b)
Reject
c)
Share
d)
Transfer
Which is an objective of the Managing a Stage Boundary process?

a)
Request authorization to start the next stage
b)
Ensure that all threats and opportunities for the current stage have been closed
c)
Make certain that work on products allocated to the team for the next stage is authorized and
agreed
d)
Implement actions to resolve tolerance deviations from the Stage Plan
In which process are the projects risk management techniques and standards defined?
a)
b)
Directing a Project
c)
d)

25
26
27
Which is a purpose of a Daily Log?

a)
Record the products and activities planned for the stage
b)
Record informal issues
c)
Record and track the status of all products produced during a stage
d)
Update the Project Board on the progress of a stage
Which is an objective of the quality review technique?

a)
Determine whether a product has been created
b)
Agree the quality method that will be applied to a product
c)
Formulate ideas on how the product will be developed
d)
Provide consultation with a range of interested parties on a product's fitness for purpose
When does the Directing a Project process start?

a)
On completion of the Starting up a Project process
b)
On completion of the Initiating a Project process
c)
When the Starting up a Project process commences
d)
After the project has been authorized

10
28
29
30
Which plan is mandatory?

a)
Team Plan
b)
Exception Plan
c)
Project Plan
d)
Programme Plan
On which environment is PRINCE2 based?

a)
Information technology
b)
Customer/supplier
c)
Procurement
d)
Programme
Which theme assesses and controls uncertainty within a project?

a)
Progress
b)
Risk
c)
Change
d)
Plans

11
31
32
33
Which of the following is funded from a change budget?

a)
Fallback plan
b)
Request for change
c)
Action to reduce a threat
d)
Change Authority
Which is an aim of the Starting up a Project process?

a)
Understand how and when the project's products will be delivered and at what cost
b)
Ensure that there is authority to deliver the project's products
c)
Do the minimum necessary in order to decide whether it is worthwhile to even initiate the
project
d)
Create the set of management products required to control the project
Which is a responsibility of the Project Manager?

a)
Delegating responsibility for changes to the Change Authority
b)
Documenting the Communication Management Strategy
c)
Approving stage tolerances
d)
Approving the customer's quality expectations

12
34
35
36
Which is NOT a factor to consider when defining management stages?

a)
How long the project is
b)
When Team Managers are available
c)
When key decisions are required on the project
d)
The amount of risk within the project
Which process ensures that plans for achieving the expected benefits are managed and
reviewed?
a)
b)
c)
Directing a Project
d)
Which of the following are a purpose of an Issue Report?

1.
2.
3.
4.
Document an off-specification
Record an issue's resolution
Capture all problems or concerns within the project
Capture recommendations for handling a request for change
a)
1, 2, 3
b)
1, 2, 4
c)
1, 3, 4
d)
2, 3, 4

13
37
38
39
Which product establishes the baseline against which the project's actual performance is
compared?
a)
Project Brief
b)
c)
d)
Which is NOT identified when creating a product breakdown structure?

a)
Products to be created by internal resources
b)
Products to be modified
c)
Resources required to produce the products
d)
Products to be created by an external third party
Which statement regarding a project's outputs, outcomes and benefits is correct?

a)
All outputs have tangible benefits
b)
Outcomes are the long term results of benefits
c)
Outputs are changes in the way the project's products are used
d)
Benefits are improvements resulting from project outcomes

14
40
41
42
What process covers the acceptance and execution of project work by external suppliers?
a)
Controlling a Stage
b)
c)
d)
Directing a Project
Which is NOT a PRINCE2 integrated element?

a)
The principles
b)
The techniques
c)
The themes
d)
Tailoring to the project environment
What is the goal of the 'Identify context' step within the risk management procedure?
a)
Identify responses to risks identified in the Business Case
b)
Understand the specific objectives that are at risk
c)
Gather information about risks for inclusion in Highlight Reports to the Project Board
d)
Identify the threats and opportunities that may affect the project's objectives

15
43
44
45
Which is a purpose of the Project Product Description?

a)
Defines the reporting structure to be used by the project
b)
Provides information on what the project is about and how it is being managed
c)
Describes what the project has to produce to obtain customer acceptance
d)
Provides input to the creation of the project mandate
Which is a purpose of the Controlling a Stage process?

a)
Agree, perform and deliver project work
b)
Draft a plan for the next stage
c)
Agree stage tolerances
d)
Take action to make sure that the stage remains within tolerance
Which of the following roles can the Project Manager also perform?
1.
2.
3.
4.
Change Authority
Project Assurance
Project Support
Team Manager
a)
1, 2, 3
b)
1, 2, 4
c)
1, 3, 4
d)
2, 3, 4

16
46
47
48
What defines the sequence in which the products of a plan should be developed?
a)
Product Description
b)
Product breakdown structure
c)
d)
Product flow diagram
If a Work Package is forecast to exceed its tolerances, how should a Team Manager inform
the Project Manager?
a)
Raise an Exception Report
b)
Issue an Exception Plan
c)
Raise an issue
d)
Raise a risk
Which process enables an organization to understand the work to be done on a project before
the project's approval?
a)
Directing a Project
b)
c)
d)
Controlling a Stage

17
49
50
51
Which is a responsibility of the Project Assurance role?

a)
Inform the Project Manager about the status of the project's products
b)
Document the Project Board's reporting needs
c)
Ensure the Project Manager is aware of the need to use any existing corporate standards
d)
Inform corporate or programme management about the project's status
When is it confirmed if a project's objectives have been achieved?

a)
During the Closing a Project process
b)
During the final end stage assessment
c)
During the post-project review
d)
During the Managing Product Delivery process
Which is a definition of a risk cause?

a)
The impact of a risk on the stage and project tolerance
b)
The source of a risk
c)
The overall effect of a risk on the Business Case
d)
How likely a risk is to occur in a given project situation

18
52
53
54
When would the Team Manager be required to produce a Checkpoint Report?

a)
When a Work Package is being negotiated
b)
At the frequency agreed in the Work Package
c)
On completion of the quality-checking activities for each product
d)
When reviewing how a stage is progressing
Which is a recommended quality review team role?

a)
Project Manager
b)
Presenter
c)
Project Support
d)
Producer
Which PRINCE2 principle supports planning only to a level of detail that is manageable and
foreseeable?
a)
b)
Manage by exception
c)
Focus on products
d)
Manage by stages

19
55
56
57
In which situation might the Controlling a Stage process be used?

a)
Managing a long initiation stage of a complex project
b)
Managing the activities of a complex programme
c)
Managing support activities following the handover of the products to the operational
environment
d)
Creating an Exception Plan to replace the current Stage Plan
Which is a responsibility of the business representative on the Project Board?

a)
Setting tolerance levels for the project
b)
Ensuring the project represents value for money
c)
Confirming the project delivers the required functionality
d)
Checking the required quality levels are achieved by the project's products
Which statement correctly describes the relationship between Project Assurance and quality
assurance?
a)
Project Assurance provides assurance to the project's stakeholders whereas quality

assurance provides assurance to the wider corporate or programme organization
b)
They are both the responsibility of the Project Board, but Project Assurance may be
delegated.
c)
They are both independent of the project
d)
Project Assurance and quality assurance are both the responsibility of corporate or
programme management

20
58
59
60
Which of the following assists the Project Board in assessing project viability at certain points
as defined in the Project Plan?
a)
Receiving regular Checkpoint Reports
b)
Authorizing one stage at a time
c)
Creating Exception Reports when tolerances are threatened
d)
Authorizing project closure
Which is a purpose of the Change theme?

a)
Prevent change to anything agreed in the Project Initiation Documentation
b)
Ensure any potential changes to baselined products are controlled
c)
Assess and control uncertainty
d)
Assess changes to only the specialist products
Which product would confirm the version numbers of all products being developed within a
given stage?
a)
b)
c)
Stage Plan
d)
Work Package

21
61
62
63
Which is a benefit of using PRINCE2?

a)
Stakeholders are kept out of planning and decision-making
b)
Participants understand each other's roles and needs
c)
Stakeholders are not involved in assuring the project work
d)
All problems are escalated to all stakeholders
In which product would a product's quality tolerance be defined?

a)
b)
Product Description
c)
Stage Plan
d)
When should the Managing a Stage Boundary process be undertaken?

a)
Close to the end of a management stage
b)
After the completion of each management stage
c)
At the end of the final stage
d)
At the end of project start-up

22
64
65
66
What is a purpose of a risk budget?

a)
To fund risk management activities defined in the risk management procedure
b)
To fund the cost of analyzing requests for change while executing a Work Package
c)
Funds set aside from the project budget to cover the costs of implementing risk responses
d)
Funds set aside from the project budget to cover the costs of identifying risks to the project
Which role is part of the project management team?

a)
Corporate or programme management
b)
Quality assurance
c)
Stakeholder
d)
Business assurance

PRINCE2 management stages relate to the [ ? ], which is a factor that differentiates them from
technical stages
a)
use of a particular set of technical skills
b)
use of a specific set of Team Managers
c)
authorization from corporate or programme management
d)
commitment of resources

23
67
68
Which principle is supported by the Project Product Description?

a)
b)
Focus on products
c)
Learn from experience
d)
Manage by stages
Identify the missing word(s) in the following sentence.

Quality planning provides the definition of the required products with their [ ? ] as a foundation
for Project Board agreement.
69
a)
customer's quality expectations
b)
quality test results
c)
quality criteria
d)
owners
Which is a definition of risk probability?

a)
Scale of the risk should it occur
b)
Probable effect on the project delivering its objectives
c)
Probable timeframe within which the risk may occur
d)
A measure of the likelihood of the risk occurring

24
70
71
Which is NOT an event-driven control?

a)
Highlight Report
b)
Exception Report
c)
d)
End of a stage

The Project Board will allocate tolerances [ ? ] to the Project Manager.
72
a)
for each Work Package
b)
for the project
c)
for each management stage
d)
for each technical stage
Which is NOT a purpose of a Product Description?

a)
Define the time and cost needed to produce the product
b)
Define the quality skills required to check the product
c)
Define the function and appearance of the product
d)
Define the development skills required to produce the product

25
73
74
Which is a purpose of a Communication Management Strategy?

a)
Ensuring the project team can use the required reporting tools
b)
Producing reports for the Project Board
c)
Defining the communication method between the Project Board and corporate or programme
management
d)
Ensuring stakeholders are aware of their responsibilities

During the Controlling a Stage process, the [ ? ] is checked for any new or revised threats and
their possible impact on the Business Case.
75
a)
b)
End Stage Report
c)
Risk Register
d)
In which plan should project closure activities be planned?

a)
Closure Stage Plan
b)
Stage Plan for the final management stage
c)
Initiation Stage Plan
d)
Team Plan

26
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PRINCE2 Foundation Examination Answer Key
Week ending:
Exam Paper:GBP210FSample2-100803Sample_2011_Paper2
Q
Ans
Syllabus
Topic
Section
Ans
Syllabus
Topic
Section
Q Ans
Syllabus
Section
Topic
OV0101
1.5.2
31
CH0202
9.3.1.1
61 B
OV0201
1.7
Appendix
A/
62 B QU0206.2 6.3.1.5 /
Table
10.1
SU0203
12.3
32
SU0201
12.1
BC0201
4.1
33
OR0203.2
5.3.5.3
63 A
SB0201
17.1
MP0203
16.3
34
PG0204
10.3.2
64 C
RK0203
8.3.6
OV0202
2.3 / 5.2.5
35
DP0202
13.2
65 D
OR0101
5.3.2.3
RK0207
8.3.2
36
66 D
PG0203
10.3.2.3
37
IP0204
Appendix A
67 B
OV0202
2.6
CP0202
18.2
38
PL0203
7.3.3.2
OR0203.5
5.2.3.7
39
BC0101
4.2.2.
69 D
RK0204
8.3.5.2
10
PL0101
7.2.3
40
MP0201
16.1
70 A
PG0201
10.3.3
11
CH0203.2 Appendix A
41
OV0103
1.5.3
71 C
PG0101
10.3.1.1
12
PG0207.1
Appendix A
& 13.4.3
42
RK0202
8.3.5.1
13
BC0202.2 Appendix A
43
14
44
CS0201
15
SU0204 Appendix A
45
16
RK0206.1 Appendix A
46
17
PL0201
7.1
47
18
DP0201
13.1
19
SB0203
20
21
QU0206.3 Appendix A
CH0203.3 Appendix A
68 C QU0204.1
6.3.1
72 A QU0206.2
Appendix
A
73 C
OR0205
Appendix
A
15.1
74 C
CS0203
15.3
OR0203.2
5.3.2.3
75 B
CP0203
18.3
PL0203
7.3.3.4
PG0205
10.3.4
48
IP0201
14.1
17.3
49
OR0203.3
5.3.2.3
CH0101
9.2.4 / Table
9.1
50
CP0201
18.1
OV0203
1.3
51
RK0205
8.3.5.1
22
RK0102
Table 8.2
52
MP0202
16.2 /
10.3.3.4 /
16.4.2
23
SB0202
17.2
53
QU0101
6.3.2.1
24
IP0202
14.2
54
OV0202
2.4
25
PG0206.1
10.3.3.2 /
Appendix A
55
CS0203
15.3
26
QU0203
6.3.2.1
56
OR0202
5.3.2.2
27
DP0203
13.3
57
QU0202
Table 6.1
28
PL0202
7.2.6
58
PG0203
10.3.2
29
OV0104
5.1 / 19.6
59
CH0201
9.1
30
RK0201
8.1
60
OR0201
5.1
QU0206.1 Appendix A
CH0203.5 Appendix A

This paper remains the property of The APM Group (APMG).This document is not to be reproduced or re-sold without express
PRINCE2:2010-AnswerKey-2002-GBP210FSample2-100803Sample_2011_Paper2

Rationale
Sample Paper 2


Correct Answer:C
Objective:LL1 - Recall the six aspects of project performance to be managed.
a)
Incorrect. This is NOT one of the six aspects of project performance. Ref 1.5.2
b)
c)
Correct. The Project Manager has to have a clear understanding of the purpose of the
project as an investment and make sure that what the project delivers is consistent with
achieving the desired outcome. Ref 1.5.2
d)
Syllabus Topic:SU0203 - Starting up a Project Process

Correct Answer:C
Objective:LL2 - Understand the context of the Starting up a Project process.
a)
Incorrect. This is an output of the Starting up a Project process. Ref 12.4.5
b)
Incorrect. This is created in the Initiating a Project process. Ref 14.4.6
c)
Correct. This is the trigger for the Starting up a Project process. It is typically created
by corporate or programme management prior to the start of any project activity. Ref
12.3
d)
Incorrect. This is an output of the Starting up a Project process. Ref 12.4.4
Syllabus Topic:BC0201 - Business Case Theme

Correct Answer:B
Objective:LL2 - Understand the purpose of the Business Case theme.
a)
Incorrect. This is a purpose of the Progress theme. Ref 10.1
b)
Correct. This is a purpose of the Business Case theme, i.e. allows decisions regarding
continued project investment and benefit achievement to be made. Ref 4.1
c)
Incorrect. This is a purpose of the Risk theme. Ref 8.1
d)
Incorrect. This is a purpose of the Plans theme. Ref 7.1

APM Group Ltd.
Syllabus Topic:MP0203 - Managing Product Delivery Process

Correct Answer:B
Objective:LL2 - Understand the context of the Managing Product Delivery process.
a)
Incorrect. The Project Manager is NOT responsible for creating a Team Plan. This is a
responsibility of a Team Manager in the Managing Product Delivery process. Ref 16.4.1
b)
Correct. A Team Manager is responsible for creating a Team Plan in the Managing
c)
Incorrect. Project Support is NOT responsible for creating a Team Plan. This is a
d)
Incorrect. The Senior User is NOT responsible for creating a Team Plan. This is a

Correct Answer:B
a)
Incorrect. The incorporation of the primary stakeholders on the project management

team does NOT support the continued business justification principle. This principle
requires that a project has a documented justifiable reason to start which should remain
valid throughout the life of the project. Ref 2.1
b)
Correct. The incorporation of the primary stakeholders on the project management team
ensures they are allocated project roles and responsibilities. This principle requires that
a project has defined and agreed roles and responsibilities within an organization
structure that engages the business, user and supplier stakeholder interests. Ref 2.3 /
5.2.5
c)

team does NOT support the manage by stages principle. This principle requires that a
project is planned, monitored and controlled on a stage-by-stage basis. Ref 2.4
d)

team does NOT support the learn from experience principle. This principle requires a
project team to learn from experience: lessons are sought, recorded and acted upon
throughout the life of the project. Ref 2.2
Syllabus Topic:RK0207 - Risk Theme

Correct Answer:A
Objective:LL2 - Understand the concept of risk appetite and risk tolerance.
a)
Correct. An organization's risk appetite is its unique attitude towards risk taking that in
turn dictates the amount of risk that it considers acceptable. Ref 8.3.2
b)
Incorrect. This is the impact of the risk occurring. Ref 8.3.5.2
c)
Incorrect. This is a definition of the risk proximity. Ref 8.3.5.2
d)
Incorrect. This is risk tolerance. Ref 8.3.3

APM Group Ltd.
Syllabus Topic:QU0206.3 - Quality Theme

Correct Answer:D
Objective:LL2 - Understand the purpose of the Quality Register.
a)
Incorrect. The Stage Plan will contain a schedule of the planned dates of the quality
checks. This will need to be updated with any further activities identified as a result of
the checks carried out. It will NOT provide a summary of the results. Ref A.16.2
b)
Incorrect. The Issue Register contains a summary of the Issue Reports raised, some of
which may be as a result of a quality check. This will NOT provide a summary of all
quality checks. Ref A.12.2
c)
Incorrect. The Daily Log is used to record problems, required actions or significant
events NOT caught by other registers. This would NOT provide a summary of all quality
checks. Ref A.7.1
d)
Correct. The Quality Register records the results from the quality activities. Ref. A.23.1
Syllabus Topic:CP0202 - Closing a Project Process

Correct Answer:A
Objective:LL2 - Understand the objective of the Closing a Project process.
a)
Correct. The Project Initiation Documentation, baselined in the Initiating a Project

process, is used as the benchmark to review how the project actually performed against
its planned targets and tolerances. Ref 18.2 / 18.4.4
b)
Incorrect. The controls for the final stage are contained in the Stage Plan rather than the
PID. Ref 17.4.1
c)
Incorrect. The Lessons Log and Lesson Report are NOT part of the Project Initiation
Documentation. Ref A.20.2
d)
Incorrect. This is done when authorizing initiation. Ref 13.4.1
Syllabus Topic:OR0203.5 - Organization Theme

Correct Answer:D
Objective:LL2 - Understand the role of a Team Manager.
a)
Incorrect. The Executive is NOT involved in agreeing Work Packages, the role is focused
on ensuring the project delivers the expected benefits. Ref C.2
b)
Incorrect. Project Assurance may review aspects of the Work Package, but does NOT
agree it. Ref C.7
c)
Incorrect. The Senior Supplier provides resources to deliver the Work Package. Ref C.4
d)
Correct. The Work Package is an agreement to deliver one or more products between
the Project Manager and the Team Manager. Ref 5.3.2.7 / 16.4.1

APM Group Ltd.

Correct Answer:C
Objective:LL1 - Recall the levels of plan recommended by PRINCE2.
a)
Incorrect. PRINCE2 does NOT recommend three levels of product. Ref 7.3.3
b)
Incorrect. PRINCE2 does NOT recommend three levels of activity. Ref 7.3.4.1
c)
Correct. The three levels of plan recommended by PRINCE2 are the Project Plan, Stage
Plan and Team Plan to reflect the different levels of management involved in a project.
Ref 7.2.3
d)
Incorrect. PRINCE2 does NOT recommend three levels of benefit. Ref 4.2.2

Correct Answer:D
Objective:LL2 - Understand the purpose of a Configuration Item Record.
a)
Incorrect. Quality issues are recorded in the quality records of a product, referenced in
the Quality Register. A.23.1
b)
Incorrect. This information is documented in the Configuration Management Strategy.

Ref A.6.1
c)
Incorrect. Handover procedures are documented in the Configuration Management

Strategy. Ref A.6.1
d)
Correct. The Configuration Item Record should be checked to ensure that all records
have been updated and products approved, as suggested in the completed Work
Package. A.5.1

Correct Answer:B
Objective:LL2 - Understand the purpose of an End Stage Report.
a)
Incorrect. If required, the Project Board reviews the Lessons Report and agrees who
should receive it. This may NOT explain any deviations. Ref. 13.4.3.
b)
Correct. The Project Board would ascertain the performance of the project to date,
asking the Project Manager to explain any deviations from the approved plans and to
provide a forecast of project performance for the remainder of the project. Ref. A.9.1 /
13.4.3.
c)
Incorrect. The Benefits Review Plan is reviewed and approved to ensure that any benefits
planned to be achieved within the next stage will be measured and reviewed. The
Benefits Review Plan does NOT explain deviations from plans. Ref. 13.4.3.
d)
Incorrect. The strategies and project controls in the (updated) Project Initiation
Documentation will be confirmed as adequate for the remainder of the project. These will
NOT explain deviations from plans. Ref. 13.4.3.

APM Group Ltd.
13 Syllabus Topic:BC0202.2 - Business Case Theme

Correct Answer:B
Objective:LL2 - Understand the purpose of the Benefits Review Plan.
a)
Incorrect. (4) Defines how and when a measurement of the achievement of the project's
benefits, expected by the Senior User, can be made. Ref A.1.1
b)
Correct. (3) This is a purpose of the Project Initiation Documentation. Ref A.20.1
c)
Incorrect. (2) The Benefits Review Plan identifies the reviews needed to capture the
actual benefits realized both during the project and after project closure. Ref A.1.1
d)
Incorrect. (1) The plan has to cover the activities to find out whether the expected
benefits of the products have been realized and how the products have performed when
in operational use. Ref A.1.1

Correct Answer:C
Objective:LL2 - Understand the purpose of the Organization theme.
a)
Incorrect. Resources should include human and non-human resources. A definition of

total resource requirements is NOT part of the Organization theme. The theme defines
the roles and responsibilities NOT the resource needs. Resource needs are defined
within the Plans theme. Ref 7.3.6.3 / 7.3.6.7
b)
Incorrect. The project acceptance criteria are captured in the Project Product
Description, defined in the Quality theme. Ref 6.3.1.3
c)
Correct. The Organization theme does establish responsibilities for managing teams
(along with accountability). Ref 5.1
d)
Incorrect. The purpose of the Business Case theme is to establish mechanisms to judge
whether the project is (and remains) desirable, viable and achievable as a means to
support decision making in its (continued) investment. Ref 4.1

Correct Answer:D
Objective:LL2 - Understand the purpose of a Project Brief.
a)
Incorrect. This is a purpose of the Benefits Review Plan. Ref A.1.1
b)
Incorrect. The Lessons Log is created during the Starting up a Project process and is
updated throughout the project. This may contribute to, but is NOT a purpose of, the
Project Brief. Ref 12.4.2
c)
Incorrect. The Quality Management Strategy provides this information. Ref 14.4.3
d)
Correct. A Project Brief is used to provide a full and firm foundation for the initiation of the
project. A.19.1

APM Group Ltd.
16 Syllabus Topic:RK0206.1 - Risk Theme

Correct Answer:D
Objective:LL2 - Understand the purpose of a Risk Management Strategy.
a)
Incorrect. This is defined in an organization's risk management policy. Ref 8.3.2
b)
Incorrect. This is a purpose of the Risk Register. Ref 8.3.4
c)
Incorrect. Specific risk responses are decided in the Plan step of the risk management
procedure. Ref 8.3.5.3
d)
Correct. The Risk Management Strategy describes the specific risk management
techniques and standards to be applied and the responsibilities for achieving an effective
risk management procedure. Ref A.24.1

Correct Answer:B
Objective:LL2 - Understand the purpose of the Plans theme.
a)
Incorrect. The purpose of the Plans theme is to facilitate communication and control by
defining the means of delivering the products (the where and how, by whom, and
estimating the when and how much). Ref 7.1
b)
Correct. This is a purpose of the Organization theme. Ref 5.1
c)
d)

Correct Answer:A
Objective:LL2 - Understand the purpose of the Directing a Project process.
a)
Correct. The purpose of the Directing a Project process is to enable the Project Board to
be accountable for the projects success by making key decisions and exercising overall
control while delegating day-to-day management of the project to the Project Manager.
Ref 13.1
b)
Incorrect. The Initiating a Project process establishes solid foundations for the project.
Ref 14.1
c)
d)

APM Group Ltd.

Correct Answer:D
Objective:LL2 - Understand the context of the Managing a Stage Boundary process.
a)
Incorrect. Reviewing stage status takes place in the Controlling a Stage process. Ref
15.4.4
b)
Incorrect. Approvals for completed products should be obtained during the Managing
Product Delivery process. Ref 16.4.2
c)
Incorrect. This happens throughout the Controlling a Stage process and is ad-hoc, as
and when an Issue Report arises. Escalation is NOT left until the end of the stage. Ref
15.4.7
d)
Correct. The Business Case may be updated in light of any changes from the previous
stage, and to reflect any changes in the original estimated costs and timescales of the
next Stage Plan. Ref 17.3

Correct Answer:A
Objective:LL1 - Recall of the 3 types of issue.
a)
Correct. This can often be dealt with informally. Problems or concerns may later be
transferred to the Issue Register if after examining them it is decided they need to be
treated more formally. Ref 9.2.4 / Table 9.1
b)
Incorrect. This is NOT a type of issue. Ref Table 9.1. Follow-on action recommendations
are recommended actions related to unfinished work, ongoing issues and risks, and any
other activities needed to take a product to the next phase of its life. Ref 18.4.3
c)
Incorrect. An Exception Report may be raised as a result of an issue. This is NOT a

type of issue. Ref Table 9.1.
d)
Incorrect. This is NOT a type of issue. This is a risk. Ref Table 9.1 / 8.2.1

Correct Answer:D
Objective:LL2 - Understand the characteristics of a project
a)
Incorrect. Projects introduce threats and opportunities over and above those we typically
encounter in the course of business as usual. Ref 1.3
b)
Incorrect. Projects often cross the normal functional divisions within an organization and
sometimes span entirely different organizations. This frequently causes stresses and
strains. Ref 1.3
c)
Incorrect. A project is a temporary organization that is created for the purpose of

delivering one or more business products. There are a number of characteristics of
project work that distinguishes it from business as usual. Ref 1.3
d)
Correct. Projects involve a team of people with different skills working together to
introduce a change that will impact others outside the team. Ref 1.3

APM Group Ltd.

Correct Answer:B
Objective:LL1 - Recall the risk response types for a threat.
a)
Incorrect. This is a recommended response type used to avoid a threat. Ref Table 8.2
b)
Correct. This is a recommended response type used for an opportunity. Ref Table 8.2
c)
Incorrect. This is a recommended response type used for either a threat or an

opportunity in a pain/gain formula. Ref Table 8.2
d)
Incorrect. This is a recommended response type used to transfer a threat to a third

party. Ref Table 8.2

Correct Answer:A
a)
Correct. An objective of the Managing a Stage Boundary process is for the Project
Manager to request authorization from the Project Board to start the next stage. Ref
17.2
b)
Incorrect. Risks do NOT have to be closed at the end of a stage. During each of the
activities within the Managing a Stage Boundary process, the Issue Register and Risk
Register are updated as necessary. Ref 17.4
c)
Incorrect. This is an objective of the Managing Product Delivery process, which ensures
that work on products allocated to a team is authorized and agreed in a Work Package.
Ref. 16.2
d)
Incorrect. An Exception Plan may be prepared in this process to show how to recover
from a tolerance deviation, but selecting and putting into force actions to resolve the
deviation would occur when taking corrective action in the Controlling a Stage process.
Ref. 15.4.8

Correct Answer:C
Objective:LL2 - Understand the objectives of the Initiating a Project process.
a)
Incorrect. In the Starting up a Project process the project is verified as worthwhile and
viable, but the Risk Management Strategy is prepared in the Initiating a Project process.
Ref 12.1
b)
Incorrect. The Directing a Project process does NOT cover management of risk, it is a
Project Board decision-making process. Ref 13.1
c)
Correct. The Risk Management Strategy prepared in the Initiating a Project process
identifies the risk techniques and standards to be used. Ref 14.2 / 14.4.1
d)
Incorrect. The Managing Product Delivery process is used to deliver project work and
does NOT describe risk management techniques. Ref 16.1

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Correct Answer:B
Objective:LL2 - Understand the purpose of the Daily Log.
a)
Incorrect. This information is captured in the Stage Plan. Ref A.16.2
b)
Correct. The Project Manager should record issues that are being managed informally in
the Daily Log. Ref 10.3.3.2 / A.7.1
c)
Incorrect. This information is captured in a Product Status Account and Configuration

Item Records, NOT the Daily Log. Ref A.18.2 / A.5.2
d)
Incorrect. This information is captured in a Highlight Report. Ref A.11.2

Correct Answer:D
Objective:LL2 - Understand the objectives of the quality review technique.
a)
Incorrect. This is a project control exercise. Ref 6.3.2
b)
Incorrect. This is part of quality planning. Ref 6.2.4
c)
Incorrect. The product is developed before a quality review is conducted. Ref 6.3.2
d)
Correct. This is a defined objective of the quality review technique. An objective of all
quality methods is to involve the people who are interested in the product to gain their
acceptance. Ref 6.3.2.1

Correct Answer:A
Objective:LL2 - Understand the context of the Directing a Project process.
a)
Correct. The Directing a Project process starts on completion of the Starting up a

Project process and is triggered by the request to initiate a project. Ref 13.3
b)
Incorrect. The Directing a Project process starts on completion of the Starting up a

c)

d)


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10

Correct Answer:C
Objective:LL2 - Understand the levels of plans, their purpose and the interrelationships between
the Project Plan, Stage Plans, Team Plans and an Exception Plan.
a)
Incorrect: This plan is optional depending on the size and complexity of the project and
the number of resources required. Ref 7.2.6
b)
Incorrect. This plan replaces a Project, Stage or Team Plan that is in exception. Ref
7.2.7
c)
Correct. All projects should have a Project Plan, even if this simply comprises of Product
Descriptions and a schedule. Ref 19.5.1.1
d)
Incorrect. NOT all projects are part of a programme. Ref 7.2.3

Correct Answer:B
Objective:LL1 - Recall the customer/supplier context of a PRINCE2 project
a)
Incorrect. PRINCE2 is NOT IT orientated. Ref 5.1
b)
Correct. PRINCE2 is based on a customer/supplier environment. Ref 5.1
c)
Incorrect. PRINCE2 does NOT cover procurement projects to any depth. Ref 5.1
d)
Incorrect. A project may be stand-alone. Ref 5.1

Correct Answer:B
Objective:LL2 - Understand the purpose of the Risk theme.
a)
Incorrect. The Progress theme establishes mechanisms to monitor and compare

achievements against planned. Ref 10.1
b)
Correct. The purpose of the Risk theme is to identify, monitor and control uncertainty
and, as a result, improve the ability of the project to succeed. Ref 8.1
c)
Incorrect. The Change theme assesses and controls potential and approved changes to
the baseline. Ref 9.1
d)
Incorrect. The Plans theme defines the means of delivering the products. Ref 7.1

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Correct Answer:B
Objective:LL2 - Understand the purpose of a change budget.
a)
Incorrect. This is risk response and should be funded from a risk budget. Ref 8.3.6
b)
Correct. A change budget is a sum of money that the customer and supplier agree will
be used to fund the cost of requests for change, and possibly also their analysis costs.
Ref 9.3.1.1
c)
Incorrect. A risk reduction action should be funded from the risk budget. Ref 8.3.6
d)
Incorrect. The Change Authority is a project management team role, funded from the
project budget along with other members of the team. Ref 9.3.1.1

Correct Answer:C
Objective:LL2 - Understand the purpose of the Starting up a Project process.
a)
Incorrect. This is an objective of the Initiating a Project process. Ref 14.1
b)
Incorrect. This is an objective of the Directing a Project process. Ref 13.1
c)
Correct. The Starting up a Project process is a lighter process compared to the more
detailed and thorough Initiating a Project process. Ref 12.1
d)
Incorrect. The suite of management products make up the Project Initiation

Documentation which is created during the Initiating a Project process. Ref 14.3

Correct Answer:B
Objective:LL2 - Understand the role of the Project Manager.
a)
Incorrect. The Project Board is responsible for change control and only they can decide
to delegate responsibility for this. Ref 9.3.1.1
b)
Correct. The Project Manager is responsible for documenting the Communication

Management Strategy during the Initiating a Project process. Ref 5.3.5.3
c)
Incorrect. Setting of stage tolerance is a Project Board responsibility. Ref 10.3.1.1
d)
Incorrect. The Project Manager will document the customer's quality expectations in the
Starting up a Project process, but they are approved by the Project Board NOT the
Project Manager. Ref 12.4.4 / 13.4.1

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Correct Answer:B
Objective:LL2 - Understand the factors in identifying management stages.
a)
Incorrect. The number of management stages required will be dictated by the nature and
duration of the project. For short-duration projects, the introduction of multiple stages
could result in unnecessary overheads and additional costs. Ref 10.3.2.1
b)
Correct. The availability of Team Managers is NOT a consideration when defining

management stages. Management stages equate to commitment of resources and
authority to spend. Ref 10.3.2.3
c)
Incorrect. Defining management stages is fundamentally a process of balancing where

the key decision points need to be on the project. Ref 10.3.2.1
d)
Incorrect. Management stages can be very useful as a means of bringing Project Board
control to risky projects. Stage breaks can be inserted at key points when risks to the
project can be reviewed before major commitment of money or resources. Ref 10.3.2.2

Correct Answer:C
Objective:LL2 - Understand the objectives of the Directing a Project process.
a)
Incorrect. The Managing Product Delivery process is focused on accepting, executing

and delivering the product work. Ref 16.1
b)
Incorrect. The Benefits Review Plan is created in this process, but it is a Project Board
responsibility to ensure that it is managed and reviewed within the Directing a Project
process. Ref 14.4.7 / 13.2
c)
Correct. Plans for achieving the expected benefits should be created in the Initiating a
Project process, but it is an objective of the Directing a Project process to ensure that
the plan is managed and reviewed. Ref 14.4.7 / 13.2
d)
Incorrect. This is too early as the Benefits Review Plan has NOT been created at this
point in the project. The Benefits Review Plan is created in the Initiating a Project
process, which follows the Starting up a Project process. Ref 13.2

Correct Answer:B
Objective:LL2 - Understand the purpose of an Issue Report.
a)
Incorrect. (4) An Issue Report is a report containing the description, impact assessment
and recommendations for a request for change, off-specification or problem/concern. Ref
A.13.1
b)
Correct. (3) An Issue Report is only created for those issues that need to be handled
formally. Ref A.13.1
c)
Incorrect. (2) The Issue Report is amended in order to record the option decided upon,
and finally updated when the implementation has been verified and the issue is closed.
Ref A.13.1
d)
Incorrect. (1) Any off-specification that the Project Manager wishes to manage formally
should be added to the Issue Register and an Issue Report created for it to capture
details already known about the issue. Ref A.13.1/ 9.3.3.1

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Correct Answer:C
Objective:LL2 - Understand the purpose of the Project Initiation Documentation.
a)
Incorrect. In the Initiating a Project process, the Project Brief is extended and refined in
the Project Initiation Documentation, after which the Project Brief is no longer
maintained. Ref A.19.1
b)
Incorrect. The Product Status Account provides information about the status of products.
Ref A.18.1
c)
Correct. The purpose of the Project Initiation Documentation is to define the project, in
order to form the basis for its management and an assessment of its overall success.
Ref A.20.1
d)
Incorrect. A Configuration Item Record records the history, status, version and variant of
each configuration item. Ref A.5.1

Correct Answer:C
a)
Incorrect. All major products are shown in the product breakdown structure: those that
are to be created by internal resources, and those to be created by an external third
party supplier. Ref 7.3.3.2
b)
Incorrect. The product breakdown structure should identify all those products that are
within the scope of the plan. Ref 7.3.3.2
c)
Correct. A product breakdown structure does NOT identify resources required to produce
the products. Ref 7.3.3.2
d)
Incorrect. All major products are shown in the product breakdown structure: those that
are to be created in the project, and those to be created by an external third party
supplier. Ref 7.3.3.2
39 Syllabus Topic:BC0101 - Business Case Theme

Correct Answer:D
Objective:LL1 - Recall the definition of a project output, an outcome, a benefit and a dis-benefit.
a)
Incorrect. An output is any of the project's specialist products and can be either tangible
or intangible. Ref 4.2.2
b)
Incorrect. An outcome is derived from using the project outputs, whereas benefits may
NOT be realized for some time after project closure. Ref 4.2.2
c)
Incorrect. An output is any of the project's specialist products, and the way they are
used is part of the outcome. Ref 4.2.2
d)
Correct. A benefit is the measurable improvement resulting from an outcome that is

perceived as an advantage by one or more stakeholders. Ref 4.2.2

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Correct Answer:C
Objective:LL2 - Understand the purpose of the Managing Product Delivery process.
a)
Incorrect. This is where work is assigned and monitored. Ref 15.1
b)
Incorrect. This is where a project is reviewed and its continued viability confirmed. Ref
17.1
c)
Correct. This is a purpose of Managing Product Delivery. Ref 16.1
d)
Incorrect. This is where a project is given approval to proceed. Ref 13.1

Correct Answer:B
Objective:LL1 - Recall the 4 integrated elements.
a)
Incorrect. Principles is one of the integrated elements, being the core on which
PRINCE2 is based. Ref 1.5.3
b)
Correct. Techniques is NOT one of the integrated elements. Ref 1.5.3
c)
Incorrect. Themes is one of the integrated elements. Ref 1.5.3
d)
Incorrect. Tailoring the method to suit the environment is one of the integrated elements.
Ref 1.5.3

Correct Answer:B
Objective:LL2 - Understand the steps within the recommended risk management procedure.
a)
Incorrect. This is part of the risk management procedure activity to plan responses to the
risk. Ref 8.3.5.3
b)
Correct. The primary goal of the 'Identify context' step is to obtain information about the
project in order to understand the specific objectives that are at risk and to formulate the
Risk Management Strategy for the project. Ref 8.3.5.1
c)
Incorrect. This is done in when reporting highlights as part of the risk management
procedure to communicate risks. Ref 8.3.5.5
d)
Incorrect. This is part of the 'Identify Risks' step, rather than the 'Identify Context' step.
Ref 8.3.5.1

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Correct Answer:C
Objective:LL2 - Understand the purpose of the Project Product Description.
a)
Incorrect. This is recorded in the controls section of Project Initiation Documentation. Ref
A.20.1
b)
Incorrect. This is a purpose of the Project Initiation Documentation. Ref A.20.1
c)
Correct. The purpose of the Project Product Description is to define what the project has
to deliver in order to gain acceptance. Ref A.21.1
d)
Incorrect. The project mandate is the trigger for the project and it provides input to the
creation of the Project Product Description. Ref 12.4.4

Correct Answer:D
Objective:LL2 - Understand the purpose of the Controlling a Stage process.
a)
Incorrect. This is a purpose of the Managing Product Delivery process. Ref 16.1
b)
Incorrect. This is a purpose of the Managing a Stage Boundary process. Ref 17.1
c)
Incorrect. The Stage Plan for the next stage is created in the Managing a Stage
Boundary process and approved in the Directing a Project process. Ref 17.1 / 13.4.3
d)
Correct. The purpose of the Controlling a Stage process is to assign work, monitor it,
deal with issues, report progress and take corrective action to ensure that the stage
remains within tolerance. Ref 15.1

Correct Answer:C
Objective:LL2 - Understand the role of Project Assurance.
a)
Incorrect. (4) The Project Manager can also perform the role of Team Manager if no
additional Team Manager staff are used. Ref 5.3.2.7
b)
Incorrect. (3) The Project Manager can also perform the role of Project Support if no
additional Project Support staff are used. Ref 5.3.2.8
c)
Correct. (2) The Project Manager CANNOT perform the role of Project Assurance; these
two roles must always be kept independent of each other. Ref 5.3.2.3
d)
Incorrect. (1) The Project Manager can also perform the role of Change Authority if
delegated to them by the Project Board. Ref 5.3.2.4

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Correct Answer:D
a)
Incorrect. This describes a product, NOT the sequence of development of products. Ref
7.3.3.3
b)
Incorrect. This is a hierarchical structure which shows the Project Product Description
broken down into its major products which are then further broken down until an
appropriate level of detail is reached. It does NOT show the sequence of development of
products. Ref 7.3.3.2
c)
Incorrect. This is a special form of Product Description that defines what the project has
to deliver in order to gain customer acceptance. It does NOT show the sequence of
development of products. Ref 7.3.3.1
d)
Correct. This defines the sequence in which the products of the plan will be developed,
and any dependencies between them. Ref 7.3.3.4

Correct Answer:C
Objective:LL2 - Understand when and how tolerances are set and exceptions reported.
a)
Incorrect. If a Team Manager is forecast to exceed tolerances agreed in a Work

Package, they should raise an issue to the Project Manager. The Project Manager will
then advise on corrective actions required. Ref 10.3.4
b)

c)
Correct. If a Team Manager is forecast to exceed tolerances agreed in a Work Package,

they should raise an issue to the Project Manager. The Project Manager will then advise
on corrective actions required. Ref 10.3.4
d)


Correct Answer:B
Objective:LL2 - Understand the purpose of the Initiating a Project process.
a)
Incorrect. The purpose of the Directing a Project process is to enable the Project Board
to be accountable for the projects success by making key decisions and exercising
overall control while delegating day-to-day management of the project to the Project
Manager. Ref 13.1
b)
Correct. The Initiating a Project process establishes solid foundations for the project. Ref
14.1
c)
d)

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Correct Answer:C
Objective:LL2 - Understand the role of Project Assurance.
a)
Incorrect. This is a Team Manager responsibility NOT a Project Assurance

responsibility. Ref 5.3.2.7
b)
Incorrect. The Project Board reporting needs are agreed between the Project Board and
the Project Manager and then documented by the Project Manager. Ref 5.3.2.6
c)
Correct. Project Assurance have the responsibility to ensure the Project Manager is
aware of any corporate standards that apply to the project. Ref 5.3.2.3
d)
Incorrect. This is an Executive responsibility NOT a Project Assurance one. Ref 5.3.2.2

Correct Answer:A
a)
Correct. The purpose of the Closing a Project process is to provide a fixed point at which
acceptance of the project product is confirmed, and to recognize that objectives set out
in the original Project Initiation Documentation have been achieved, or that the project
has nothing more to contribute. Ref 18.1
b)
Incorrect. There is NOT an end stage assessment at the end of the final stage. Ref 18.3.
See rationale A.
c)
Incorrect. The post-project review occurs after the project has closed. Ref 18.3. See
rationale A.
d)
Incorrect. The Managing Product Delivery process is used to control delivery of the
project's products at Work Package level and interfaces with the Controlling a Stage
process. Ref 16.1. See rationale A.

Correct Answer:B
Objective:LL2 - The difference between the cause, event and effect of a risk.
a)
Incorrect. Risk cause is the trigger of the risk and does NOT describe risk impact. Also
risk impact is the effect on the delivery of the project objectives, NOT tolerance. Ref
8.3.5.1
b)
Correct. The cause should describe the source of the risk, i.e. the event or situation that
gives rise to the risk. Ref 8.3.5.1.
c)
Incorrect. This is a definition of the risk effect which is the impact on objectives. Ref
8.3.5.1
d)
Incorrect. Likelihood describes the probability of the risk. Ref 8.3.5.2

APM Group Ltd.
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Correct Answer:B
Objective:LL2 - Understand the objectives of the Managing Product Delivery process..
a)
Incorrect. This is where the Project Manager and Team Manager agree the timing of
Checkpoint Reports. Ref 10.3.3.4 / 16.4.1
b)
Correct. A Team Manager is required to provide Checkpoint Reports at the frequency

agreed with the Project Manager in the relevant Work Package. Ref 16.2 / 10.3.3.4 /
16.4.2
c)
Incorrect. Checkpoints are a time-driven control and done at a frequency agreed in the
Work Package, NOT driven by such events as completing quality-checking activities.
Ref 10.3.3.4 / 16.4.2
d)
Incorrect. The Team Manager is NOT involved in this activity. Ref 10.3.3.2 / 15.4.4

Correct Answer:B
Objective:LL1 - Recall the recommended quality review team roles.
a)
Incorrect. The recommended quality review roles are Chair, Presenter, Reviewer and
Administrator. Ref 6.3.2.1
b)
Correct. The recommended quality review roles are Chair, Presenter, Reviewer and
c)
d)

Correct Answer:D
Objective:LL2 - Understanding of the seven principles.
a)
Incorrect. The continued business justification principle supports the need for a
documented justification for the start, continuation and termination of a project. It
ensures that decisions are made based on business justification. Ref 2.1
b)
Incorrect. The manage by exception principle supports the need for defined tolerances
for each project objective to establish limits of delegated authority. It ensures that
decisions are made at the right level in the organization. Ref 2.5
c)
Incorrect. The focus of products principle supports focusing on the definition and delivery
of products, in particular their quality requirements. It ensures there is a common
understanding of what is to be delivered. Ref 2.7
d)
Correct. A PRINCE2 project is planned, monitored and controlled on a stage-by-stage

basis. An outline plan is prepared for the long term, while a detailed plan is only valid for
the short term. Ref 2.4

APM Group Ltd.
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Correct Answer:A
Objective:LL2 - The context of the Controlling a Stage process.
a)
Correct. For complex projects with a large initiation stage, the Controlling a Stage
process can be used to control the activities. Ref 15.3
b)
Incorrect. The Controlling a Stage process is used by the Project Manager to manage
the day-to-day activities of a stage, NOT a programme. Ref 15.3
c)
Incorrect. Support activities are business as usual. Controlling a Stage is a project

process. Ref 15.3
d)
Incorrect. Creating an Exception Plan is an activity within the Managing a Stage

Boundary process. Ref 17.4

Correct Answer:B
Objective:LL2 - Understand the three project interests.
a)
Incorrect. Project tolerance levels are set by corporate or programme management. The
Project Board sets stage tolerance levels. Ref 5.3.1
b)
Correct. The Executive is appointed to ensure that the project is focused on achieving
and delivering a product that will achieve the forecast benefits and will deliver value for
money. Ref 5.3.2.2 / 5.2.5
c)
Incorrect. This is part of the responsibilities/focus of the Senior User who is appointed by
the Executive. Ref 5.3.2.2
d)
Incorrect. This is part of the responsibilities/focus of the Senior Supplier who is

appointed by the Executive. Ref 5.3.2.2

Correct Answer:A
Objective:LL2 - Understand the relationship between quality assurance and Project Assurance.
a)
Correct. Quality assurance provides assurance to corporate or programme management

on the project's compliance with corporate standards and policies. Project Assurance
provides assurance to the project's stakeholders that the project is being conducted
properly. Ref Table 6.1
b)
Incorrect. Quality assurance is the responsibility of the programme or corporate

organization. Ref 6.2.6
c)
Incorrect. Quality assurance is independent of the project, Project Assurance is

independent of the Project Manager but NOT the project. Ref Table 6.1
d)
Incorrect. Project Assurance is the responsibility of the Project Board. Quality

assurnace is the responsibility of corporate or programme management. Ref Table 6.1

APM Group Ltd.
20

Correct Answer:B
Objective:LL2 - Understand the concept of management stages and the difference between
management stages and technical stages.
a)
Incorrect. These are sent by a Team Manager to the Project Manager, so they do NOT
provide the Project Board with an indication of project viability. Ref 10.3.3.4
b)
Correct. Management stages provide review and decision points, giving the Project
Board the opportunity to assess the project viability at regular intervals, rather than let it
run on in an uncontrolled manner. Ref 10.3.2
c)
Incorrect. Exception situations are NOT pre-planned within the Project Plan. Ref 10.3.4
d)
Incorrect. The authorization of project closure is a Project Board control, planned to take
place after the Closing a Project process. This is too late to assess project viability. Ref
10.3.1.2

Correct Answer:B
Objective:LL2 - Understand the purpose of the Change theme.
a)
Incorrect. Change is NOT prevented. It is controlled. Ref 9.1
b)
Correct. The aim of change control is NOT to prevent change; it is to ensure that every
change is agreed by the relevant authority before it takes place. Ref 9.1
c)
Incorrect. This is a purpose of Risk theme. Ref 8.1
d)
Incorrect. Change can affect management and specialist products. Ref 9.3.2

Correct Answer:B
Objective:LL2 - Understand the purpose of a Product Status Account.
a)
Incorrect. This records details for a single configuration item. Ref A.5.1
b)
Correct. The Product Status Account provides information about the state of products
within defined limits. The limits can vary, e.g. the report could cover the entire project, a
particular stage, a particular area of the project, or the history of a specific product. Ref
A.18.1
c)
Incorrect. Does NOT include version numbers of all products being developed. Ref A16.1
d)
Incorrect. Does NOT include version numbers of all products being developed. Ref A.26.1

APM Group Ltd.
21

Correct Answer:B
Objective:LL2 - Understand the benefits of PRINCE2.
a)
Incorrect. Exclusion of stakeholders is NOT a PRINCE2 concept. Ref 1.7
b)
Correct. The allocation of roles and responsibilities helps participants to understand who
makes what decisions. Ref 1.7
c)
Incorrect. PRINCE2 ensures that stakeholders are involved in assuring project work
through roles and the Communication Management Strategy. Ref 1.7
d)
Incorrect. Problems are escalated to the appropriate level. Minor ones are unlikely to
require escalation to stakeholders. Ref 1.7

Correct Answer:B
Objective:LL2 - Understand the purpose of a Product Description.
a)
Incorrect. The Project Product Description defines the customer's quality expectations
and acceptance criteria. It does NOT contain the quality tolerance of individual products.
Ref 6.3.1.3 / Table 10.1
b)
Correct. Each Product Description defines the quality tolerance for that product. Ref
A.17.1 / 6.3.1.5 / Table 10.1
c)
Incorrect. There is no mention of quality tolerance in a Stage Plan. Table 10.1
d)
Incorrect. The Quality Management Strategy does NOT define an individual product's
quality tolerance. Ref 6.3.1.5 / Table 10.1

Correct Answer:A
Objective:LL2 - Understand the purpose of the Managing a Stage Boundary process.
a)
Correct. The process should be executed at, or close to the end of, each management
stage. Ref 17.1
b)
Incorrect. The activities to manage a stage boundary should be planned to take place at,
or close to the end of, each management stage. Ref 17.1
c)
Incorrect. The activities to manage a stage boundary should be planned to take place at,
or close to the end of, each management stage. Ref 17.1
d)
Incorrect. The Starting up a Project process is NOT a management stage and therefore
does NOT use the Managing a Stage Boundary process. Ref 12.3

APM Group Ltd.
22

Correct Answer:C
Objective:LL2 - Understand the purpose of a risk budget.
a)
Incorrect. Activities defined in the risk management procedure will be funded by the
normal project budget, NOT the risk budget.
b)
Incorrect. The cost of analyzing a request for change is taken from the change or normal
project budget, NOT the risk budget. Ref 9.3.1.1
c)
Correct. A risk budget is used to fund specific responses to risks. Ref 8.3.6
d)
Incorrect. The activity of identifying risks will be paid for from the normal project budget.

Correct Answer:D
Objective:LL1 - Recall roles within the Organization theme.
a)
Incorrect. Corporate or programme management is discussed as a level of management

which is pre-existing but is NOT part of the project management team. Ref 5.3.1
b)
Incorrect. Quality assurance activities are outside the scope of PRINCE2 as it is the
responsibility of the corporate or programme organization. Ref 6.2.6.
c)
Incorrect. A stakeholder is described as any individual, group or organization that can

affect, be affected by, or perceive itself to be affected by, an initiative (programme,
project, activity, risk). Ref 5.3.5
d)
Correct. The Project Board is responsible, via its Project Assurance role, for monitoring
all aspects of the project's performance and products independently of the Project
Manager. Project Board members are responsible for the aspects of Project Assurance
aligned to their respective areas of concern. The Executive is responsible for the
business assurance role, which they may appoint a separate individual to perform. Ref
5.3.2.3

Correct Answer:D
Objective:LL2 - Understand the difference between management and technical stages.
a)
Incorrect. These would relate to technical stages. Ref 10.3.2.3
b)
Incorrect. PRINCE2 does NOT insist on the use of Team Managers. Team Managers
relate to technical work, which need NOT coincide with management stages. Ref
10.3.2.3
c)
Incorrect. The authorization from corporate has nothing to do with the differentiation from
technical stages. Ref 10.3.2
d)
Correct. Technical stages may be combined or split into management stages for the
purpose of commitment of resources. Ref 10.3.2.3

APM Group Ltd.
23

Correct Answer:B
a)
Incorrect. The continued business justification principle is followed through regular

planned reviews of the Business Case during the life of the project to confirm its
continued viability. Ref 2.1
b)
Correct. The Project Product Description supports the focus on products principle
through clearly defining the project's products, the customer's quality expectations and
acceptance criteria. Ref 2.6 / A.21.1
c)
Incorrect. The learn from experience principle is used to ensure that project teams learn
from previous experience: lessons are sought, recorded and acted upon throughout the
life of the project. Ref 2.2
d)
Incorrect. The manage by stages principle enables the extent of senior management
control over projects to be varied according to the business priority, risk and complexity
involved. Ref 2.4

Correct Answer:C
Objective:LL2 - Understand the difference between quality planning, quality control and quality
assurance.
a)
Incorrect. Customer's quality expectations relate to the overall project, NOT individual
products. Ref 6.3.1.1
b)
Incorrect. Quality test results are NOT determined until the quality check has taken
place, so are NOT part of quality planning. Ref 6.3.2
c)
Correct. As defined in the respective Product Descriptions given in the Stage Plan
approved by the Project Board. Ref 6.3.1
d)
Incorrect. Determining who will own a product is NOT the subject of Project Board
agreement during quality planning. This is defined in the individual Configuration Item
Records. Ref A.5

Correct Answer:D
Objective:LL2 - Understand the risk probability, risk impact and risk proximity.
a)
Incorrect. The scale or effect of the risk is referred to as its impact. Ref 8.3.5.2
b)
Incorrect. This is the impact of the risk occurring. Ref 8.3.5.2
c)
Incorrect. This is a definition of the risk proximity. Ref 8.3.5.2
d)
Correct. Probability measures the likelihood of the risk occurring. Ref 8.3.5.2

APM Group Ltd.
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Correct Answer:A
Objective:LL2 - Understand the difference between event-driven and time-driven controls.
a)
Correct. A Highlight Report is time-driven. Ref 10.3.3
b)
Incorrect. An Exception Report is only produced when a Project Manager believes that a
stage or the project is likely to exceed tolerances. Ref 10.3.3
c)
Incorrect. The Project Initiation Documentation is produced by the final event in initiating
a project. Ref 10.3.3
d)
Incorrect. The end of a stage is driven by a stage coming to an end and the next stage
needing authorization. Ref 10.3.3

Correct Answer:C
Objective:LL1 - Recall the lines of authority and reporting between the four levels of
management.
a)
Incorrect. Work Package tolerances are agreed between the Project Manager and Team
Manager. Ref 10.3.1.1
b)
Incorrect. Project tolerances are allocated by corporate or programme management. Ref

10.3.1.1
c)
Correct. The Project Board has overall control at project level, as long as forecast remain
within project tolerance, and will allocate tolerances for each management stage to the
Project Manager. Ref 10.3.1.1
d)
Incorrect. The Project Board has overall control at project level, as long as forecast
remain within project tolerance, and will allocate tolerances for each management stage
to the Project Manager. Ref 10.3.1.1

Correct Answer:A
Objective:LL2 - Understand the purpose of the Product Description.
a)
Correct. Forecast duration and cost are recorded in the plan containing the Product
Description. Ref A.17.1
b)
Incorrect. The Product Description contains the skills required to undertake quality
control. Ref. A.17.1
c)
Incorrect. The Product Description contains its purpose, function and appearance. Ref.
A.17.1
d)
Incorrect. The Product Description contains the skills required to produce the product.
Ref. A.17.1

APM Group Ltd.
25

Correct Answer:C
Objective:LL2 - Understand the purpose of the Communication Management Strategy.
a)
Incorrect. The Communication Management Strategy does NOT ensure this. It informs
the project team what reporting is required but it does NOT ensure they can use the
required tools. Ref A.4.1
b)
Incorrect. The Communication Management Strategy does NOT produce any reports, it
defines reporting requirements. Ref A.4.1
c)
Correct. The Communication Management Strategy contains a description of the means

and frequency of communication to parties both internal and external to the project. Ref
A.4.1
d)
Incorrect. The Communication Management Strategy documents who the project

stakeholders are and what information they require, but it does NOT ensure they are
aware of their responsibilities. Ref A.4.1

Correct Answer:C
Objective:LL2 - Understand the context of the Controlling a Stage process.
a)
Incorrect. The Benefits Review Plan does NOT record the threats (risks) to the project
and their possible impact on the Business Case. The Benefits Review Plan may be
checked during the Controlling a Stage process to see whether any benefits reviews are
due, and execute them as necessary. Ref A.1.1 / 15.4.4
b)
Incorrect. An End Stage Report is produced during the Managing a Stage Boundary
process and should be reviewed by the Project Board during the Directing a Project
process. Any new or revised risks identified within the End Stage Report should have
been added to the Risk Register during the Managing a Stage Boundary process. Ref
17.4.4
c)
Correct. The Risk Register is checked for any new or revised risks and their possible
impact on the Business Case. Ref 15.3 / 15.4.4
d)
Incorrect. The Risk Management Strategy may be reviewed during the Controlling a
Stage process for guidance on the risk management procedure. The Risk Management
Strategy does NOT record the threats (risks) to the project and their possible impact on
the Business Case. Ref 15.4.6 / A.24.2

Correct Answer:B
a)
Incorrect. Closure is NOT a stage. Ref 18.3
b)
Correct. Activities are planned in the Stage Plan for the stage in which they are
undertaken. Ref 18.3
c)
Incorrect. Project closure does NOT take place during the initiation stage. Ref 18.3
d)
Incorrect. A Team Manager is NOT responsible for closing a project. The Project
Manager is responsible for closing a project. Their way of controlling the day-to-day
progress of the stage is via the Stage Plan. Ref 18.3

APM Group Ltd.
26
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Contents
Practitioner Paper 1
5: Practitioner
Papers
Exam scenario booklet and

Additional information
9 practitioner questions in 12 parts
each
The correct answers
2 Answer booklets also with
pagination control to aid removal
Why the right are right and the
wrong are wrong
Practitioner paper 2
As above for a further 9 questions
Practitioner purpose paraphrased from the syllabus is

to confirm sufficient understanding to start applying the
method to a real project [IE candidates understand]:How to apply and tailor PRINCE2 effectively
Apply the principles, themes and processes
create or critique management products
Understand the relationships between the roles, management
products, principles, themes, techniques and processes
Understand means can create (synthesise) or state each element's
purpose and objectives
Section: 5 Page 0
The Practitioner Examination
EX02
Scenario Booklet
This is a 2.5-hour objective test examination. This booklet contains the Project
Scenario upon which this exam paper is based. All questions are contained within
the Question Booklet.
Additional information is provided within this Scenario Booklet for a number of
questions. Where reference should be made to additional information, this is
clearly stated within the question to which it is relevant. All information provided
within a question must only be applied to that question.
Each of the nine questions is worth 12 marks, giving a maximum of 108 marks in
the paper. The pass mark is 55% (59 marks). Within each question the syllabus
area to which the question refers is clearly stated. The exam is to be taken with the
support of the PRINCE2 Manual only, i.e. no material other than the Question
Booklet, the Scenario Booklet, the Answer Booklet and the PRINCE2 Manual is
to be used.
Candidate Number: ........................................
PRINCE2-GB--EX02-V1.15
Page 1 of 9
Document Owner - Chief Examiner
The APM Group Ltd 2010. This document is not to be re-produced or re-sold without express permission from The APM Group Ltd. PRINCE2 is a
Registered Trade Mark of the Office of Government Commerce in the United Kingdom and other countries. The Swirl logo is a Trade Mark of the Office of
Government Commerce.
This is a blank page
Page 2 of 9
Project Scenario
Calendar Project (Note: The companies and people within the scenario are fictional.)
There has been a reduction in the number of orders at the MNO Manufacturing Company due in part
to the increased marketing activities of its competitors. To help counter this, the company has
decided to create a promotional calendar for next year for all its current and prospective customers.
The end product of this project will be a prepared calendar pack, ready for printing. The design of the
calendar will be similar to one sent out previously, and must reflect the company image
as described in the existing corporate branding standards. Another project is currently producing a
new company logo which is to be printed on each page of the promotional calendar. The prepared
calendar pack will consist of:
Design for each month - correctly showing all public holidays and new company logo
Selected photographs - 12 professionally-produced photographs, showing different members of
staff
Selected paper and selected envelope - for printing and mailing the calendar
Chosen label design - a competition to design a label will be held as part of this project
List of customers - names and addresses of customers to whom the calendar will be sent.
The project is currently in initiation and will have two further stages:
Stage 2 will include the activities to:
create the customer list using information from the Accounts and Marketing departments
confirm compliance with the Data Protection Legislation
create a design for each month - this will be done by the internal creative team
select and appoint a professional photographer
gather photograph design ideas from previous project and agree photographic session
schedule
prepare a production cost forecast
select paper and envelope.
Stage 3 will include the activities to:
produce and select the professionally-taken photographs

hold the label design competition and choose the label design
assemble the prepared calendar pack.
A production cost forecast, based on the options and costs for the paper, envelope, printing and
mailing of the calendar is to be produced in stage 2. However, the actual production and distribution
of the calendars is not within the scope of this project. The production cost forecast will be reviewed
by the Project Board to determine whether the project should continue.
It is now 05 October and the prepared calendar pack must be delivered to the print company by 30
November, to enable printing and distribution of the calendar in time for Christmas. The cost of the
activities to develop the specialist products and the cost of the project management activities are
estimated to be 20,000. There is a project time tolerance of +1 week / -2 weeks and a project cost
tolerance of +6,000 / -6,000. A change budget of 500 has been allocated but there is no risk
budget.
Page 3 of 9
Question 1: Business Case Theme - Additional Information

During the initiation stage the Project Manager met with the Marketing Director to find out more about
the requirements of the promotional calendar and recorded the following notes:
There has been a reduction in the number of orders at the MNO Manufacturing due in part to the
increased marketing activities of its competitors. 10% of customers have not re-ordered in this
financial year and staff morale is poor. A number of skilled staff have left as a result and replacement
staff have not been recruited due to the reduced operation. If the project is successful, a recruitment
campaign will be required to fill the existing staff vacancies and there may be a requirement for
additional staff. Operational costs are likely to increase because skilled staff are expensive and
difficult to find.
In financial terms, there were a total of 1,500 orders in the last financial year, each with an average
profit of 2,000. The Marketing department believes that sending a promotional calendar to the
company's current and prospective customers would increase orders by at least 10%, with a minimum
of 10 further orders from the list of prospective customers within 12 months from the date of
distribution.
The Marketing Director will be funding the project from the business marketing budget. She believes
that the effect of a good company image portrayed by a successful calendar would last into a second
year. She has forecast the same increase in orders for a second year and predicts that the annual
employee satisfaction survey will show a measurable improvement in staff morale.
A number of alternatives were explored, including:
20% discount for all repeat customers - not cost-effective and very short term
A promotional calendar as a free Christmas gift - would target current and prospective
customers and the benefits would last into a second year
A series of television and press advertisements - would be too expensive
Creation of an internet website - would not suit all customers.
The calendar is seen as the favoured option, as long as the company's competitors do not increase
their marketing activity. Whilst the Marketing department wants a very high quality, glossy product, the
project management team must be aware of the cost this will incur.
Page 4 of 9
Question 2: Organization Theme - Additional Information

Chief Executive Officer (CEO): He started the company 25 years ago and knows his job very well.
He injured his leg two years ago which has restricted his visits to the engineering area. As CEO he
has an overall perspective of the business strategic requirements and the authority to commit
resources as required.
Marketing Director: She has been with the company for three years, following a successful career
with a publicity company. She has the ability to represent the needs of the business, particularly as
this is a marketing project. She has the authority to commit the annual business marketing budget,
from which the project will be funded, as she sees appropriate. She will be responsible for monitoring
the expected benefits of the calendar, in particular the improvement of the company's image.
Engineering Manager: He has been responsible for many engineering innovations in the company
and is still as keen and energetic as the day he started. Whilst he will not be part of the project team,
his staff will feature in the photographss for the promotional calendar.
Central Records: This group of five staff looks after all company records and document control. They
now maintain all project files.
Bright Lights: This is the local office supplies company. It supplies all the stationery and office
equipment needs of the company and will supply the stationery for this project.
Portraits Ltd: This is a professional photographic company with a number of excellent photographers
and a history of successful work. This company has been selected to take the photographs for the
company calendar. It has yet to be decided which of the photographers to use.
Page 5 of 9
Question 3: Quality Theme - Additional Information

Extract from the Project Product Description (with errors)
Composition
Derivation
Development
skills required
Customers
quality
expectations
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
19.
20.
Acceptance
criteria
21.
22.
23.
24.
Design for each month

100gsm glossy paper
Full colour
Selected envelope
Chosen label design
List of customers
Selected photographs
Photographic session schedule
New company logo design
Previous calendar designs
Internal creative team
Production cost forecast
Photographer
Internal creative team
Print company
Professional photographs
10% more calendars than required should be
printed to allow for any late additions to the list of
customers
Compliance with applicable corporate standards
The calendar should reflect the company image
as described in the corporate branding standards
The calendar will increase orders by at least 10%
with a minimum of 10 further orders from the list of
prospective customers within 12 months
Appearance: each photograph should be
sufficiently attractive and humorous that the
customer wants to display it
Appearance: new company logo promotes strong
image
Security: complies with Data Protection
Legislation
Accuracy: public holidays match the list
supplied by Marketing
Page 6 of 9
Question 5: Risk Theme - Additional Information

A photographer from Portraits Ltd, a professional photographic company, has taken on the role of
Team Manager after taking some time to understand the requirements of the project. A contract for
his services has been set up and is being monitored by the Purchasing Manager, and a Work
Package has been agreed. This contract specifies that the photographer must arrange a meeting with
the Engineering Manager to establish a schedule for the photographic sessions to minimize the
impact on the Engineering staff. This meeting should have occurred a week ago. The photographic
sessions are scheduled to take place in two days time.
The Engineering Manager was made aware of this requirement. However, when asked by the Project
Manager, he reported that he had received no communication from the photographer. The Project
Manager has tried to call the photographer and has had no response. The Project Manager believes
there is a risk that Portraits Ltd are overbooking work and prioritizing other clients work. If Portraits
Ltd do not deliver on schedule the project will be delayed and the expected benefits will be reduced.
The contract is to be reviewed and Portraits Ltd reminded of their agreement.
Page 7 of 9
Question 6: Plans Theme - Additional Information

Product Summary
A list of customers will be collated. This will use existing information from the Accounts department
about current customers, and existing information from the Marketing department about prospective
customers.
Using the tariff of mailing costs available from the Post Office, a production cost forecast will be
produced to allow the CEO and the Marketing Director to decide whether to continue with the
project. If they decide to continue, they will give the approval to launch the internal label design
competition. Competition rules will be drawn up and details of the competition will be communicated
to staff. The label design will then be chosen from the competition entries.
The photographs for the calendar must be based on existing photograph design ideas available from
the Marketing department. Designs for each month will be created to show the required layout of each
page.
Additional Information continues on next page.
Page 8 of 9
continued.
Question 6: Plans Theme - Additional Information
Extract from Stage Plan for stage 3.
(All entries are true statements but may not be shown under the correct heading or in the correct
document).
Plan description
1. Stage 3 is the final stage of the project and will deliver the
photographs, the label design competition entries, the
winning label design and the prepared calendar pack.
Plan prerequisites
2. Increase in orders and improved company image.

3. The production cost forecast must be acceptable to the
Project Board if the photography and the label design
competition are to go ahead.
4. The customer list is accurate and complete.
External
dependencies
5. A separate project has been reviewing the company's

branding. The company logo, required for the label design
competition, is being updated. The new company logo is to
be supplied by the other project in two weeks time.
6. Customer details will be supplied from the Accounts
department and the Marketing department customer
databases for the customer list.
7. The label design must contain the new company logo.
Planning
assumptions
8. A suitable entry will be received from the label design

competition.
9. The photographic session schedule created two weeks ago
correctly reflects the availability of the engineering staff.
10. Each photograph must feature different members of the
Engineering team.
Monitoring and
control
11. The Project Plan is to be updated with actuals throughout the

stage.
12. A Highlight Report will be created every two weeks.
13. The Stage Plan will be reviewed at the end of each day, to
assess forecast against actuals.
14. Product Status Accounts will be produced by Project
Support, at the request of the Project Manager, to summarize
current and historical data concerning each of the projects
products.
Budgets
15. Cost
16. Time
17. Risk
5,000 for specialist products

4 weeks
0
Page 9 of 9
EX02
Question Booklet
Page 1 of 31
Page 2 of 31
Syllabus areas covered:

Question 1 - Business Case Theme
Question 2 - Organization Theme
Question 3 - Quality Theme
Question 4 - Starting Up a Project + Initiating a Project Processes
Question 5 - Risk Theme
Question 6 - Plans Theme
Question 7 - Progress Theme
Question 8 - Change Theme
Question 9 - Directing a Project + Managing a Stage Boundary + Closing a Project Processes
Page 3 of 31
Question Number 1
Syllabus Area
Business Case Theme
Syllabus Area
Business Case Theme
Question Number
1
Part
A
Marks
7
Using the Project Scenario and the additional information provided for this question in the Scenario
Booklet, answer the following 7 questions.
Each question provides a list of true statements about the Calendar project, but only 2 statements are
appropriate entries for that heading of the Business Case.
Remember to limit your answers to the number of selections requested in each question.
1 Which 2 statements should be recorded under the Reasons heading?
A The Marketing department believes that sending a promotional calendar to current and prospective
customers will increase orders by at least 10%.
B 10% of customers have not re-ordered in this financial year.
C 1,500 orders are expected, each with an average profit of 2,000.
D The Marketing department believes that the effect of a good company image, portrayed by a successful
calendar, will last into a second year.
E MNO Manufacturing is experiencing a reduction in orders numbers due in part to the increased marketing
activities of its competitors.
2 Which 2 statements should be recorded under the Business options heading?
A Produce a promotional calendar as a free Christmas gift to current and prospective customers.
B Use a professional photographer to create the photographs for the calendar.
C Create the photographs for the calendar internally.
D Outsource the creation of the calendar to a professional marketing company.
E Do nothing.
3 Which 2 statements should be recorded under the Expected benefits heading?
A Increase orders by at least 10% with a minimum of 10 further orders from the list of prospective customers
within 12 months.
B The calendar will be similar to calendars sent out in previous years.
C The Marketing department believes that the benefits of a good company image, as portrayed by a
successful calendar, will last into a second year and bring the same increase in orders.
D The calendar will contain photographs of both staff and company products.
E The Marketing department want a very high quality, glossy product as they believe this will be more
appealing to customers.
Question continues on next page
Page 4 of 31
Question continued
4 Which 2 statements should be recorded under the Expected dis-benefits heading?
A A high quality, glossy product will involve additional costs.
B Individuals in the engineering team who are not selected to appear in the calendar photographs will become
de-motivated.
C The calendar may not result in the expected 10% increase in orders.
D As the Calendar project is a priority for the MNO Manufacturing Company, the delivery of other projects
within the Marketing department will be delayed.
E The calendar may not result in the 10 further orders from the list of prospective customers in 12 months.
5 Which 2 statements should be recorded under the Timescale heading?
A Benefits will be lost if the project is not completed on time.
B A recruitment campaign to fill the existing staff vacancies will need to take place in the next 12 months.
C Additional 10% increase in orders in year two.
D The prepared calendar pack must be delivered by the first week in December.
E The print company requires a 2-week notification period of the calendar pack delivery.
6 Which 2 statements should be recorded under the Costs heading?
A The MNO marketing budget this year is 120,000.
B The project will be funded from the business marketing budget.
C 10 further orders with an average profit of 2,000 will deliver a benefit of 20,000 in the first year.
D The new company logo is estimated to cost 4,000.
E Project costs are estimated to be a total of 26,500.
7 Which 2 statements correctly define a Business Case risk which should be recorded under the Major risks
heading?
A Operational costs will increase as a result of the recruitment campaign.
B The prepared calendar pack is to be delivered to the print company by the first week in December.
C If the calendar quality is poor customers will not use it, creating the reverse effect and reducing orders further.
D If any competitors launch a calendar at the same time this will reduce the impact of the MNO calendar and
benefits will be reduced.
E Staff morale will improve as a result of the promotional calendar.
Page 5 of 31
Syllabus Area
Business Case Theme
Question Number
1
Part
B
Marks
5
Booklet, answer the following question.
Lines 1 to 5 in the table below consist of an assertion statement and a reason statement. For each line identify
the appropriate option, from options A to E, that applies. Each option can be used once, more than once or not
at all.
Option
Assertion
Reason
True
True
AND the reason explains the assertion
True
True
BUT the reason does not explain the assertion
True
False
False
True
False
False
Assertion
Reason
1 If the calendar option is changed there should be a

review of, and possible changes to, the Business
Case.
BECAUSE The Business Case includes options for

the delivery of the chosen solution.
2 The Business Case will no longer be viable if the

prepared calendar pack is not available for printing
until the first week of December.
BECAUSE The Business Case is no longer viable if

stage tolerances are exceeded during the
project.
3 The fact that the projects aim is to try to counter the

fall in orders should be documented in the Project
Brief.
BECAUSE The outline Business Case contains the

reasons why the project is needed and
forms part of the Project Brief.
4 The Benefits Review Plan should include an

assessment in 12-months time of the increase in
orders.
BECAUSE The Benefits Review Plan contains details

of benefits reviews to be conducted during
the project.
5 The expected improvement in staff morale should

NOT be recorded as a benefit in the Business Case.
BECAUSE Only those benefits that can be measured

in financial terms should be defined in the
Business Case.
Page 6 of 31
Question Number 2
Syllabus Area
Organization Theme
Syllabus Area
Organization Theme
Question Number
2
Part
A
Marks
7
The following 7 questions include true statements about an individual from the project organization. Only 2
statements explain why, in the context of roles and responsibilities within a PRINCE2 organization structure, the
individual is a suitable candidate for that role.
1
Which 2 statements explain why the Marketing Director would be appropriate as the Executive for this project?
A
She has been with the company for three years.
She previously had a successful career in publicity.
She is able to represent the business needs of MNO Manufacturing.
She has authority to commit the marketing budget, from which the project will be funded.
She requires more experience working with the engineering industry.
Which 2 statements explain why the CEO would be appropriate as the Executive for this project?
A
He started the company 25 years ago.
He knows his job very well.
He restricts his visits to the engineering area.
He has the authority to commit resources as required.
He has an overall perspective of the business's strategic requirements.
Which 2 statements explain why the Marketing Director would be appropriate in a Senior User role for this
project?
A
She can represent the Marketing department.
She previously had a successful career in publicity.
The Marketing department will help to deliver the benefits of this project.
The project will be funded from the business marketing budget.
A number of the products will be produced by the Sales department and the Marketing department.
Page 7 of 31
Question continued
4 Which 2 statements explain why the Sales Manager would be appropriate in a Senior User role for this project?
A He joined the company last year with huge enthusiasm.
B He would like to move into the Marketing department in the future and sees this as an opportunity to work
closely with the Marketing Director.
C The launch of a company calendar will impact the Sales department.
D He reports directly to the Marketing Director.
E He is able to represent current and prospective customer interests.
5 Which 2 statements explain why the Purchasing Manager would be appropriate in a Senior Supplier role for this
project?
A He is responsible for advising on the acceptance methods to be included in supplier contracts.
B He will procure the resources and materials required for the project's products.
C He was an engineer and worked in that area before taking up his current position.
D He can influence the external supplier's Business Case.
E He is not appropriate for the role of Executive or Senior User.
6 Which 2 statements explain why the Sales Manager would be appropriate in a user assurance role for this
project?
A He joined the company last year with huge enthusiasm and is keen to increase sales.
B He can provide an evaluation of the potential impact the calendar will have on sales.
C He is able to advise on suitable stakeholder engagement of current and prospective customers.
D He would like to move into the Marketing department in the future and sees this as an opportunity to work
closely with the Marketing Director.
E He can resolve any conflict in requirements between the Sales department and the Marketing department.
7 Which 2 statements explain why Central Records would be appropriate in a Project Support role for this project?
A They have knowledge of specialist tools and techniques that are required for this project.
B The department already exists within the organization and its staff members have been with the company for
many years.
C They will ensure compliance with all company policies and procedures.
D They perform a quality assurance function across all projects.
E They have knowledge of the organizational standards that will be applicable to the project.
Page 8 of 31
Syllabus Area
Organization Theme
Question Number
2
Part
B
Marks
5
Using the additional information provided for this question in the Scenario Booklet, answer the
following question.
at all.
Option
Assertion
Reason
True
True
True
True
True
False
False
True
False
False
Assertion
Reason
1 The Executive role should be shared by the CEO

and the Marketing Director.
BECAUSE The Executive is responsible for securing the

funding for the project.
2 The Senior User role should be shared by the

Marketing Director and the Engineering Manager.
BECAUSE Those who provide specialist resources to

the project development teams should
perform a Senior User role.
3 Bright Lights and Portraits Ltd are both

stakeholders on the Calendar project.
BECAUSE Anyone who can affect a project is a

stakeholder on that project.
4 A single member of Central Records should NOT

perform both a Project Support and a Project
Assurance role on this project.
BECAUSE It is necessary to keep Project Support and

Project Assurance responsibilities separate.
5 The Engineering Manager should be included in

the Communication Management Strategy.
BECAUSE The Communication Management Strategy

describes the communication tools to be
used.
Page 9 of 31
Question Number 3
Syllabus Area
Quality Theme
Syllabus Area
Quality Theme
Question Number
3
Part
A
Marks
3
Column 1 is a list of objectives. For each objective in Column 1, select from Column 2 the quality activity that
addresses it. Each selection from Column 2 can be used once, more than once or not at all.
Column 1
Column 2
Understanding the customers quality expectations.
A Quality assurance
Approval of the project's products.
B Quality control
Confirmation that corporate management standards and policies are being

adhered to.
C Quality planning
Page 10 of 31
Syllabus Area
Quality Theme
Question Number
3
Part
B
Marks
4
An address label is required for the envelope. The design of the label will be selected from entries to an
internal label design competition. The winning label design will be included in the prepared calendar
pack given to the printing company. The label should be half the size of the selected envelope (+5% / 5%), and use an attractive, large font for the customers name and address. The new company logo
must be integrated into the label design. The Project Board will be asked to review all entries and select
the winning label design.
The information in Column 1 may be entered in the Product Description for the chosen label design. Column 2 is a
list of the quality headings (excluding Quality Method) in a Product Description. For each entry in Column 1 decide
if it should be included under one of the Product Description headings shown and select the appropriate
answer from Column 2.
Each selection from Column 2 can be used once, more than once or not at all.
Column 1
Column 2
Half the size of the selected envelope.
NOT included
Attractive large font.
Quality criteria
Project Board.
Quality tolerance
Quality skills required
+5% / -5% of the required label size.
Quality responsibilities
Page 11 of 31
Syllabus Area
Quality Theme
Question Number
3
Part
C
Marks
5
Booklet, answer the following 5 questions about the Project Product Description.
1 Which 2 statements apply to the Composition section?
A
Amend entry 2 to 'Selected paper'.
Delete entry 3 because this is NOT a major product to be delivered by this project.
Move entry 6 to Derivation because this product already exists.
Delete entry 7 because these will be produced by the photographer.
Add 'Calendars distributed to customers'.
2 Which 2 statements apply to the Derivation section?

A
Move entry 9 to Composition because this is within the scope of the project.
Delete entry 10 because this is NOT a source product for this project.
Delete entry 11 as this is already correctly shown under Development Skills required.
Move entry 12 to Composition, because this is within the scope of this project.
Add 'Professional photographer.
3 Which 2 statements apply to the Development skills required section?

A Move entry 13 to Composition because the appointment of the photographer is within the scope of this
project.
B Move entry 13 to Derivation because this is a source of information for this project.
C
Delete entry 14 because this skill is NOT required within this project.
Delete entry 15 because this skill is NOT required within this project.
Add 'Knowledge of Data Protection Legislation'.
4 Which 2 statements apply to the Customer's quality expectations section?

A
Delete entry 16 because this should be shown on the Product Description for the photos.
Delete entry 17 because this is beyond the scope of this project.
Delete entry 18 because standards should NOT be shown here.
Delete entry 19 because this should appear in the Product Description for the calendar and not the Project
Product Description.
Delete entry 20 because this is an expected benefit and should be recorded in the Business Case.
Page 12 of 31
Question continued
5 Which 2 statements apply to the Acceptance criteria section?
A Amend entry 21 to Appearance - 12 photographs each showing different members of staff.
B Move entry 21 to Composition because the photographss are part of the project product.
C Delete entry 22 because the development of the new company logo is not within the scope of the Calendar
project.
D Move entry 23 to Derivation because the Data Protection Legislation already exists.
E Delete entry 24 because this is NOT a suitable acceptance criteria for this project.
Page 13 of 31
Question Number 4
Syllabus Area
Starting Up a Project + Initiating a Project Processes
Syllabus Area
Question Number
4
Part
A
Marks
3
Column 1 is a list of decisions to be made within the project. For each decision in Column 1, decide whether or not
it is made in the Starting up a Project process and indicate in which order the decisions will occur.
Column 1
Column 2
1 Approval of the feasibility study by the Project Board before any work on
the project can commence.
A Not made in the Starting up a

Project process
2 Assess which parties should be involved during the project, as

suggested by previous development projects.
B First
3 Evaluate possible candidates for Project Manager and decide which

should be appointed.
D Third
C Second
Page 14 of 31
Syllabus Area
Question Number
4
Part
B
Marks
3
Using the Project Scenario answer the following 3 questions.

The Project Manager has been asked to prepare the Project Brief for the Calendar project. Each question includes
a list of true statements about the project, but only one statement is an appropriate entry for that heading of the
Project Brief.
1 Which statement should be recorded under the Project definition heading?
A
This project must interface with the project that is producing a new company logo.
The design of the calendar will be derived from the design used to create previous calendars.
The calendar will be designed by the internal creative team.
A professional photographer will be commissioned to take the photographs.
2 Which statement should be recorded under the Outline Business Case heading?
A
10% more calendars than required should be printed to allow for any late additions to the list of customers.
A production cost forecast will be reviewed by the Project Board to determine whether the project should
continue.
There has been a reduction in the number of orders due in part to the increased marketing activities of
competitors.
The Project Board have stated that the project cost tolerance can be used to speed up the project if
necessary.
3 Which statement should be recorded under the Project approach heading?

A
The end product of this project will be a prepared calendar pack, ready for printing.
The photography for the calendar is to be outsourced to a professional photographer.
A production cost forecast, based on the costs for the materials, printing and mailing is to be produced in
stage 2.
The actual production and distribution of the calendars is not within the scope of this project.
Page 15 of 31
Syllabus Area
Question Number
4
Part
C
Marks
6
Using the Project Scenario, answer the following 6 questions about the Starting up a Project and the
Initiating a Project process.
Decide whether the actions taken represent an appropriate application of PRINCE2 for this project and select the
response that supports your decision.
1 When designing the project management team, the Project Manager created a Team Manager role
description for the Team Manager role which the professional photographer will perform in stage 3.
Is this an appropriate application of PRINCE2 for this project?
A No, because the professional photographer should create their own role description when they are
appointed in stage 2.
B No, because the professional photographer is external to the corporate organization.
C Yes, because role descriptions help to identify candidates for each of the project management team roles,
and can be used when proposing the most appropriate people for them.
D Yes, because the Project Manager should create role descriptions for all members of the project
management team.
2 When creating the Project Plan, the Project Manager identified the new company logo as an external
dependency.
A No, because the new company logo should be identified in the Business Case as part of the reasons for
undertaking the project.
B No, because the new company logo should be identified in the Project Plan as an internal dependency.
C Yes, because the new company logo is required to produce the calendar and is being produced by another
project.
D Yes, because the production of the new company logo will need to be controlled by the Project Manager.
3 During the initiation stage, the Project Manager created the Product Description for the designs for each month.
A No, because all Product Descriptions should be created during the Managing a Stage Boundary process,
when preparing the Stage Plan.
B No, because it is the Project Product Description that should be created to define what the project must
deliver in order to gain acceptance.
C Yes, because the Project Manager should create Product Descriptions for all of the products to be delivered
by the project as part of the Project Plan.
D Yes, because Product Descriptions for the major products of the project should be created when preparing
the Project Plan.
Page 16 of 31
Question continued
4 When setting up the project controls, the Project Manager identified dates for two end stage assessments, one
for each of the management stages following initiation.
A
No, because the Closing a Project process is used at the end of the final stage.
No, because there are three stages in this project.
Yes, because the Project Manager needs to report how the stage performed and provide an update on the
Business Case.
Yes, because the Project Board needs to be made aware of these dates so as to ensure its availability.
5 The Project Manager has now completed the Project Plan which contains the Work Packages for each of
the project's products.
No, because Work Packages should be created during the Starting up a Project process to support the
Project Product Description.
No, because the Project Plan does not contain the content of each Work Package.
Yes, because the tolerance(s) set in the Project Plan are derived from the Work Package tolerance(s).
Yes, because the Project Board will require this information in order to set tolerance(s) for the Team
Manager(s).
6 At the end of the initiation stage, the Project Manager has updated the Project Plan to show how and when all of
the expected benefits of the promotional calendar will be measured and captured.
A
No, because any changes to the Project Plan should be approved by the Project Board.
No, because most of the expected benefits will be achieved after the project has closed.
Yes, because it is important to define each benefit in quantifiable terms so that measurable improvements
can be made.
Yes, because the expected benefits of the promotional calendar can be measured during the life of the
project.
Page 17 of 31
Question Number 5
Syllabus Area
Risk Theme
Syllabus Area
Risk Theme
Question Number
5
Part
A
Marks
6
The project is now in stage 2. The Project Manager has heard about the possibility of a competitor also
producing a calendar to be delivered earlier than the target date for this project. There is a threat that the
early release of a competitor's calendar may weaken the impact of the MNO Manufacturing Company
calendar, thereby reducing the anticipated benefits of the Calendar project.
Column 1 contains a number of risk responses identified by the Project Manager following an assessment of this
risk. Column 2 contains a list of threat response types. For each risk response in Column 1, select from Column 2
the type of response it represents. Each option from Column 2 can be used once, more than once or not at all.
Column 1
Column 2
Record the risk in the Risk Register and monitor the situation.
A Avoid
Decide not to compete and cancel the project.
B Reduce
Bring the target date of this project forward.
C Fallback
Wait for confirmation of the rivals calendar and, if required, include additional gifts with
the calendar as an extra incentive.
Carry on with the project as planned on the basis that the MNO Manufacturing Company
calendar is believed to be of better quality.
Add a unique reference number to every calendar and hold a prize draw each month.
D Transfer
5
6
E Accept
F Share
Page 18 of 31
Syllabus Area
Risk Theme
Question Number
5
Part
B
Marks
6
following question.
at all.
Option
Assertion
Reason
True
True
True
True
True
False
False
True
False
False
Assertion
Reason
1 The fact that there has been no contact with the

photographer should have been raised as an
issue.
BECAUSE Any forecast to exceed the agreed stage

tolerances should be escalated to the Project
Board.
2 As the person monitoring the contract, the

Purchasing Manager would be an appropriate
owner for the risk.
BECAUSE A risk actionee should be the person most

capable of managing the risk.
3 The photographer should have raised any

concerns about their availability for the work as
a risk before accepting the Work Package.
BECAUSE A separate Risk Register should be created for

each Work Package to monitor specialist risks
associated with the creation of specialist
products.
4 If estimation of the risk shows that it is likely to

BECAUSE When the impact of a risk has been identified,
impact upon time, the Project Manager will need
an Issue Report will be required to implement
to raise an Issue Report.
any agreed risk actions.
5 Regular Checkpoint Reports from the
photographer will help the Project Manager
manage the risk.
BECAUSE Checkpoint Reports should provide early

warning of any delay in the photographers work.
6 As a Work Package has been agreed with the

photographer, responsibility for the risk will
automatically have been transferred to this third
party.
BECAUSE When selecting the most appropriate risk

response to take, the best option is usually the
least expensive.
Page 19 of 31
Question Number 6
Syllabus Area
Plans Theme
Syllabus Area
Plans Theme
Question Number
6
Part
A
Marks
2
Answer the following 2 questions about plans.

1 During which 2 activities should a plan be produced?
A
When a Work Package is authorized, in the Controlling a Stage process.
When preparing for planned closure, in the Closing a Project process.
When a Work Package is accepted, in the Managing Product Delivery process.
When escalating issues and risks, in the Controlling a Stage process.
When planning project closure, in the Managing a Stage Boundary process.
2 Which 2 statements concerning responsibility for creating plans are correct?

A
The Team Manager is responsible for creating Stage Plans.
The Team Manager is responsible for creating Team Plans.
Project Support is responsible for creating Team Plans.
The Project Board is responsible for creating the Project Plan.
The Project Manager is responsible for creating the Project Plan.
Page 20 of 31
Syllabus Area
Plans Theme
Question Number
6
Part
B
Marks
5
Using the Project Scenario and the Product Summary provided as additional information for this
question in the Scenario Booklet, answer the following 5 questions about the plan for this project.
Decide whether the statements reflect an appropriate application of the product-based planning technique for this
project and select the response that supports your decision.
1 'Production cost forecast' has been shown as an external product in the product flow diagram.
Is this an appropriate application of product-based planning for this project?
A
Yes, because the 'production cost forecast' is dependent on an external product.
Yes, because the 'production cost forecast' is required for making a decision.
No, because the 'production cost forecast' is required for making a decision.
No, because the 'production cost forecast' is being created within the scope of the plan.
2 'Tariff of mailing costs' has been shown in the product breakdown structure as a product to be created or
modified by the project.
A
Yes, because the 'tariff of mailing costs' will be used to create the 'production cost forecast'.
Yes, because the project costs may change.
No, because the 'tariff of mailing costs' is being supplied by the Post Office.
No, because the 'tariff of mailing costs' already exists.
3 'Accounts information' has been shown on the product flow diagram as an external dependency for the 'list of
customers'.
A
Yes, because 'accounts information' is being supplied by the Accounts department.
Yes, because 'accounts information' already exists and will be required to produce the 'list of customers'.
No, because 'accounts information' already exists and should not be shown on the product flow diagram.
No, because the 'accounts information' should be shown as an internal dependency for the 'list of
customers'.
4 'Choose label design' has been shown on the product breakdown structure as a product to be created or
modified by the project.
A
Yes, because the label design will be chosen from entries to the competition.
Yes, because the competition entries are within the scope of the plan.
No, because 'choose label design' is an activity.
No, because the competition entries are external to the scope of the plan.
Page 21 of 31
Question continued
5 'Prepared calendar pack' has been shown as the final product on the product flow diagram.
A Yes, because 'prepared calendar pack' is the final product of the project.
B Yes, because all other products are dependent on the 'prepared calendar pack'.
C No, because the 'prepared calendar pack' should appear as the first product at the top of the product
breakdown structure.
D No, because the calendars still require printing.
Page 22 of 31
Syllabus Area
Plans Theme
Question Number
6
Part
C
Marks
5
Using the Project Scenario and the Extract from Stage Plan for stage 3 provided as additional
information for this question in the Scenario Booklet, answer the following 5 questions.
The Stage Plan for stage 3 has been produced.
The Engineering Manager insists that there are to be no interruptions to operations whilst photographs
are being taken of the engineering staff performing their everyday duties and operating machinery. Two
weeks ago the professional photographer produced the photographic session schedule based on the
operational staff schedule. The operational staff schedule is produced weekly and maintained by the
Engineering Manager.
None of the 500 change budget has been used to date and this is available for the stage.
1
Which 2 statements apply to the Plan prerequisites section?

A
Delete entry 2 because these are project benefits not prerequisites of the stage.
B
C
Delete entry 3 because the production cost forecast is a deliverable of stage 2, not a prerequisite for
stage 3.
Delete entry 4 because the customer list is NOT required for stage 3.
Add 'Engineering team must be made available for photographs'.
Add Compliance with the Data Protection Legislation.
Which 2 statements apply to the External dependencies section?
Delete entry 5 because the new company logo is being delivered by a separate project and will be
detailed in the plans for that project.
Move entry 5 to Plan prerequisites because the new company logo will influence the label designs.
Move entry 5 to Plan description because the new company logo will be delivered during stage 3.
Delete entry 6 because the customer details were used in stage 2 to create the customer list.
Delete entry 7 because it should be shown in the Product Description for the label design.
Page 23 of 31
Question continued
3 Which 2 statements apply to the Planning assumptions section?
A No change to entry 8 because this cannot be confirmed until all of the label designs entries have been
received and an assessment made.
B Move entry 8 to External dependencies because the label designs are created outside of the scope of the
project.
C Delete entry 9 because the photographic session schedule should have been approved as part of stage 2.
D Move entry 9 to External dependencies because the photographic session schedule is created by the
professional photographer.
E Delete entry 10 because the inclusion of different members from the Engineering team in each photo should
be shown in the Product Description for the photographs.
4 Which 2 statements apply to the Monitoring and control section?
A Delete entry 11 because this relates to the monitoring and controlling of the Project Plan, not the Stage Plan.
B No change to entry 12 because this describes how the Project Board will control the stage.
C Move entry 12 because the Highlight Reports are deliverables of this stage and should be shown under
Product descriptions.
D Delete entry 13 because this is part of the Controlling a Stage process.
E Delete entry 14 because the Product Status Account is NOT an ad-hoc report. It is produced at the end of
each stage to identify any variations between planned status, reported status and actual status of the stage's
products.
5 Which 2 statements apply to the Budgets section?
A Amend entry 15 because it should also include the cost of management activities.
B Delete entry 16 because timescales should NOT be shown under the heading of budgets.
C Delete entry 17 because the risk budget should be shown in the Risk Management Strategy.
D Add Change budget - 500.
E Add Cost tolerance - +6,000 / -6,000.
Page 24 of 31
Question Number 7
Syllabus Area
Progress Theme
Syllabus Area
Progress Theme
Question Number
7
Part
A
Marks
6
Using the Project Scenario, answer the following 6 questions about the use of PRINCE2 controls in this
project.
1 At the end of initiation there is +1 week / -2 weeks time tolerance for this project. Which statement is true?
A
There can be no time tolerances for any of the stages.
All of the project level time tolerance can be allocated to stage 2.
The Stage Plan for stage 2 could create some additional project time tolerance by allowing no time
tolerance in Team Plans.
Additional time tolerance for the project could be found by adding extra resources without affecting other
tolerances.
2 During stage 2, if the Project Manager decides to recommend that the Project Plan is revised to finish three
weeks later, which statement is correct?
A
The tolerances stated in the Project Plan CANNOT be changed.
The Executive needs to seek formal approval from corporate management to implement this change.
The current project must close prematurely and be restarted with a new Project Plan, a new Business Case
and new Risk Register.
The revision of the Project Plan would have to wait until the end stage assessment of stage 2.
3 During stage 2, an early review of the photograph design ideas from the Marketing department has highlighted
the need for engineering machinery to be operating in the background during the photographic sessions. This
requires a change to the baselined Product Description for the photographs. What action should the Project
Manager take?
A
Log the change in the Issue Register as a request for change.
Raise an Exception Report to the Project Board.
Revise the Product Description for the photographs and issue it to the Engineering Manager to ensure that
the machinery will be operating during the photographic sessions.
Include this requirement on the next Checkpoint Report to the photographer.
Page 25 of 31
Question continued
4 As the project approaches the end of stage 2, the Project Manager has requested a Product Status Account to
ensure that all products are at their expected point of development. Although the list of customers has been
quality reviewed, it has not been baselined because the Marketing department have not provided all of the
prospective customers' details. What initial action should the Project Manager take?
A
Delay producing the End Stage Report until the list of customers has been baselined.
Raise an Exception Report to the Project Board to highlight the issue.
Check the target sign-off date for the list of customers.
Update the product status to 'baselined' and obtain a commitment from the Marketing department to finish
this work within the next few days.
5 Whilst identifying the mailing costs for the calendars the Project Manager was surprised to find the costs could
vary considerably depending on the size of the package and the delivery service used. For the purpose of this
project, the Project Manager has selected an appropriate service but feels that a corporate standard for
postage would have reduced the time and effort invested. It could reduce the company's overheads by up to
20,000 per year. How should the Project Manager record this observation within the project?
Produce a project mandate, outlining the potential savings to be achieved by the introduction of a corporate
standard.
Make a note of the observation in the Daily Log to be transferred to a Benefits Review Plan at the end of
the project.
Record the observation in an Exception Report to the Project Board.
Make an entry in the Lessons Log for future consideration by corporate management.
A
B
6 The team member collating the list of customers has now forecast that it will NOT be complete by the end of this
stage as originally planned, due to a number of new prospective customers' details not yet being available. What
action should the team member take?
A
Report the forecast delay in the next Checkpoint Report to the Executive.
Add the product to the next Stage Plan in order to allocate additional resources and complete the work.
Make an entry in the Risk Register so the Project Manager can decide on appropriate action.
Raise an issue to inform the Project Manager.
Page 26 of 31
Syllabus Area
Progress Theme
Question Number
7
Part
B
Marks
6
Using the Project Scenario, answer the following question.

at all.
Option
Assertion
Reason
True
True
True
True
True
False
False
True
False
False
Assertion
Reason
1 The label design competition should be planned and BECAUSE A decision can only be made by the Project
managed as two management stages.
Board at the end of a management stage.
2 Quality tolerances allocated to the photographs can
be used to remedy a forecast threat to cost
tolerance.
BECAUSE Any forecast threat to cost tolerance should

first be resolved by use of any available
quality tolerance.
3 A suitable point for a stage boundary would be after

the production cost forecast has been produced.
BECAUSE A stage boundary represents a go/no

go decision point.
4 With +1 week / -2 weeks time tolerance, the project

is permitted to finish two weeks later than 30
November.
BECAUSE A negative project time tolerance indicates

the total permissible delay to a project
schedule before an exception situation
occurs.
5 If the project is forecast to exceed the cost tolerance BECAUSE If the forecast is for project tolerances to be
of +6,000, the Project Manager should send an
exceeded, the Project Board no longer has
Exception Report straight to corporate
the authority to continue with the project.
management.
6 The production cost forecast should be reviewed by
the Project Board during the Directing a Project
process to determine whether the project should
continue.
BECAUSE The Project Board reviews all products at

the end of each stage.
Page 27 of 31
Question Number 8
Syllabus Area
Change Theme
Syllabus Area
Change Theme
Question Number
8
Part
A
Marks
6
Using the Project Scenario, answer the following question. The Plan for stage 3 has been approved and
work has commenced.
Column 1 contains a number of issues for this project. Select from Column 2 the appropriate category for each
issue. Each selection from Column 2 can be used once, more than once or not at all.
Column 1
1 Although NOT previously considered, the Engineering Manager now wants to amend the
Product Description for the photographs to include images of his latest production
machinery.
2 The Marketing Director feels that the calendar may NOT be of sufficient quality to achieve
the projected benefits.
3 The Marketing department have identified some new customers and want to include
them in the approved list of customers.
4 The photographer has ignored the agreed photographic session schedule. He has
interrupted the work of the engineering staff to take the photographs for the calendar.
5 The chosen label design has been signed-off in error as the old company logo has been
used. Inclusion of the new company logo was specified.
6 The Project Manager has received notification of a postal strike occurring in December.
Column 2
A Problem or
concern
B Request for
change
C Offspecification
Page 28 of 31
Syllabus Area
Change Theme
Question Number
8
Part
B
Marks
6
There is a major concern over an apparent lack of control of project documentation.

For each concern listed in Column 1, select from Column 2 the configuration management task that could help
address the problem. Each selection from Column 2 can be used once, more than once or not at all.
Column 1
1 As a number of people are involved in the project it is becoming
increasingly difficult to keep track of what documentation each person
has.
2 Both current and previous versions of the photographic session
schedule are in circulation.
3 A revised list of customers has been issued but it is not clear what
was wrong with the previous one.
4 The Marketing department has lost the chosen label design and no
copy was made.
5 The Marketing department staff cannot say with any certainty which
photographs were approved and which still require work.
6 The Marketing Director has complained that the accounts information
has been changed and that no consideration has been given to the
impact this will have on the list of customers.
Column 2
A Produce a Product Status Account
B Maintain a record of all copies
issued
C Record the link between a version
and the Issue Report that caused
its change
D Notify copy holders of any changes
E Recall and archive superseded
product copies
F Retain master products, issuing
copies only
G Maintain records of relationships
between configuration items
Page 29 of 31
Question Number 9
Syllabus Area
Directing a Project + Managing a Stage Boundary + Closing a Project Processes
Syllabus Area
Question Number Part Marks

9
A
6
Using the Project Scenario, answer the following 6 questions.

It is now late October and the project is in stage 3. The label design competition has been held and the
photos of the staff have been taken. The CEO and Marketing Director still need to choose the winning
label design and the 12 photographs for the calendar.
The Executive has learned that two competitors are issuing calendars to MNO's customers by the
middle of November. After analysing the impact of this issue, one of the options the Project Manager has
presented to the Project Board is to close the project prematurely. There are a number of key facts
relating to this project that would need to be recorded if the project were to be closed early.
Column 1 contains key facts recorded in the projects Daily Log. For each fact in Column 1, select from Column 2
the activity within the Closing a Project process, which, if applied appropriately, should capture this fact. A selection
from Column 2 may be used once, more than once or not at all.
Column 1
1 The staff photographs are suitable for use in future promotional materials. The
photographer will be asked to provide all photographs into a useable format before
this Work Package is approved.
2 Staff photographic sessions were disruptive to the Engineering Department as they
had been scheduled during peak work times without consultation with the
Engineering Manager.
3 If anybody has any remaining resource costs to be charged to the project, they
should ensure this is done by 10 November.
4 The project has not achieved the objectives defined in the Project Initiation
Documentation.
Column 2
A Prepare planned
closure.
B Prepare premature
closure.
C Hand over products.
D Evaluate the project.
E Recommend project
closure.
5 Staff morale will be further affected if a winning label design is not selected and
announced. This should be completed before the project is closed.
6 The risk of a competitor producing a calendar at the same time was identified at
the beginning of the project but the assessment and management of this risk was
poor.
Page 30 of 31
Syllabus Area
Question Number Part Marks

9
B
6

The Calendar project was delivered as originally planned, and is now preparing for planned closure.
at all.
Option
Assertion
Reason
True
True
True
True
True
False
False
True
False
False
Assertion
Reason
1 Whether the calendar achieves its objective of

countering the decline in orders will be confirmed in
the Closing a Project process.
BECAUSE The Benefits Review Plan is created in the

Closing a Project process.
2 A formal quality review meeting, chaired by the

Project Manager, should be held for the Project
Board to compare the final deliverable against the
Project Product Description.
BECAUSE The Project Product Description is used by

the Closing a Project process to verify that
the project has delivered what was
expected of it.
3 The End Project Report must be completed before

30 November.
BECAUSE An End Project Report should be produced

before a project closes.
4 The Stage Plan for stage 3 should contain details of

the products to be created or updated during the
Closing a Project process.
BECAUSE Closure activities should be planned as part

of the Stage Plan for the final management
stage.
5 As part of the handover of the final product, a

contract should be agreed with Marketing for
ongoing support of this product.
BECAUSE A service agreement or maintenance

contract should always be included as a
product of the final stage.
6 At the end of stage 3, the Managing a Stage

Boundary process should be used to update the
Project Plan with actuals from the final stage.
BECAUSE An objective of the Managing a Stage

Boundary process is to review, and if
necessary, update the Project Initiation
Documentation.
Page 31 of 31
Pagination Control
Note: For Multiple Response (MR) questions, 1 point is

scored if and only if all correct options are selected.
Otherwise 0 points are scored.
Marking Scheme
Exam Paper: GB-EX02-1.15
Question
Part
Type
Response
1 (BC)
MR
AR
Question
Part
Type
Response
2 (OR)
MR
AR
Question
Part
Type
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3 (QU)
MG
MG
MR
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Part
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MG
CL
CL
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Part
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MG
AR
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Part
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MR
CL
MR
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Part
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CL
AR
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Part
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8 (CH)
MG
MG
Question
Part
Type
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9 (DC)
MG
AR
Pagination Control
@
Candidate Number
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The Practitioner Examination Answer Booklet

Use an HB PENCIL and only mark the paper
where directed.
Enter your candidate number in the space
provided at the bottom of the page and also in the
6 boxes on the right. Fill in the associated ovals
next to the 6 boxes, e.g.for candidate 597, fill
ovals 000597.
Instructions
Start of Exam
You should attempt to answer all questions.
Question 1
Select your answers by filling in the appropriate

ovals. Ovals must be darker than the grey square
at the top of the page and filled between 80% 100% as follows:
If you wish to change an answer, completely
erase your original mark and place a mark in your
preferred answer.
Part A
2.
3.
4.
5.
6.
All questions require one answer unless stated

otherwise. Do NOT give more answers than
required. If you do, the question will score zero.
7.
Part B
Do NOT use the following marks as they may be

ignored.
1.
Do NOT write or make marks in other areas of the

booklet.
3.
Do NOT use coloured pens or highlighters.

Do NOT use correction fluid.
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where directed.
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Instructions
Start of Exam
Question 1

preferred answer.
Part A
2.
3.
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6.

7.
Part B

ignored.
1.

booklet.
3.

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where directed.
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Instructions
Start of Exam
Question 1

preferred answer.
Part A
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7.
Part B

ignored.
1.

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Pagination Control
Rationale
Question: 1, Syllabus: BC, Part: A, Type: MR, SyllabusRef: BC0301, Level: 3

1
A Incorrect: This is an Expected Benefit of this project. The Reasons should show why the
project outcome is needed, the background. Ref. A.2.1 / 4.3.4.1.
B Correct: This is an explanation of why the project is required. Ref. A.2.1 / 4.3.4.1.
C Incorrect: This is the total number of orders last year, the position to measure against. It is
not the expected benefit for this project. Ref. Scenario Booklet / 4.3.4.3.
D Incorrect: This is an Expected Benefit of this project. The Reasons should show why the
project outcome is needed, the background. Ref. A.2.1 / 4.3.4.1.
E Correct: This is an explanation of why the project is required. Ref. A.2.1 / 4.3.4.1.
2
A Correct: This is one of the options considered to achieve the project outcome. Ref.
4.3.4.2 / A.2.1.
B Incorrect: This is an approach to deliver the required products and should therefore be
documented in the Project Brief. Ref. A.19.2.
C Incorrect: This is an approach to deliver the required products and should therefore be
D Incorrect: This is an approach to deliver the required products and should therefore be
E Correct: This option is always considered in the Business Case as a starting point to act
as a comparison for other options. Ref. 4.3.4.2 / A.2.1.
3
A Correct: This is a stated measurable benefit anticipated from this project. Ref. 4.3.4.3 /
A.2.1.
B Incorrect: Using a similar format to previous years may have contributed to the selection of
the business option but it is a not project benefit. Ref. 4.3.4.3 / A.2.1.
C Correct: This is a stated measurable benefit anticipated from this project. Ref. 4.3.4.3 /
A.2.1.
D Incorrect: The Business Case does not contain a breakdown of the products to be
delivered within the project. This would be documented under 'Composition' in
the associated Product Description. Ref. A.17.2.
E Incorrect: This is a requirement of the project product which should be stated in the Project
Product Description. Ref. A.21.2.
4
A Incorrect: This relates to the cost of quality within the deliverables. It is NOT a negative
consequence of the project. Ref. 4.3.4.4.
B Correct: This is a negative consequence of the calendar project. Ref. 4.3.4.4 / A.2.1.
C Incorrect: This is a threat to the expected benefits, NOT a negative consequence of the
project. Ref. 4.3.4.4 / 8.2.1.
D Correct: This is a negative consequence of the calendar project. Ref. 4.3.4.4 / A.2.1.
E Incorrect: This is a threat to the expected benefits, NOT a negative consequence of the
project. Ref. 4.3.4.4 / 8.2.1.
5
A Incorrect: This is a risk. It has not happened yet, but the impact should be considered and
recorded under Major Risks'. Ref. 8.2.1.
B Incorrect: The recruitment campaign is likely to be a follow-on action that is not within the
scope of this project. Ref. 18.4.4.
C Correct: When benefits are expected to be achieved should be stated under the
Timescale heading in the Business Case. Ref. 4.3.4.5 / A.2.1.
D Correct: This is the timescale for project delivery and should be stated here under the
heading of Timescale. Ref. 4.3.4.5 / A.2.1.
E Incorrect: This is not a timescale for project delivery. Ref. 4.3.4.5 / A.2.1.
6
A Incorrect: The fact that MNO have allocated 120k to the marketing budget for this year is
B Correct:
C Incorrect:
D Incorrect:
E Correct:
not a cost of the project. Ref. 4.3.4.6 / A.2.1.

The Business Case should show the funding arrangements under the heading of
Costs within the Business Case. Ref. 4.3.4.6 / A.2.1.
This is an Expected Benefit, it is not a cost of the project, i.e. expected income
rather than outgoings. Ref. 4.3.4.3 / A.2.1.
The new company logo is not within the scope of this project. Ref. Scenario
Booklet.
The costs section of the Business Case should include the total of forecast
costs, including allocated tolerances, risk and change budgets. Ref. 4.3.4.6 /
A.2.1.
A Incorrect: This is a dis-benefit of the project outcome, not a risk to the project. Ref. 4.3.4.4 /
8.2.1.
B Incorrect: This is not a risk, this is stated as fact in the Project Scenario. Ref. Project
Scenario / 8.2.1.
C Correct: This is a risk to the project. Risks facing the project can either reduce/enhance
the benefits or reduce/increase the cost. Ref. 4.3.4.8 / A.2.1.
D Correct: This is a risk to the project. Risks facing the project can either reduce/enhance
the benefits or reduce/increase the cost. Ref. 4.3.4.8 / A.2.1.
E Incorrect: This is stated as a fact and not an uncertainty/potential threat. Ref. 8.2.1.
Question: 1, Syllabus: BC, Part: B, Type: AR, SyllabusRef: BC0401, Level: 4

1 True: Each option considered within the
False: Options considered for the delivery of
Business Case would represent a
the chosen solution should be covered in
different project and investment Ref
the project approach (Project Brief). The
4.3.4.3 / 9.3.3.2
business options in the Business Case
refer to the various solutions considered.
Ref. A.2.2 / A.19.2.
2 False: Printing within the first week of
False: Further tolerance may be available for
December remains within the projects
the stage in which case the Business
time tolerance of +1 week. Ref. 10.2.3 /
Case may still be viable. Ref. 10.2.3.
4.3.4.6.
3 True: The outline Business Case contains the True: The Project Brief includes high-level
reasons why the project is needed and
information on what needs to be done,
forms part of the Project Brief. Ref.
why, who will need to be involved, and
4.3.1 / A.19.2.
how and when it will be done. This
reason explains the assertion, therefore
the answer is A. Ref. A.19.2.
4 True: The Benefits Review Plan is used to
True: At the end of each stage the Benefits
define for the Executive how and when
Review Plan will be examined and
a measurement of the achievements of
reviewed for the results of any benefits
the projects benefits can be made.
reviews undertaken during the stage.
Ref. A.1.2.
The assertion refers to sometime after
the project has closed. Therefore the
answer is B. Ref. 17.4.3.
5 False: This is a positive consequence of the False: All benefits, both financial and nonCalendar project which is measureable
financial, should be recorded in the
and should therefore be recorded in the
Business Case. Ref. A.2.2.
Business Case. A.2.2 / 4.3.4.3.
Question: 2, Syllabus: OR, Part: A, Type: MR, SyllabusRef: OR0301, Level: 3

1
A Incorrect: The length of service of an individual is not a PRINCE2 reason for the
appointment of an Executive. Ref. 5.3.2.2.
B Incorrect: Although this may be useful from a specialist knowledge point of view, this is not
a PRINCE2 reason for the appointment of an Executive. Ref 5.3.2.2.
C Correct: An Executive should be able to represent the business interests on a project.
Ref. 5.3.2.2.
D Correct: The Executive should be able to commit resources to the project and make
decisions on behalf of the business. Ref. 5.3.2.2.
E Incorrect: The development needs of an individual is not a PRINCE2 reason for the
appointment of an Executive. Ref 5.3.2.2.
2
A Incorrect: The length of service of an individual is not a PRINCE2 reason for the
appointment of an Executive. Ref. 5.3.2.2.
B Incorrect: Knowledge of a functional position is not a PRINCE2 reason for the appointment
of an Executive. Ref. 5.3.2.2.
C Incorrect: Physical involvement is not a PRINCE2 reason for the appointment of an
Executive. Ref. 5.3.2.2.
D Correct: The Executive should be able to commit resources and make decisions on
behalf of the business. Ref. 5.3.2.2.
E Correct: The Executive has knowledge of the business strategic requirements and a
responsibility to ensure that the project is aligned to these strategies. Ref.
5.3.2.2.
3
A Correct: The Senior User should be able to make decisions on behalf of the users and,
as a representative of the main users of the deliverable from the project, the
Marketing Director would be suitable for this role. Ref. 5.3.2.2.
B Incorrect: This would be useful for the role responsible for supplying the specialist
knowledge for this project. The Senior User role does not require specialist
knowledge. Ref. 5.3.2.2.
C Correct: The Senior User should represent those for whom the product will achieve an
objective or those who will use the products to deliver benefits. Ref. 5.3.2.2.
D Incorrect: The Executive role represents the funding of the project, not the Senior User.
Ref. 5.3.2.2.
E Incorrect: Those producing the products within the project are suppliers and should be
represented by the Senior Supplier. Ref. 5.3.2.2.
4
A Incorrect: The length of service and motivation of an individual are not PRINCE2 reasons
for the appointment of a Senior User. Ref. 5.3.2.2.
B Incorrect: The development needs of an individual are not a PRINCE2 reason for the
appointment of a Senior User. Ref. 5.3.2.2.
C Correct: The Senior User should represent those who are affected by the project. Ref.
5.3.2.2.
D Incorrect: PRINCE2 does not recognise reporting structures within the business or
hierarchies. The reporting structure within the project will be agreed within the
project. Ref. 5.3.2.2.
E Correct: The Senior User should represent the interests of those who will use the final
product(s) of the project. Ref. 5.3.2.2.
5
A Correct: The Senior Supplier role is responsible for advising on the selection of design,
development and acceptance methods. Ref. C.4.1.
B Correct: The Senior Supplier role is responsible for ensuring that supplier resources
required for the project are made available. Ref. C.4.1. The Senior Supplier(s)
represents the interests of those designing, developing, facilitating, procuring,

and implementing the projects products. Ref 5.3.2.2.
C Incorrect: The Purchasing Manager's experience of Engineering has no bearing on the
project or the role of Senior Supplier within the project. Ref. 5.3.2.2.
D Incorrect: It is highly unlikely that an external supplier would let a customer organization
influence their Business Case. Ref. 5.3.2.2.
E Incorrect: Just because an individual is not appropriate for the role of Executive or Senior
User, does not make them appropriate as a Senior Supplier. Ref. 5.3.2.2.
6
A Incorrect: The length of service and motivation of an individual are not PRINCE2 reasons
for the appointment of a Project Assurance role. Ref. 5.3.2.2.
B Correct: As a user of the project's product(s), the Sales Manager would be well placed to
evaluate the impact of potential changes from the user point of view on behalf of
the Senior User, which is a Project Assurance responsibility. Ref. 5.3.2.2.
C Correct: Current and prospective customers are stakeholders within the project and the
Sales Manager is well placed to advise on how best to communicate with them,
a role of the User Assurance. Ref. 5.3.2.2.
D Incorrect: The development needs of an individual are not a PRINCE2 reason for the
appointment of a Project Assurance role. Ref. 5.3.2.2.
E Incorrect: The resolution of conflicts between users is a responsibility of the Senior User,
not Project Assurance. Ref. 5.3.2.2.
A Correct: One of the key competencies required of Project Support is the knowledge of
specialist tools and techniques. Having this knowledge makes Central Records
an appropriate resource for this role. Ref. C.9.2.
B Incorrect: The length of service and general existence are not PRINCE2 reasons for the
appointment of a Project Support role. Ref. 5.3.2.8.
C Incorrect: This is a quality assurance responsibility which may be delegated to Project
Assurance, but NOT Project Support. Ref. 6.2.6.
D Incorrect: The quality assurance function may be delegated to Project Assurance, but NOT
Project Support. Ref. 6.2.6.
E Correct: This is a competency required of Project Support. Ref. C.9.2.
Question: 2, Syllabus: OR, Part: B, Type: AR, SyllabusRef: OR0401, Level: 4

1 False: The Executive role is vested in one
True: The Executive is ultimately responsible
individual so that there is a single point
for the project and would seek approval
of accountability for the project. Ref.
for the investment from corporate or
5.3.2.2.
programme management. Ref. C.2.1.
2 False: The Senior User role can be shared by False: The Senior User commits user
more than one individual, but the
resources for the purpose of quality
Engineering Manager does not
checking. It is the Senior Supplier role
represent a user on this project. Ref.
that provides specialist resources for the
5.3.2.2.
design and development of the project's
products. Ref. 5.3.2.2.
3 True: They each need to interact with the
True: The term 'Stakeholder' applies to any
project and can affect the project
individual, group or organization that can
outcome. They are therefore
affect, be affected by, or perceive itself
stakeholders. Ref. 5.3.5.1.
to be affected by, a project. Ref
Glossary. Bright Lights and Portraits Ltd
will interact with, and may affect, the
project. This is the reason for the
assertion. The answer is therefore A.
4 True: Project Support and Project Assurance True: Project Assurance must be kept
roles should be kept separate in order
separate from Project Support in order
to maintain the independence of
to maintain their independece. This is an
Project Assurance. Ref. 5.3.2.8.
explanation of the assertion, therefore
the answer is A. Ref. 5.3.2.8.
5 True: The Engineering Manager is a
True: The Communication Management
stakeholder from within the
Strategy describes the tools to be used
organization, but external to the project
for each step in the communication
management team. He is not a supplier
process. This is not why the Engineering
or a user, but he does have an interest
Manager should be included, therefore
and some influence. Ref. 5.3.5.3.
the answer is B. Ref. A.4.2.
Question: 3, Syllabus: QU, Part: A, Type: MG, SyllabusRef: QU0204, Level: 2
1 Correct [C]: Quality Planning This covers agreement on overall quality expectations, the
products required with their associated quality criteria, the means by which quality
will be achieved and assessed. Ref 6.3.1.
2 Correct [B]: Quality Control This covers the activities undertaken by the project team to
ensure that the products meet their respective quality criteria. Ref 6.3.2.
3 Correct [A]: Quality Assurance This activity manages the organization's Quality Management
System, not part of the project. Ref 6.2.6.
Question: 3, Syllabus: QU, Part: B, Type: MG, SyllabusRef: QU0301, Level: 3
1 Correct [B]: This states a measurable requirement of the product and should be noted under
Quality Criteria. Ref A17.2.
2 Correct [A]: This is not measurable as a quality criteria, it provides no details of what would be
an acceptable deviation from this (tolerance) and does not refer to any skills of
people required. It is therefore Not included. Ref A17.2.
3 Correct [E]: The Project Board will be asked to review the label entries and will therefore
appear as reviewer under quality responsibilities. Ref A17.2.
4 Correct [C]: Given the quality criteria, this is a measure of what would be acceptable as a
quality tolerance. Ref A17.2.
Question: 3, Syllabus: QU, Part: C, Type: MR, SyllabusRef: QU0401, Level: 4

1
A Correct: The product is selected paper, and not the paper itself. Ref A.21.2.
B Correct: This is not a major product to be delivered by this project. Ref A.21.2.
C Incorrect: This is a major product to be delivered by this project, derived from Marketing
and Accounts information. Ref A.21.2.
D Incorrect: Regardless of the source, this is a major product to be delivered by the project.
Ref A.21.2.
E Incorrect: This is beyond the scope of this project. The final product will be the prepared
calendar pack. Ref A.21.2.
2
A Incorrect: The new logo design is being created by another project and therefore is not
within scope. Ref A.21.2.
B Incorrect: This already exists and it provides the basis upon which this calendar will be
designed. The design of the calendar will incorporate the design of the new logo.
It is therefore a derivation and should not be moved. Ref A.21.2.
C Correct: The Internal Creative team will be required to create products and are therefore
already correctly shown under Development skills required. Ref A.21.2
D Correct: This is a product to be delivered by this project. Ref A.21.2.
E Incorrect: This is not a source product from which the project is derived. Ref A.21.2.
A Incorrect: This is a supplier to this project, it is not a major product to be delivered by this
project. Ref A.21.2.
B Incorrect: This is a supplier to this project, it is not a derivation or source of information for
this project. Ref A.21.2.
C Incorrect: This skill is required in the project. Ref A.21.2.
D Correct: The printing of the calendar is outside of the scope of this project. Ref A.21.2.
E Correct: This skill/person/group is required to help create the customer list. Ref A.21.2.
A Incorrect: This is one of the quality expectations stated, the photos are to be professional.
Ref A.21.2.
B Correct: Printing is beyond the scope of this project. Ref A.21.2.
C Incorrect: Customer's quality expectations is a description of the quality expected of the
Project Product and the standards and processes that will need to be applied to
achieve that quality. Ref A.21.2.
D Incorrect: This is stated as a customer quality expectation, a description of the quality
expected of the Project Product and the standards and processes that will need
to be applied to achieve that quality. Ref A.21.2.
E Correct: This is an expected benefit (positive consequence) of this project and should not
be recorded under customer's quality expectations. Ref A.21.2.
A Correct: The existing entry is not measurable, 'attractive' and 'humorous' are not defined.
This amendment is a measurable definition of the attributes that must apply to
the set of products to be acceptable to key stakeholders. Ref A.21.2.
B Incorrect: Acceptance criteria can be expressed as many things, including appearance.
This is not composition item. Ref A.21.2.
C Correct: The new company logo is being produced by another project. It is required for
inclusion within the Calendar project but the quality of it will not be assessed
during this project. Ref A.21.2.
D Incorrect: This is a measurable definitions of the criteria that the Project Product must
meet before the customer will accept. Derivation provides the source from which
the product will be created. Ref A21.2.
E Incorrect: Acceptance criteria can be expressed as many things, including accuracy, as
long as it is measurable. Dates are to be shown correctly as stated in the

Scenario Ref A.21.2.
Question: 4, Syllabus: SI, Part: A, Type: MG, SyllabusRef: SU0205, Level: 2
1 Correct [A]: The term project mandate applies to whatever information is used to trigger the
project, be it a feasibility study or the receipt of a request for proposal in a
supplier environment. The project mandate is what triggers the Starting up a
Project process. Ref 12.3/19.8.3
2 Correct [C]: Capturing previous lessons is the responsibility of the Project Manager during the
Starting up a Project process. The Project Manager must therefore have been
appointed prior to this activity. Ref 12.4.2
3 Correct [B]: The appointment of the Project Manager allows for the project to be managed on a
day-to-day basis on behalf of the Executive. Ref 12.4.1
Question: 4, Syllabus: SI, Part: B, Type: CL, SyllabusRef: SU0301, Level: 3
1
A Correct: The Project definition includes interfaces. Ref A.19.2
B Incorrect: This information should be recorded in the Product Description for the calendar
design. Ref A.17.2
C Incorrect: This should be recorded under the Project approach heading. Ref A.17.2
D Incorrect: This should be recorded under the Project approach heading. Ref A.19.2
2
A Incorrect: The printing of the calendars is not within the scope of the project. Project scope,
and any scope tolerance, should be recorded under the Project definition
heading. Ref A.19.2
B Incorrect: This information would be captured in the Project Plan, during the Initiating a
Project process. Ref A.16.2
C Correct: This is the reason why the project is needed and should be recorded under the
Outline Business Case heading. Ref A.19.2
D Incorrect: This relates to the Project controls and should be recorded in the Project
Initiation Documentation. Ref A.20.2
A Incorrect: This is the required outcome and should be recorded under the Project definition
heading. Ref A.19.2
B Correct: To define the choice of solution that will be used within the project to deliver the
selected business option, taking into consideration the operational environment
into which the solution must fit. Ref A.19.2
C Incorrect: This is a deliverable within the project it may be recorded under Project
definition heading, as part of Project scope and exclusions. Ref A.19.2
D Incorrect: This should be recorded under the Project definition heading, as part of Project
scope and exclusions. Ref A.19.2
Question: 4, Syllabus: SI, Part: C, Type: CL, SyllabusRef: SU0402 IP0402, Level: 4
1
A Incorrect: When designing and appointing the project management team, consideration
should be given to whether or not separate Team Managers are needed, or
whether the Project Manager will be filling this role. If appropriate, role
descriptions should be created. Ref. 12.4.3. It is the responsibility of the Project
Manager and the Executives to produce project management team role
descriptions. Ref 12.4.3
B Incorrect: If selected as a Team Manager, the professional photographer will become a
member of the project management team. Both internal and external resources
can be members of the project management team. Ref. 5.3.2.2
C Correct: Consideration should be given to whether or not separate Team Managers are
needed, or whether the Project Manager will be filling this role. If appropriate,
role descriptions should be created. Ref. 12.4.3.
D Incorrect: The Executive is responsible for preparing a role description for the Project
Manager. Ref. 12.4.1.
2
A Incorrect: The Business Case should contain the reasons for undertaking the project and
explain how the project will enable the achievement of corporate strategies and
objectives. Ref. A.2.2. The production of a new company logo by another project
is not the reason for the Calendar project. Ref. Project Scenario.
B Incorrect: Internal dependencies are those under the control of the Project Manager. The
new company logo is being produced by another project and is therefore an
external dependency. Ref. Glossary / Project Scenario.
C Correct: When creating the Project Plan, the Project Brief should be checked for
understanding of any prerequisites, external dependencies, constraints and
assumptions. Ref. 14.4.6. / A.16.2. External dependencies are those
dependencies outside the control of the Project Manager - for example, the
delivery of a product required by this project from another project. Ref. Glossary /
Project Scenario.
D Incorrect: External dependencies are those dependencies outside the control of the
Project Manager - for example, the delivery of a product required by this project
from another project. Ref. Glossary / Project Scenario.
3
A Incorrect: When producing the Project Plan, during initiation, Product Descriptions for the
major products of the project should be created. If necessary, these are then
updated when planning the relevant stage. Ref. 14.4.6.
B Incorrect: The Project Product Description should be created during the Starting up a
Project process. However, when producing the Project Plan, during initiation,
Product Descriptions for the major products of the project should be created.
Ref. 14.4.6 / 14.4.7.
C Incorrect: When producing the Project Plan, during initiation, Product Descriptions for the
major products of the project should be created. Ref. 14.4.6. When producing
the Stage Plan for the next stage, Product Descriptions are created or updated
for the products to be delivered by the next stage. Ref. 17.4.1.
D Correct: When producing the Project Plan, during initiation, Product Descriptions for the
major products of the project should be created. If necessary, these are then
updated when planning the relevant stage. Ref. 14.4.6.
4
A Correct: The Managing a Stage Boundary process is used at the end of the initiation
stage and repeated at the end of each subsequent stage, except the final stage.
The end of the final stage is managed by the activities of the Closing a Project
process. Ref. Fig. 11.1 / 11.2.4.
B Incorrect: The end of the initiation stage is recorded in the Initiation Stage Plan and
agreed prior to commencing initiation. It is only the remaining end stage
assessments that need to be agreed during initiation. Also, the end of the final
stage will be managed by the Closing a Project process. Fig 11.1 / 12.4.6.
C Incorrect: Towards the end of each management stage, except for the final one, the
Project Manager provides information to the Project Board in order for it to
assess the continuing viability of the project and make a decision to authorize
the next stage. During the final stage, this information is provided within the
closure activities which are planned and approved as part of the stage approval
for the final stage. Ref. 11.1 / 11.2.4.
D Incorrect: The Project Board does need to schedule these dates and be available.
However, there is only one end stage assessment to be scheduled following
initiation. Ref Project Scenario. The end of the final stage is managed by the
activities of the Closing a Project process. Ref 11.1 / 11.2.4
5
A Incorrect: Work Packages are agreed between the Project Manager and Team Manager
(s) during the Controlling a Stage process and Managing Product Delivery
process. Ref 15.4.1 / 16.4.1. A Work Package is used, by the Project Manager,
to define and control the work to be done, and also to set the tolerances for the
Team Manager(s).
B Correct: The Project Board does not require Work Packages as part of the Project Plan.
Work Packages are agreed between the Project Manager and Team Manager
process. Ref 15.4.1 / 16.4.1.
C Incorrect: Project tolerances are set by corporate or programme management. Ref
10.3.1.1. Project tolerances should be derived from the project mandate and
documented in the Project Brief. Ref 12.4.5.
D Incorrect: Work Packages are agreed between the Project Manager and Team Manager
process. Ref 15.4.1 / 16.4.1. A Work Package is used, by the Project Manager,
to define and control the work to be done, and also to set the tolerances for the
Team Manager(s).
A Incorrect: Once approved, any changes to a baselined document should be approved by

the Project Board, or delegated Change Authority. The Project Manager should
review the Business Case to create the Benefits Review Plan. This should
contain details of how and when benefits are to be measured. Ref. 14.4.7.
B Correct: During initiation, the Project Manager should review the Business Case to
create the Benefits Review Plan. This should contain details of how and when
benefits are to be measured. Ref. 14.4.7.
C Incorrect: During initiation, the Project Manager should review the Business Case to
create the Benefits Review Plan. This should contain details of how and when
benefits are to be measured. Ref. 14.4.7.
D Incorrect: Projects benefits may be measured during the life of a project. However, on this
project the calendar is not despatched until after the project has closed.
Therefore, any benefits will be achieved after the project has closed. Ref.
Scenario Booklet / 4.3.3.
Question: 5, Syllabus: RK, Part: A, Type: MG, SyllabusRef: RK0302, Level: 3

1 Correct [E]: Accept - A conscious decision to do nothing but monitor and ensure that the
threat remains tolerable. Ref Table 8.2.
2 Correct [A]: Avoid - By not completing the project or changing some aspect of the project so
that the threat can no longer have an impact or can no longer happen. Ref Table
8.2.
3 Correct [B]: Reduce - Bringing the delivery date forward is a form of proactive action taken to
reduce the probability and/or the impact of the event should it occur. Ref Table 8.2.
4 Correct [C]: Fallback - Waiting to see if a rival calendar is produced and developing a plan for
extra incentives to be implemented after the risk occurs will reduce the impact, but
not the probability. Ref Table 8.2.
5 Correct [E]: Accept - A conscious decision to do nothing but monitor and ensure that the
threat remains tolerable. Ref Table 8.2.
6 Correct [B]: Reduce - This does not stop the risk from occurring but is a form of proactive
action taken to reduce the probability and/or the impact of the event should it
occur. Ref Table 8.2.
Question: 5, Syllabus: RK, Part: B, Type: AR, SyllabusRef: RK0402, Level: 4
1 True: This could have an effect on the project True: At stage level, exception situations
and should therefore be recorded as an
should be escalated to the Project
issue (problem). Ref 9.2.4.
Board in an Exception Report. This does
not explain the assertion, the answer is
therefore B. Ref 10.3.4.
2 True: The Purchasing Manager should be
False: The person most capable of managing
monitoring the contract situation and is
the risk is the risk owner, not the risk
therefore the person best situated to
actionee. Ref. 8.3.5.4.
manage, monitor and control this risk.
Ref 8.3.5.4.
3 True: When accepting a Work Package a
False: There is only one Risk Register for the
Team Manager should perform a risk
project, created during Initiating a
analysis identifying any risks, and the
Project. Ref 14.4.1.
means of managing them. Ref 16.4.1.
4 False: If a risk is likely to impact upon time, the False: Risk action may be implemented within
proposed risk response should
tolerance or risk budget if there is one.
mitigate this. Only when the risk occurs,
An Issue Report would be required if the
does it become an Issue Report. Ref
cost of the risk action were to exceed
8.3.5.
tolerance. Ref 8.3.5.
5 True: The Checkpoint Report is a major data- True: The Checkpoint Report will provide a
gathering tool for the Project Manager
summary of actual and forecast
and should contain a summary of the
progress, highlighting any potential
risk status. Ref 8.3.5.5 / 16.4.1.
areas for concern. This explains the
assertion, the answer is therefore A. Ref
A.3.
6 False: Transfer is a risk response where a
False: When selecting the risk response, it is a
third party takes on the responsibility
question of balancing the cost of taking
for some of the financial impact of a
that response against the likelihood and
threat. Agreeing a Work Package does
impact of allowing the risk to occur. Ref
not automatically transfer the
8.3.5.3.
responsibility for a risk. Ref. Table 8.2.
Question: 6, Syllabus: PL, Part: A, Type: MR, SyllabusRef: PL0204, Level: 2

1
A Incorrect: Only the Work Package is authorized by the Project Manager during the
Controlling a Stage process. Team Plans are created during the Managing
Product Delivery process. Ref 15.4.1
B Incorrect: The Project Plan should be updated with actuals, but no plan is produced. Ref
18.4.1
C Correct: The Team Manager will produce a Team Plan while accepting a Work Package
during the Managing Product Delivery process. Ref 16.4.1
D Incorrect: An Exception Report and Issue Report is used to escalate issues and risks in
the Controlling a Stage process. Ref 15.4.7. If the Project Board requires an
Exception Plan, this is produced during the Managing a Stage Boundary
process. Ref 17.4.5
E Correct: The Stage Plan for the next stage is produced near the end of the current stage.
Closure activities should be planned as part of the Stage Plan for the final stage.
Ref 17.4.1 / 18.3
2
A Incorrect: The Project Manager is responsible for producing the Stage Plans, but this is
not something that is done in isolation from other project management team
members. Ref 17.4.1 / C.5.1
B Correct: The Team Manager will produce a Team Plan while accepting a Work Package
during the Managing Product Delivery process. Ref. 16.4.1 / 7.2.6
C Incorrect: Project Support may contribute expertise in specialist planning tools and
techniques, but they are not responsible for the creation of any plans. Ref C.9.1.
The Team Manager will produce a Team Plan while accepting a Work Package
during the Managing Product Delivery process. Ref. 16.4.1 / 7.2.6
D Incorrect: The Project Manager is responsible for producing the Project Plan, but this is not
something that is done in isolation from other project management team
E Correct: The Project Manager is responsible for producing the Project Plan, but this is not
something that is done in isolation from other project management team
Question: 6, Syllabus: PL, Part: B, Type: CL, SyllabusRef: PL0402, Level: 4

1
A Incorrect: The 'production cost forecast' is dependent on the 'tariff of mailing costs', but it is
being produced within the scope of the project and is not therefore external.
External products already exist or are being created or updated outside of the
scope of the project. Ref 7.3.3.2
B Incorrect: The 'production cost forecast' is required to allow the CEO and Marketing
Director to decide whether to continue with the project, but this does not make it
an external product. External products already exist or are being created or
updated outside of the scope of the project. Ref 7.3.3.2
C Incorrect: The 'production cost forecast' is required to allow the CEO and Marketing
Director to decide whether to continue with the project, but this does not
determine whether or not it an external product. External products already exist
or are being created or updated outside of the scope of the project. Ref 7.3.3.2
D Correct: The 'production cost forecast' is being created within the scope of the project
and does not already exist. It should not therefore be shown as an external
product. Ref 7.3.3.2
2
A Incorrect: An external product is one that already exists or is being created or updated
outside the scope of the plan and are required in order to create one or more of
the plan's products. The 'tariff of mailing costs' already exists and should
therefore be shown as an external product. Ref 7.3.3.2
B Incorrect: The 'tariff of mailing costs' already exists and is being supplied by the Post
Office. The Project Manager is not accountable for the creation of this product.
Ref 7.3.3.2
C Incorrect: Although the 'tariff of mailing costs' is being supplied by a third party, this is not
the reason that it should be shown as an external product. Products both within
and external to the plan can be supplied by a third party. External products
already exist or are being created or updated outside of the scope of the plan.
Ref 7.3.3.2
D Correct: If a product already exists or is being created or updated outside the scope of
the plan, it should be shown as an external product. Ref 7.3.3.2
3
A Incorrect: Products being produced both within and external to the plan can be supplied by
third party suppliers. It is not the fact that a product is being supplied by a third
party that makes it an external product. Ref 7.3.3.2
B Correct: 'Accounts information' already exists (external product) and will be required to
produce the 'list of customers' (dependency). This is correctly shown. Ref
7.3.4.2 / Glossary
C Incorrect: All of the products of the plan should appear on the product flow diagram. The
product flow diagram also identifies dependencies on any products outside of
the scope of the plan. Ref 7.3.3.4
D Incorrect: Internal dependencies are those within the control of the Project Manager.
External dependencies are those outside the control of the Project Manager.
The 'accounts information' is not being created or updated within the plan, but it
is required by the project in order to produce one or more project products. It is
therefore an external dependency. Ref 7.3.4.2 / Glossary
4
A Incorrect: 'Choose label design' is an activity and therefore not a product. The product
would be 'chosen label design'. Ref 7.3.3
B Incorrect: Although the 'label design competition' is within the scope of the plan, the Project
Manager has no control over the creation and submission of the 'label design
entries'. The entries should be shown as external products. Ref 7.3.3.2.
C Correct: 'Choose label design' is an activity and therefore not a product. The product
would be 'chosen label design'. Ref 7.3.3
D Incorrect: The entries would be external products, in that they are outside of the scope of
the plan and are not controlled by the Project Manager. However, the 'chosen
label design' is within the scope of the plan and within the control of the Project
Manager. 'Choose label design' is an activity and therefore not an appropriate
application of product-based planning. Ref 7.3.3
5
A Correct: The 'prepared calendar pack' is the final project product and should be shown as
the exit on the product flow diagram. Ref 7.3.3.4
B Incorrect: The 'prepared calendar pack' is dependent on all of the other project products. It
is the final project product. Ref 7.3.3.4
C Incorrect: The 'prepared calendar pack' should appear as the top level product on the
product breakdown structure for this project, and it should also appear as the
final deliverable in product flow diagram. Ref 7.3.3.2 / 7.3.3.4 / Scenario
D Incorrect: The final deliverable of this project is the 'prepared calendar pack'. Ref.
Scenario.
Question: 6, Syllabus: PL, Part: C, Type: MR, SyllabusRef: PL0401, Level: 4

1
A Correct: Whilst the Project Board would, in Directing a Project, assess whether the
planned benefits could still be achieved, the actual benefits themselves are
clearly not a prerequisite for the stage. Ref A16.2.
B Incorrect: Whilst this is a deliverable of stage 2, the Project Board must agree to this in
their decision to progress to stage 3. It is a major product of this project and the
reason for the stage boundary. It is a pre-requisite of stage 3. Ref A16.2.
C Correct: This is not a plan prerequisite for stage 3. As a product of stage 2 this should
have been quality-checked and signed-off, but work can commence on stage 3
even if this product is incomplete. Ref A16.2.
D Incorrect: This is not a prerequisite of the stage. The stage can commence without the
engineering staff, but may be delayed if they are not available when required.
This may be identified as a risk. Ref A16.2.
E Incorrect: This is confirmed during stage 2. The results of this check are not a prerequisite
for stage 3. Work can commence without this. Ref A16.2.
2
A Incorrect: This is a deliverable that is not created within the scope of this project, but may
influence the plan, it is therefore an external dependency. Ref A16.2.
B Incorrect: This is not required for the stage 3 to start. This is a deliverable that is not
created within the scope of this project, but may influence the plan. Ref A16.2.
C Incorrect: The logo is required during stage 3, but is not created within the scope of this
project. Ref A16.2.
D Correct: This is within the scope of this project and as a product of stage 2 this should
have been quality checked and signed-off. Ref 16.4.2 / A16.2.
E Correct: Whilst the company logo is an external dependency, the composition of the label
design should be shown in the relevant Product Description. Ref A17.2.
3
A Correct: The label designs are to be delivered during this stage, however, the results of
the competition are unknown and cannot be qualified. This is therefore an
assumption. Ref A16.2.
B Incorrect: The label designs are within the scope of this project. If external resources are
required to create a product, the product does not then become external, it is still
within the scope of this project. Ref 7.3.3.2.
C Incorrect: The operational staff schedule on which the photographic session is based is
updated weekly. The availability of staff shown in the photographic session
schedule may now be incorrect. Ref A16.2.
D Incorrect: This product is produced by an external resource, within the scope of this
project. It is not an external dependency. Ref 7.3.3.2.
E Correct: Whilst this is a requirement, the composition of the photographs should be
shown in the relevant Product Description. Ref A16.2.
4
A Correct: It is the Stage Plan that is updated with actuals throughout the stage. Ref 15.4.4.
The Project Plan is updated at the end of each stage. Ref 17.4.2.
B Correct: The Stage Plan covers the products, resources, activities and controls specific
to the stage and is used as a baseline against which to monitor stage progress.
The Highlight Report is a control for the Project Board. Ref A.16.2
C Incorrect: The Highlight Report is a management product. The Product Descriptions
section shows the specialist products of the plan. A16.2.
D Incorrect: The frequency at which the stage will be reviewed should be recorded here. Ref
A16.2.
E Incorrect: Product Status Account can be requested by the Project Manager at any time.
This is likely to be required to support the Highlight Report. Ref 15.4.5.
5
A Correct: The stage budget should cover both the costs of products and the resources and
B Incorrect:
C Incorrect:
D Correct:
E Incorrect:
management required to deliver them. A16.1.

The budgets section of the Stage Plan covers time and cost, including
provisions for risks and changes. Ref 16.2.
provisions for risks and changes. Ref A16.2.
provisions for risks and changes. Ref A16.2.
Time, cost and scope tolerances for the level of plan should be shown under a
separate heading of Tolerances. Ref A16.2.
Question: 7, Syllabus: PG, Part: A, Type: CL, SyllabusRef: PG0302, Level: 3

1
A Incorrect: There is a positive tolerance of 1 week which can be allocated to any of the
stages, as appropriate. Ref 10.3.1.2.
B Correct: Tolerance is allocated based on the level of risk and confidence of estimates for
any given stage. All project tolerance can be allocated to a single stage, but the
risk of doing so must be assessed. Ref 10.3.1.2.
C Incorrect: The project tolerance is approved by corporate/programme management. This
cannot be affected by early completion of stages or Work Packages. Ref
10.3.1.1.
D Incorrect: If a project has +1 week tolerance (e.g. its target completion date is 4 February,
but 11 February would be acceptable), it doesn't matter how much extra
resource is used. The target date for the project and the allowable deviation
does not change. Ref 15.4.8
2
A Incorrect: Tolerances stated in the Project Plan can be changed through formal change
control and approval of corporate/programme management. Ref 10.3.4.
B Correct: Tolerances stated in the Project Plan can be changed through formal change
control and approval of corporate/programme management. Ref 10.3.4.
C Incorrect: Where tolerance is forecast to be exceeded, the exception procedure is
followed and an Exception Plan created to replace the Project Plan. Ref 10.3.4.
D Incorrect: Exception situations are dealt with as they occur and not left until the end of the
stage. An exception assessment would be scheduled. Ref. 10.3.4.
3
A Correct: A Product Description should be baselined when the plan containing the
creation of that product is baselined. If the product is later changed, the Product
Description must also pass through change control. Ref 7.3.3.3
B Incorrect: The project is not forecast to exceed tolerance. Ref 10.3.4.
C Incorrect: Any change to a baselined product should first pass through change control. Ref
9.3.2
D Incorrect: Checkpoint Reports are created by the Team Manager, not the Project
Manager. Ref 10.3.3.4.
4
A Incorrect: If a product has not been delivered to agreed timescales as a result of rework,
the stage should not be delayed, the rework should be planned into the next
stage. Ref 17.4.4.
B Incorrect: There is no indication that the stage is forecast to exceed tolerance. Ref 10.3.4.
C Correct: By checking the target sign-off date the Project Manager will know if there is an
actual delay or whether the Marketing department has exceeded the time
allocated for follow-up actions. Ref 17.4.4 / 10.3.3.2.
D Incorrect: No products should be baselined until they are signed-off. Ref 9.3.2.
5
A Incorrect: There is no indication that a further project has been agreed and the production
of a project mandate is not within the scope of the Calendar project.
B Incorrect: This is not an expected benefit of this project and would not therefore appear in
the Benefits Review Plan. Also, the Benefits Review Plan is updated at the end
of each stage, not just the end of the project. Ref A1.
C Incorrect: Exception Reports provide information to the Project Board when tolerance is
forecast to be/or has been exceeded. Ref 10.3.4.
D Correct: The Lessons Log captures lessons learned during the project that can usefully
be applied to other projects. Notes should be made of any good and bad
experiences in the use of the management and specialist products and tools as
they occur. Ref 10.3.3.3.
6
A Incorrect: Checkpoint Reports are provided to the Project Manager, not the Executive.
Also, an issue should be raised to the Project Manager if tolerance is forecast to
be exceeded. Ref 10.3.3.4. / 10.3.4.
B Incorrect: Team members do not have the authority to change a Stage Plan. If a product is
late, the Project Manager may plan the remaining work into the next stage and
amend the Work Package accordingly. Ref 10.3.3.1.
C Incorrect: The Team Manager should raise this as an issue. If the Project Manager
determines it is a project risk, the Project Manager should record it in the Risk
Register. Ref 10.3.3.4.
D Correct: All problems, questions and queries should be raised as an issue. Ref 10.3.4.
Question: 7, Syllabus: PG, Part: B, Type: AR, SyllabusRef: PG0402, Level: 4

1 False: Management stages are determined
False: The Project Board can make a decision
primarily by the level of risk, major
whenever it needs to do so. Ref 13.4.4.
decision points and commitment of
resources. The label design
competition does not justify this level of
control. Ref 10.3.2.1.
2 True: It may be cheaper to produce black and False: The use of one tolerance to resolve the
white photographs, rather than full
issues with another tolerance will
colour, thus reducing quality but saving
depend on the objectives of the project.
cost. Ref 15.4.8.
If quality is the focus then this will not be
the first to go.
3 True: Stage boundaries should be scheduled True: The production cost forecast provides a
around key decision points for the
key decision point for the Project Board
Project Board. Ref 10.3.2.1.
whether to continue with the project. This
reason explains the assertion, therefore
the answer is A. Ref 10.3.2.
4 False: There is +1 week project tolerance,
False: Negative project time tolerance does
indicating the project can complete one
NOT indicate the latest permissible
week later than planned, NOT two, and
date, it indicates the earliest acceptable
still remain within tolerance.
completion date, before exceeding
tolerance. Ref 10.3.4.
5 False: The Project Manager should first
True: Project tolerance is set by corporate or
escalate exception situations to the
programme management. Any forecast
Project Board. They may then need to
to exceed this must be escalated
escalate to corporate management.
accordingly. Ref 10.3.1.1.
Ref 10.3.1.1.
6 True: The projected costs will influence the
False: Products are reviewed and approved by
Project Board decision to proceed with
nominated parties as and when they are
stage 3. All Project Board decisions
completed. Not at the end of each stage.
are made during the Directing a Project
Ref 16.4.2.
process. Ref 10.3.1.2.
Question: 8, Syllabus: CH, Part: A, Type: MG, SyllabusRef: CH0302, Level: 3

1 Correct [B]: The Plan is approved, this includes the PD for the photographs. This requirement
was not included within the original composition of the photographs, it is therefore
a request for change. Ref. Tab 9.1
2 Correct [A]: May tells us this has not yet happened, and is therefore a concern at this time. A
problem or concern is any other issue (not an Off-specification or a RFC) that the
Project Manager needs to resolve or escalate. Ref Table 9.1.
3 Correct [B]: The list of customers has been approved. Once approved a product should not be
changed without an authorized request for change. Ref Table 9.1.
4 Correct [A]: There is not a problem with the schedule, this is not off-specification. There is an
issue with the performance of a team member. This is a problem that needs to be
addressed by the Project Manager. Ref Table 9.1.
5 Correct [C]: The chosen label design is off-specification because the product does not contain
the correct data, as specified. Ref Table 9.1.
6 Correct [A]: The probability of this risk is 100%. This is neither a request for change nor an offspecification. It is therefore a problem. A problem or concern that the Project
Manager needs to resolve or escalate. Ref Table 9.1.
Question: 8, Syllabus: CH, Part: B, Type: MG, SyllabusRef: CH0305, Level: 3
1 Correct [B]: Maintaining a record of all copies issued will provide a list of who has been issued
products and which versions they have. Ref 9.3.2.
2 Correct [E]: The recall of superseded versions from all copyholders would ensure that only the
correct products are in circulation. Ref 9.3.2.
3 Correct [C]: The Record of links between version and the Issue Report that caused its change
will provide an audit between each version of a product and a reference to further
information regarding the change. Ref A5.2
4 Correct [F]: The Retention of all master copies ensures that the original is protected, traceable
and always available. Ref 9.3.2.
5 Correct [A]: The Product Status Account tracks products through their design, development,
review and approval, providing a summary of product status. Ref 9.3.1.3
6 Correct [G]: Maintaining a record of relationships between configuration items ensures that no
product is changed without being able to check for possible impacts on related
products. Ref 9.3.1.2.
Question: 9, Syllabus: DC, Part: A, Type: MG, SyllabusRef: CP0301, Level: 3

1 Correct [B]: Work is not simply abandoned. The means for recovering products that have been
completed or are in progress is agreed. Ref 18.4.2
2 Correct [D]: Nothing can be done to resolve this now, but future projects may learn from this
experience. A review of what went well, what went badly and any
recommendations for corporate/programme management consideration are
recorded in the Lessons Report during the Evaluate the project activity. Ref 18.4.4
3 Correct [E]: The Project Board advises those who have provided the support infrastructure and
resources for the project that these can now be withdrawn. This should indicate a
closing date for costs being charged to the project. (13.4.5/18.4.5)
4 Correct [D]: An End Project Report is created during the Evaluate the project activity to review
how the project performed against the version of the Project Initiation
Documentation used to authorize the project. A review of the project objectives are
recorded in the End Project Report. Ref 18.4.4
5 Correct [B]: When closing a project prematurely the Project Manager must ensure that work in
progress is not simply abandoned. The project should salvage anything of value
created to date. Ref 18.4.2
6 Correct [D]: Future projects may learn from this experience. A review of what went well, what
went badly and any recommendations for corporate/programme management
consideration are recorded in the Lessons Report during the Evaluate the project
activity. Ref 18.4.4
Question: 9, Syllabus: DC, Part: B, Type: AR, SyllabusRef: CP0401, Level: 4

1 False: Countering the decline in orders is a
False: The Benefits Review Plan is created in
positive consequence (benefit) of this
the Initiating A Project process. Ref
project that cannot be measured until
14.4.7. It is reviewed and may be
12 months after the project has closed.
updated at the end of each stage and
during the Closing a Project process.
Ref 18.4.3.
2 False: The Acceptance Method in the PPD
True: The PPD contains the Acceptance
will state the means by which the
Criteria of the Project Product and the
acceptance will be confirmed. This
standards and processes that will need
could simply be done by confirming all
to be applied to achieve this. Ref A21.1 /
the products have been approved.
18.4.1.
3 False: The Project Scenario explains that the True: This report is produced by the Project
prepared calendar pack must be ready
Manager toward the end of the project,
by 30 November, but there is also a
during the Closing a Project process,
time tolerance of +1 week.
and is used by the Project Board to
evaluate the project and authorize
closure. Ref A8.1.
4 True: The final management stage of a
True: The Closing a Project process takes
PRINCE2 project should include the
place towards the end of the final
products of project closure. The
management stage. Closure is not a
Closing a Project process takes place
stage, it is a process. This is the reason
within the final management stage. Ref
for the assertion. the answer is A. Ref
11.2.4.
18.3.
5 False: Whilst handover of responsibility for the False: Where a product requires a lot of
products is necessary during the
potentially expensive support and
Closing a Project process, this contract
maintenance, the Project Manager
is not in the scope of this project. The
should ensure that a suitable service
product should be handed over to the
agreement or contract is in place. Ref
Marketing department.
18.4.3.
6 False: The Closing a Project process should True: At the end of each stage the Project
be followed at the end of stage 3, rather
Manager should update the Project
than the Managing a Stage Boundary
Initiation Documentation (e.g. the
process, as this is the final stage. Ref
Business Case, Project Plan, project
17.2 / 18.3
approach, strategies, project
management team structure and role
descriptions). Ref 17.2.
EX03
Scenario Booklet
This is a 2.5-hour objective test examination. This booklet contains the Project
Scenario upon which this exam paper is based. All questions are contained within
the Question Booklet.
Additional information is provided within this Scenario Booklet for a number of
questions. Where reference should be made to additional information, this is
clearly stated within the question to which it is relevant. All information provided
within a question must only be applied to that question.
Each of the nine questions is worth 12 marks, giving a maximum of 108 marks in
the paper. The pass mark is 55% (59 marks). Within each question the syllabus
area to which the question refers is clearly stated. The exam is to be taken with the
support of the PRINCE2 Manual only, i.e. no material other than the Question
Booklet, the Scenario Booklet, the Answer Booklet and the PRINCE2 Manual is
to be used.
Page 1 of 8
Page 2 of 8
Project Scenario
The Restructuring Project (Note: The companies and people within the scenario are fictional.)
A government department, the Ministry of Food Hygiene (MFH), faces increasing pressure to cut
costs, and deal with the problems caused by inadequate internal controls and outdated technology.
External consultants were employed from Teamtech, a recruitment agency that provides specialist
resources to government departments. These consultants conducted a feasibility study to identify
options for addressing the problems. The following options were considered:
Do nothing
Restructure selected business functions
Shut down selected business functions and contract external suppliers to provide these
services.
The feasibility study concluded that there was a case for restructuring the services currently delivered
by two business functions: Facilities (responsible for maintenance of buildings and grounds) and
Information Technology (IT). The recommendations were:
Restructure Facilities services and reduce the number of Facilities staff by 20%.
Restructure IT services and replace the existing IT system with a new hardware and software
solution.
The feasibility study contained a high-level summary of the existing Facilities staffing structure and the
existing IT system, plus an outline Business Case for the required project. The external consultants
from Teamtech also made the following recommendations for the management of the project:
Use PRINCE2
Set up the project with 4 management stages:
o Stage 1: Standard PRINCE2 initiation activities
o Stage 2: Create a detailed design for the future Facilities staffing structure and a
specification of the new hardware and software solution. Prepare a contract for the
supply and installation of the new hardware and software solution
o Stage 3: Create request for tender and evaluate proposals. Select supplier and
agree contract
o Stage 4: Implement the new Facilities staffing structure, install new hardware and
software solution, and run a trial period.
Initial estimates indicated that the project would cost 2.5m and take two years to complete. There is
an expected saving of 20m over 10 years. MFH senior management accepted the
recommendations as a basis for the project. However, any event that may result in a loss of MFH data
must be escalated to them immediately.
The Restructuring project has completed the Starting up a Project process and is now in the initiation
stage. Owing to the strategic importance of the project, the MFH Chief Executive Officer has taken the
role of Executive. A PRINCE2-experienced Project Manager has been appointed from
within MFH. Staff within the business functions being restructured will work with the external
consultants who conducted the feasibility study to create the detailed design and specification.
Page 3 of 8
Question 2: Organization Theme - Additional Information

Resources who could be involved in the project:
Teamtech Account Manager: He represents Teamtech, a recruitment agency that provides
specialist resources to government departments. Teamtech provided the consultants who carried out
the feasibility study. They will not be developing any of the projects products. However, the same
consultants will be made available for support and guidance to the Information Technology and
Facilities teams during the Restructuring project.
Chief Finance Officer: She was transferred from Information Technology 12 months ago. She is
responsible for ensuring a cost-effective approach is adopted in all operational and project activities
across the Ministry of Food Hygiene.
Hardware Manager: He reports to the Director of Information Technology. He maintains the
computer hardware and software for all business functions.
Payroll Manager: He reports to the Chief Finance Officer. He is a very experienced and efficient
accountant who is responsible for running part of the Finance Division on behalf of the Chief Finance
Officer. He has been involved in drafting the Ministrys business strategy and assisting in a full
business risk assessment. He also drafted the corporate Business Case standards.
Director of Research and Development: She manages a large team who are always incredibly
busy. Many of her research and development processes require input from the Information Technology
and Facilities teams on a daily basis. She has an excellent understanding of what each team requires
in order to operate effectively.
Page 4 of 8
Question 3: Quality Theme - Additional Information

Product Description for the contract
Title
Contract.
Purpose
This agreement specifies the MFH requirements for the

supply and installation of a hardware and software solution. It
provides measurable criteria against which the selected
external supplier's performance will be assessed.
Composition
Responsibilities of MFH and selected external supplier.

Mechanisms for monitoring and reporting performance
levels.
MFH Dispute resolution process.
Confidentiality provisions.
Conditions for termination of contract.
Glossary of all technical terms contained in the contract.
Format and
presentation
A4, Word document, printed both sides in black and white.

Font: Arial, 12pts.
Quality criteria
Contains all composition items listed above.

Not more than 60 pages.
Complies with MFH corporate branding standards.
No typographical errors.
Quality skills required
Proof-reading skills.
Quality responsibilities
Producer/Presenter: Director of Information Technology.

Chair: Project Manager.
Reviewer: Hardware Manager and Chief Finance Officer.
Approver: Chief Executive Officer.
Additional Information continues on next page.
Page 5 of 8
continued.
Quality notes from the Daily Log
The contract between MFH and the selected external supplier will specify the type and quality
of service required. The selected external supplier must follow the industry quality standards for
delivering hardware and software solutions.
The MFH quality management system (QMS) has been certified to be in accordance with ISO
(International Organization for Standardization) standards. The QMS contains policies and
procedures for 80% of MFH business processes. One of these processes covers the production of
employment contracts.
The QMS also contains document standards that need to be applied to all documentation. There is no
documented change control procedure.
All project documents will be subject to a quality review. Some products will require a formal quality
record which is to be signed-off by the quality review chair.
Extract from the draft Quality Management Strategy (may contain errors)
Introduction
1.
This document defines the approach to be taken to achieve the required quality
levels during the project.
2.
The Project Board will have overall responsibility for the Quality Management
Strategy.
3.
Project Assurance will provide assurance on the implementation of the Quality
Management Strategy.
Quality management procedure - Quality standards
4.
Industry quality standards for delivering hardware and software solutions.
5.
MFH document standards.
Records
6.
A Quality Register will be maintained to record the planned quality events and the
actual results from the quality activities.
7.
Configuration Item Records will be maintained for each product to describe its
status, version and variant.
8.
Quality records for products that require them will be stored in the quality database.
Roles and responsibilities
9.
Team Managers will provide details of quality checks that have been carried out.
10.
Team Managers will ensure that the Quality Register is updated with the names of
team members who are involved in the review process.
11.
The Senior User will review the Product Descriptions of the products to be produced
by the selected external supplier to ensure that they can be achieved.
Page 6 of 8
Question 7: Change Theme - Additional Information

The project is three weeks into stage 3. There are 41 weeks remaining in this stage. The request
for tender has been approved but has not yet been distributed to the list of external suppliers.
The Chief Executive Officer (CEO) of the Ministry of Food Hygiene (MFH) has called an emergency
meeting because a new Government initiative to centralize all Facilities services has been
announced. All existing projects affecting Facilities services are to stop immediately.
The Project Manager has created an Issue Report as the Restructuring project may need to be descoped to remove the restructuring of Facilities services. There is 70,000 in the projects change
budget, +6 weeks / -6 weeks project time tolerance and +350,000 / -500,000 project cost tolerance
remaining.
Reducing the number of staff in Facilities and updating the MFH hardware and software solution is
planned to cost 2.5m. This is expected to deliver a saving in yearly operating costs of 2m, or 20m
over 10 years.
The work required to reduce the project scope and deliver just the MFH hardware and software
solution would cost 1.25m, and deliver a saving in yearly operating costs of 1m or 10m over 10
years. The timescale of two years will remain unchanged. However, the Project Manager is concerned
that the specification for the new software solution was designed to include the requirements of the
restructured Facilities processes, not the existing processes.
To remove the restructuring of Facilities services from the Restructuring project would require revision
of all those products which relate to the implementation of the new Facilities staffing structure. A full
analysis has been done. It is forecast that implementing these changes will delay stage 3 by three
weeks and increase the cost of stage 3 by 100,000. There is 54,000 of stage 3 cost tolerance
remaining.
The Government initiative to centralize all Facilities services should deliver a saving in operating costs
of 15m over 10 years. The Centralization project is estimated to cost 1.5m.
Page 7 of 8
Question 8: Progress Theme - Additional Information

The following extract is from the Work Package provided to the IT Team Manager for the installation of
a new hardware and software solution provided by the selected external supplier. It was prepared by
the Project Manager.
The transfer of data from the existing systems to the new software must occur with minimum disruption
to current services. At the same time, the Facilities services will be restructured. During the transfer of
data, the IT Team Manager will need to work with the Facilities Team Manager to ensure that their
work is synchronized and their products are compatible. Completion of this work is scheduled for the
end of week 24 of stage 4.
The project information contained in the document extract below is true, but it may NOT be recorded
under the right heading or in the correct document.
Draft Work Package
Techniques, processes and procedures
1.
Any threat that may result in a loss of MFH data must be escalated immediately.
Joint agreements
2.
Work is to start at the beginning of week 2 (Stage 4).
3.
The project will take 2 years to complete, at an estimated cost of 2.5m.
Tolerances
4. None.
Constraints
5. MFH staff must not be involved in any heavy lifting during the removal of existing IT equipment.
6.
Installation work must take place during MFH normal working hours.
7.
+10,000 / -25,000.
Reporting arrangements
8. Highlight Report every Monday by 10.00 am.
9. The report must contain a summary of all products worked on during the previous week.
10. Project Manager must be notified of any issues immediately by telephone.
Problem handling and escalation
11. Impact analysis of all issues must be completed within 24 hours.
Extracts or references
12. The Stage Plan for stage 4 is available from Project Support.
Approval method
13. Project Assurance will review the completed Work Package and confirm completion.
Page 8 of 8
EX03
Question Booklet
Page 1 of 32
Page 2 of 32
Syllabus areas covered:

Question 1 - Starting Up a Project + Initiating a Project Processes
Question 2 - Organization Theme
Question 3 - Quality Theme
Question 4 - Plans Theme
Question 5 - Business Case Theme
Question 6 - Risk Theme
Question 7 - Change Theme
Question 8 - Progress Theme
Question 9 - Controlling a Stage + Managing Product Delivery Processes
Page 3 of 32
Question Number 1
Syllabus Area
Syllabus Area
Question Number
1
Part
A
Marks
4
Column 1 contains entries recorded in the Daily Log during the Starting up a Project process. For each entry in
Column 1, select the activity, if applied appropriately, where this information should have been captured. Each
selection from Column 2 can be used once, more than once or not at all.
Column 1
Column 2
1 Two outsourcing companies have proved to be unreliable on other

projects and should not be included as potential service providers.
A Appoint the Executive and the

Project Manager
2 MFH faces increasing pressure to cut costs, and deal with the problems
caused by inadequate internal controls and outdated technology.
B Capture previous lessons
3 The new hardware will be selected from a choice of commercial off-theshelf solutions. The software solution will be designed and developed
specifically for MFH.
4 It is assumed that the external Teamtech consultants will be available at
the start of the initiation stage.
C Design and appoint the project

management team
D Prepare the outline Business
Case
E Select the project approach and
F Plan the initiation stage
Page 4 of 32
Syllabus Area
Question Number
1
Part
B
Marks
4

Decide whether the actions taken during the Starting up a Project process represent an appropriate application of
PRINCE2 for this project, and select the response that supports your decision.
1 When designing and appointing the project management team, the Project Manager produced a role
description for the Executive.
Was this an appropriate application of PRINCE2 for this project?
A
Yes, because role descriptions should be created for all Project Board roles.
Yes, because the Project Manager is responsible for this activity.
No, because the responsibilities of the Executive should be established before this activity.
No, because the creation of role descriptions is NOT the responsibility of the Project Manager.
2 When designing and appointing the project management team, the Project Manager recorded the following
statement as a risk in the Daily Log: Experience of the Purchasing Officer suggests that delays usually occur
when contracts with external suppliers do not include the timescale within which readiness for service is
expected.
A
Yes, because the Daily Log should be used as a repository for project information that is not yet being
captured elsewhere.
Yes, because the Project Manager is responsible for identifying all risks associated with the appointment
of external suppliers.
No, because this is a lesson that can be applied to this project and should be recorded in the Lessons
Log.
No, because all risks should be recorded in the Risk Register.
3 When preparing the outline Business Case, the Executive asked the MFH Chief Finance Officer to set aside
2,500,000 to fund the project.
A
Yes, because the Executive is responsible for securing project funding.
Yes, because all project funding must be available before the project can be authorized.
No, because the full cost of the project is not yet known.
No, because this activity is the responsibility of the Project Manager.
Page 5 of 32
Question continued
4 When preparing the Initiation Stage Plan, the Project Manager defined the reporting and control arrangements
to be applied for the duration of the project.
A
Yes, because two of the principles of PRINCE2 are 'manage by stages' and 'continued business
justification'.
Yes, because monitoring and control of the project enables the assessment of ongoing viability.
No, because this is the role of the Executive.
No, because the reporting and control arrangements in the Initiation Stage Plan should be for the initiation
stage.
Page 6 of 32
Syllabus Area
Question Number
1
Part
C
Marks
4
Using the Project Scenario, answer the following 4 questions about the Initiating a Project process.
Decide whether the actions taken by the Project Manager represent an appropriate application of PRINCE2 for
this project and select the response that supports your decision.
1 The Project Manager decided to delay the creation of the Risk Management Strategy until stage 4, when the
selected external supplier's risk management procedures can be used.
A
Yes, because all strategies should be developed using lessons from external organizations.
Yes, because the selected external supplier will be the owner of all project risks associated with the
specialist deliverables.
No, because effective risk management should be performed throughout the life of the project.
No, because the supplier is external to the corporate organization.
2 While preparing the Configuration Management Strategy, the Project Manager decided to recommend that the
selected external supplier be authorized to approve and implement all changes.
A
Yes, because the selected external supplier will be delivering products for this project.
Yes, because it is the role of the Senior Supplier(s) to safeguard the integrity of the completed solution.
No, because the selected external supplier does NOT represent the users.
No, because the Change Authority should be independent of the project.
3 While preparing the Quality Management Strategy, the Project Manager noticed that the corporate quality
management system does not specifically cover project management. The Project Manager has asked Project
Assurance for their advice.
A
Yes, because Project Assurance is responsible for checking that the Quality Management Strategy meets
the needs of the Project Board.
Yes, because Project Assurance is responsible for specifying the customer's quality expectations and
acceptance criteria for the project.
No, because the Project Manager should update the corporate quality management system with the
missing project management processes.
No, because Project Assurance reports directly to the Project Board.
4 The Project Manager has recommended that Exception Reports should be sent to MFH corporate management
when any level of tolerance is forecast to be exceeded.
A
Yes, because any forecast to exceed tolerance should be escalated to the next level of management.
Yes, because corporate management sets the overall tolerance levels for the project.
No, because project controls should be recorded in the Configuration Management Strategy.
No, because any forecast deviation from tolerance should be escalated to the next level of management.
Page 7 of 32
Question Number 2
Syllabus Area
Organization Theme
Syllabus Area
Organization Theme
Question Number
2
Part
A
Marks
6

Each question proposes alternative candidates for a role, supported by a true statement about each. Select the 2
suggestions which, in the context of PRINCE2 recommended roles and responsibilities, provide an appropriate
evaluation of, or alternative to, the candidate originally proposed for that role.
1 The Chief Executive Officer has been appointed to the role of Executive for this project.
Which 2 suggestions are appropriate for this appointment?
A
Retain because he accepts that restructuring is the best solution.
Replace with 'Chief Finance Officer' because she can ensure a cost-effective approach to the project.
Retain because he has the right level of authority to be able to control the strategic nature of the
Restructuring project.
Add 'Chief Finance Officer' because she understands the operational environment.
Replace with 'Payroll Manager' because he is a very experienced and efficient accountant.
2 The Teamtech Account Manager has been appointed to the role of Senior User for this project.
A
Retain because he provides the specialist resources required to support the project.
Replace with 'Director of Research and Development' because she deals with Information Technology and
Facilities and can make sure the user's needs are specified.
Replace with Teamtech consultant because they interface directly with the users.
Add 'Hardware Manager' because he maintains computer hardware for all business functions.
Retain because he will be providing support to the Facilities team during the project.
3 The Director of Information Technology has been appointed to the role of Senior Supplier for this project.
A
Retain because she is responsible for the design of the future Information Technology working practices.
Add 'Director of Facilities' because he is responsible for designing the future Facilities staffing structure.
Add 'Hardware Manager' because the outcome of the project will have an impact on him.
Remove because she only represents Information Technology.
Replace with 'Director of Facilities' because he supports the initiative.
Page 8 of 32
Question continued
4 The Payroll Manager has been appointed to the role of Business Project Assurance for this project.
A Remove because the project will have an impact on him and he therefore represents a user.
B Replace with 'Project Manager' because this is a simple project that does not require additional assurance.
C Add 'Teamtech Consultants' because they carried out the feasibility study.
D Add 'Chief Finance Officer' because she is responsible for checking that any supplier and contractor
payments are authorized.
E Retain because he is familiar with the Ministry of Food Hygiene business strategy, the business level risk
assessment and the Business Case standards.
5 The Director of Facilities has been appointed to the role of Supplier Project Assurance for this project.
A Retain because he has a professional facilities management qualification and so is in a position to specify
the needs of the Facilities staff.
B Retain because he will be able to advise on many of the products that will enable restructuring to happen,
such as the future Facilities staffing structure.
C Retain because he is well-regarded within the Ministry because of the efficiencies, superb service and
savings he has achieved in Facilities services.
D Add 'Teamtech Account Manager' because he will advise on potential changes and their impact on the
integrity of the project's products.
E Remove because he is involved with the project and is therefore NOT independent.
6 Both the Director of Research and Development and the Hardware Manager have been appointed to the role
of User Project Assurance for this project.
A Retain because they are both very positive about restructuring the selected business functions.
B Retain because they can ensure that user liaison is functioning correctly.
C Remove because neither of these individuals are from the business functions to be restructured.
D Retain because selecting only one of them may cause unnecessary conflict.
E Retain because they can advise on the impact of potential changes.
Page 9 of 32
Syllabus Area
Organization Theme
Question Number
2
Part
B
Marks
6
Booklet, answer the following question about roles on the Restructuring project.
at all.
Option
Assertion
Reason
True
True
True
True
True
False
False
True
False
False
Assertion
Reason
1 The Teamtech Account Manager should be appointed as a BECAUSE Senior Suppliers are responsible for
Senior Supplier for the project.
the provision of supplier resources.
2 The Chief Finance Officer would be an appropriate choice
for the role of a Senior Supplier.
BECAUSE The Senior Supplier must

demonstrate that the forecast
benefits are realized.
3 It would be appropriate for the selected external supplier,

who was selected in stage 3, to be represented on the
Project Board by a Senior Supplier in stage 4.
BECAUSE The Senior Supplier is responsible

for assessing the viability of the
project approach.
4 The Project Manager would be an appropriate choice for

the role of Project Support.
BECAUSE Project Support is responsible for

ensuring that the desired outcome of
the project is specified.
5 The Hardware Manager would be an appropriate choice

for the role of Senior Supplier.
BECAUSE The Senior Supplier is accountable

for the quality of the products
delivered by the supplier(s).
6 The Payroll Manager would be an appropriate choice to

provide business assurance.
BECAUSE Business assurance should be

undertaken by someone with an
accountancy qualification.
Page 10 of 32
Question Number 3
Syllabus Area
Quality Theme
Syllabus Area
Quality Theme
Question Number
3
Part
A
Marks
4
Each of the following 4 questions includes a list of true statements about the Restructuring project, but only one
statement is an appropriate entry for that heading in the Project Product Description.
1 Which statement should be recorded under the Acceptance criteria heading?
A The new hardware and software solution should be capable of processing 500% more data than the existing
system.
B Any changes to the project's products must be managed through formal change control.
C External consultants are to provide guidance on the development of the detailed design for the future
Facilities staffing structure.
D The selected external supplier should be appointed in stage 3.
2 Which statement should be recorded under the Development skills required heading?
A External consultants are to assist in the creation of the detailed design for future Facilities staffing structure
and the specification for the new hardware and software solution.
B The detailed design for the future Facilities staffing structure will be based on the high-level summary of the
existing Facilities staffing structure.
C The Hardware Manager will accept handover of the new hardware and software solution.
D The Director of Facilities will be responsible for checking the contract.
3 Which statement should be recorded under the Project-level quality tolerances heading?
A Facilities staffing numbers are to be reduced by 20% and all Facilities services restructured.
B Facilities staff should be restructured as soon as possible to avoid the chance of industrial action.
C Increased maintenance costs should be kept to a minimum.
D To continue to function effectively, a minimum of 15% of Facilities staff should be released, but no more than
25%.
4 Which statement should be recorded under the Acceptance method heading?
A The Director of Information Technology will be responsible for the quality of the new hardware and software
solution.
B The results of the hardware and software trial will be reviewed to confirm full functionality before accepting
handover of the new hardware and software solution.
C The Hardware Manager will accept handover of the new hardware and software solution.
D Staff within the business functions being restructured will work with the external consultants who conducted
the feasibility study.
Page 11 of 32
Syllabus Area
Quality Theme
Question Number
3
Part
B
Marks
4
Using the Project Scenario and the Product Description provided as additional information for this
question in the Scenario Booklet, answer the following question.
The Director of Information Technology is responsible for producing the contract for the supply and
installation of the hardware and software solution. The Work Package does not contain any other
products and has a tolerance of +2 days / -2 days. The contract has been produced on target and the
quality review meeting is taking place.
The following 4 entries have been included in the consolidated question list or raised at the meeting.
Select the appropriate action which should now be agreed by the review team to deal with each entry.
1
Although it is not specified in the current corporate branding standards, the MFH corporate logo should be
shown on the front page of the contract.
A
Agree to amend this within the remaining +2 days tolerance.
Raise an issue (off-specification).
Raise an issue (request for change).
Accept this as a concession.
The contract is not printed in colour.

A
Agree to redesign the contract within the remaining +2 days tolerance.
Accept this as a concession.
No action required.
The contract contains a technical term that is missing from the glossary of terms. This is estimated to take only
a few minutes to correct.
A
Agree to add this term into the glossary of terms within the remaining +2 days tolerance.
No action required.
The contract does not contain the MFH dispute resolution process. The addition of this will take one day to
complete but it will increase the contract to more than 60 pages.
A
Agree to add the MFH dispute resolution process within the remaining +2 days tolerance.
No action required.
Page 12 of 32
Syllabus Area
Quality Theme
Question Number
3
Part
C
Marks
4
Using the Quality notes from the Daily Log and the Extract from the draft Quality Management Strategy
provided as additional information for this question in the Scenario Booklet, answer the following 4
questions about the Quality Management Strategy.
1 Which statement applies to the Introduction section?
A
Delete entry 1 because the project approach is defined in the Project Brief.
Delete entry 2 because this is the Project Managers responsibility.
Delete entry 3 because it is the Project Managers responsibility to implement the Quality Management
Strategy.
Move entry 3 to the Roles and responsibilities section because this is a quality responsibility.
2 Which statement applies to the Quality standards section?

A
Delete entry 4 because external suppliers are responsible for applying any relevant standards to their
work.
Delete entry 5 because the lack of a change control procedure makes the MFH document standards
unsuitable.
Add 'MFH Processes: Production of employment contracts'.
Add PRINCE2 change control procedures will be used to manage any changes to baselined products.
3 Which statement applies to the Records section?

A
Delete entry 6 because this information should be included in Stage or Team Plans.
Move entry 6 to the Reporting section because the information should be used to report on quality
activities.
Delete entry 7 because this should be included in the Configuration Management Strategy.
Delete entry 8 because the results of quality reviews are recorded in the Quality Register.
4 Which statement applies to the Roles and responsibilities section?

A
Move entry 9 to the Records section because this information will be required to create a record of each
quality check.
Delete entry 9 because this is the responsibility of the quality review chair.
Delete entry 10 because only the Project Manager can update the Quality Register.
Amend entry 11 because this is the responsibility of Supplier Project Assurance.
Page 13 of 32
Question Number 4
Syllabus Area
Plans Theme
Syllabus Area
Plans Theme
Question Number
4
Part
A
Marks
6
Column 1 is a list of true statements to be included in the Stage Plan for stage 2. Column 2 is a selection of
Stage Plan headings. For each statement in Column 1, select from Column 2 the Stage Plan heading under which
it should be recorded. Each selection from Column 2 can be used once, more than once or not at all.
Column 1
Column 2
1 This plan includes the detailed design of the Facilities staffing structure.
A Plan description
2 A monthly stage status report will be provided to the Project Board.
B Plan prerequisites
3 The high-level summary, produced in the feasibility study by the management

consultants, will be used by the project.
4 The Project Board has approved the recommendation to reduce the number of staff
in Facilities and to implement a new hardware and software solution. This decision
must remain in place.
5 Based on advice from the Ministry of Trade and Industry that, in their experience,
drafting a contract is a lengthy process, allowances have been made for this in the
Stage Plan for stage 2.
C External
dependencies
D Planning
assumptions
E Lessons
incorporated
F Monitoring and
control
G Budgets
H Tolerances
6 Time: +2 weeks / -2 weeks.
I Schedule
Page 14 of 32
Syllabus Area
Plans Theme
Question Number
4
Part
B
Marks
6

The project has a cost tolerance of +5% / -5%, of which stage 2 has a tolerance of +45,000 / -45,000.
at all.
Option
Assertion
Reason
True
True
True
True
True
False
False
True
False
False
Assertion
Reason
1 If stage 2 exceeds its target by 20,000, the

Stage Plan should be replaced by an
Exception Plan.
BECAUSE When the Stage Plan is updated with activities to

deal with any deviations from planned cost and
time, this is called an Exception Plan.
2 The Team Plan required for the development

of the contract should be produced in
consultation with supplier assurance.
BECAUSE Supplier assurance should confirm that Team

Plans are in accordance with relevant supplier
standards.
3 The Stage Plan for stage 2 should be

prepared during the initiation stage.
BECAUSE All Stage Plans are produced near the end of the
initiation stage.
4 A final stage (stage 5), covering project

closure, should be added to the Project Plan.
BECAUSE Following initiation, the Project Plan covers all

subsequent management stages.
5 The cost tolerance planned for each stage

should be +5% / -5%.
BECAUSE Project tolerances for cost and time should always

be allocated equally between all of the stages.
6 The key deliverables and estimates from the

feasibility study should provide a major input
to the Project Brief.
BECAUSE The feasibility study should confirm all project

costs.
Page 15 of 32
Question Number 5
Syllabus Area
Business Case Theme
Syllabus Area
Business Case Theme
Question Number
5
Part
A
Marks
6
Each of the following 6 questions include true statements about the Restructuring project, but only 2 statements
are appropriate entries for that heading in the projects Business Case.
1 Which 2 statements should be recorded under the Reasons heading?
A There is an expected saving of 20m over 10 years.
B Contracting an external supplier to provide services currently delivered by selected business functions would
reduce the issues caused by outdated technology.
C The Ministry of Food Hygiene (MFH) needs to deal with the increasing pressure to cut costs.
D Reducing staff will mean that no property transfer is required.
E The inadequate controls and outdated technology must be addressed.
2 Which 2 statements should be recorded under the Business options heading?
A The contracting of an external supplier to deliver selected business functions would not provide the required
outcome.
B The reduction of staff and the updating of technology used in MFH means a re-engineering of existing
services will deliver the performance improvements required.
C Use external consultants to provide guidance on the detailed design of the Facilities staff structure.
D Set up a PRINCE2 project to deliver the restructured services.
E Review a list of external suppliers to determine a shortlist of possible external suppliers.
3 Which 2 statements should be recorded under the Expected benefits heading?
A The contract to supply the hardware and software solution, at current prices, will be worth 2m.
B Updating technology would allow MFH to take advantage of the best hardware and software solutions the
market has to offer.
C The total expected savings over 10 years, at current prices, are 20m.
D The reduction in staff will enable MFH to reduce costs to agreed levels.
E The cost of the Restructuring project is 2.5m, but with considerable savings over 10 years.
Page 16 of 32
Question continued
4 Which 2 statements should be recorded under the Expected dis-benefits heading?
A An investment of 2.5m is required.
B Staff morale will be negatively affected.
C The project will take two years to deliver.
D Staff may lose the opportunity to work in Facilities.
E It will not be possible to transfer some of the existing MFH data onto the new software solution, requiring
data to be held on two systems for a short period.
5 Which 2 statements should be recorded under the Timescale heading?
A The contract with the selected external supplier will be agreed during stage 3.
B The expected benefits will be realized over a 10-year period.
C If there is any change to the scope of the services to be restructured, the project timescale will be extended
and the realization of benefits will be delayed.
D The expected benefits should start to be realized as soon as the new hardware and software solutions
become operational at the end of stage 4.
E The detailed design for the future Facilities staffing structure is estimated to take six weeks.
6 Which 2 statements should be recorded under the Major risks heading?
A Due to market conditions, a suitable external supplier may not be found, which may lead to premature
closure of the project.
B Owing to employment contract changes, staff may resist restructuring, which would make it difficult to
progress and cause a possible delay to project completion.
C Existing MFH data may prove difficult to transfer to the new software solution, which would require additional
specialist resources, at the expense of the external supplier.
D The initial estimates, taken from the feasibility study report, indicate that the project will take two years to
complete, which means that the business problems would remain for this period.
E The management stages recommended by the consultants may not be appropriate, which would result in
confusion in planning.
Page 17 of 32
Syllabus Area
Business Case Theme
Question Number
5
Part
B
Marks
6

at all.
Option
Assertion
Reason
True
True
True
True
True
False
False
True
False
False
Assertion
Reason
1 The selected external supplier should have their

BECAUSE All project costs, including the cost of work
own Business Case for the work they are doing on
carried out by external suppliers on the
the Restructuring project.
project, should be included in the customer's
Business Case.
2 The cost of managing the hardware and software BECAUSE The information in the Business Case is used
contract should be included in the Business Case.
to compare the development, maintenance
and operational costs with the value of the
benefits over a period of time.
3 'Any event that may result in loss of MFH data'
BECAUSE The Major risks section of the Business
should be recorded under the Major risks section
Case contains a summary of the key risks
of the Business Case.
associated with the project.
4 All expected benefits from the restructuring of
Facilities services should be included in the
Business Case.
BECAUSE All benefits should be derived from the

outputs and outcomes provided by the
project.
5 The End Project Report should identify whether the BECAUSE All benefits in the Business Case should be
expected savings of 20m over 10 years have
achieved before a project is closed.
been achieved.
6 The Project Board should ensure that the Benefits BECAUSE The Benefits Review Plan is created in the
Review Plan includes the mechanisms for
initiation stage.
measuring all the claimed benefits of restructuring.
Page 18 of 32
Question Number 6
Syllabus Area
Risk Theme
Syllabus Area
Risk Theme
Question Number
6
Part
A
Marks
6
Answer the following 6 questions about the projects Risk Management Strategy.
Each question includes a list of statements but, according to PRINCE2, only 2 statements are appropriate entries
for that heading in the projects Risk Management Strategy.
1 Which 2 statements would be appropriate entries under the Risk management procedure heading?
A When a new problem arises, a full impact analysis will be undertaken to assess the impact on the projects
objectives and Business Case.
B Probability will be assessed against the scales defined in this Risk Management Strategy.
C Any risk which has an expected value of more than 1,000 will NOT be registered.
D Every threat and opportunity identified must be clearly defined in terms of cause, event and effect.
E 'Reduce' - Response actions which result in a lower impact and/or probability rating.
2 Which 2 statements would be appropriate entries under either the Records or Reporting headings?
A Project Support will maintain the Risk Register.
B The evaluated net effect of all risks will be updated at the end of each stage and included in the End Stage
Report.
C The Change Authority will report monthly to the Project Manager on the status of the change budget.
D Risks that are likely to occur within the next two weeks should be recorded as imminent.
E A summary of risks will be maintained and included with the monthly Highlight Reports to the Project Board.
3 Which 2 statements would be appropriate entries under the Timing of risk management activities heading?
A The selected external supplier will manage any risks to their Business Case and report these to the Project
Manager.
B The Project Board should hold monthly meetings to set project-level risk tolerance.
C At the end of each stage, risk owners will be consulted to check on the status of risk responses.
D Any new risks identified during product development should be reported to the Project Manager by the
Team Manager.
E When authorizing a stage, the Project Board will check that the exposure to risk is still acceptable.
Page 19 of 32
Question continued
4 Which 2 statements would be appropriate entries under the Roles and responsibilities heading?
A Each risk will be assigned a risk owner.
B Risks exceeding the agreed project risk tolerance will be reported to the Project Board.
C Time tolerances are allocated to each stage by the Project Manager.
D Project Assurance will ensure that project risks are identified, assessed and controlled according to the
agreed risk management procedure.
E An external consultant is to facilitate a risk identification workshop.
5 Which 2 statements would be appropriate entries under the Proximity heading?
A Proximity categories for this project are: Imminent; Within the stage; Within the project; Beyond the project.
B The risk of MFH having no restructuring experience will be categorized as Stage 4 proximity.
C Imminent risks are those which may occur within two weeks.
D Any risk with a proximity category of imminent will be estimated as having a very high impact.
E The risk of staff leaving the organization is categorized as 'beyond the project' proximity.
6 Which 2 statements would be appropriate entries under the Risk tolerance heading?
A Any risk whose impact and probability is very high must be escalated to corporate or programme
management.
B Any event that may result in loss of MFH data must be escalated to the Project Board.
C The Team Managers threshold level of risk exposure is low impact and low probability.
D The cost of all fallback plans must be contained within the projects tolerance.
E The risk budget will have a tolerance of +/- 10%.
Page 20 of 32
Syllabus Area
Risk Theme
Question Number
6
Part
B
Marks
6
None of the Ministry of Food Hygienes (MFH) employees on the project management team has any
experience in restructuring, which could lead to difficulties in understanding what is required from a
restructuring project and in dealing competently with the selected external suppliers. The result could
be a new software solution that does not solve the business problems.
Column 1 contains a number of possible risk responses to the above risk. For each risk response, select from
Column 2 the appropriate risk threat response type that it represents. Each selection from Column 2 can be used
once, more than once or not at all.
Column 1
Column 2
1 Contract a restructuring specialist to take an assurance role in the project, and provide advice
to the Project Board and Project Manager.
A Avoid
2 Include a clause in the contract with the selected external supplier stating that, if the full
functionality of the software solution is not delivered, the selected external supplier will reduce
their fees accordingly.
C Fallback
B Reduce
D Transfer
3 Hire experienced restructuring contractors to assist MFH staff throughout the project.
E Accept
4 Rely on the selected external supplier to act in a reliable and conscientious manner to provide
the support and advice that will protect MFHs interests.
F Share
5 Request assistance from central government if difficulties arise in understanding what is

happening.
6 Identify MFH employees with knowledge or experience in restructuring and include them in the
project team.
Page 21 of 32
Question Number 7
Syllabus Area
Change Theme
Syllabus Area
Change Theme
Question Number
7
Part
A
Marks
2
The Ministry of Food Hygiene (MFH) has a quality management system which contains a document
control process to manage all documentation requirements. The document control process was created
by the MFH Quality Manager, who now maintains all of MFHs documents and performs an organizationwide configuration management role. The MFH Quality Manager will administer the configuration
management procedure for the Restructuring project since this must comply with the MFH document
control process.
Using the information above, answer the following 2 questions.
1 According to PRINCE2, which statement about the Configuration Management Strategy for the Restructuring
project is correct?
A
Every project needs a Configuration Management Strategy, even if the organization has existing
configuration management standards, because every project has different circumstances.
The Project Manager should develop a separate Configuration Management Strategy for each of the
suppliers working on this project because each will manage and store products differently.
A Configuration Management Strategy is unnecessary for this project because the MFH document control
process is already documented. This should be referenced in the Quality Management Strategy.
2 According to PRINCE2, which statement about appointing the MFH Quality Manager to administer
the configuration management procedure is correct?
A
The MFH Quality Manager should administer the configuration management procedure on this project
because this task should always be assigned to corporate or programme management.
The MFH Quality Manager should administer the configuration management procedure on one project at a
time. If the MFH Quality Manager already performs this task on another project, another individual should be
appointed.
The MFH Quality Manager would be suitable to perform this task because he is the author of the document
control process and is likely to have the knowledge required for this role.
Page 22 of 32
Syllabus Area
Change Theme
Question Number
7
Part
B
Marks
4
Using the additional information provided for this question in the Scenario Booklet, answer the following
4 questions about the Project Managers response to the potential removal of Facilities services from
the scope of the Restructuring project.
1 Having created the Issue Report and analyzed the impact of removing Facilities services from the scope of the
Restructuring project, the proposed option exceeds tolerance. What is the next action the Project Manager
should consider?
A
Create an Exception Report to inform the Project Board of the situation and the available options.
Update the associated Configuration Item Records with details of the Issue Report that caused the change.
Amend the Stage Plan for stage 3: remove all products related to Facilities services and add the activities
required to deliver the new Government initiative.
Create an Exception Plan to change all of the projects products to reflect the exclusion of Facilities
services.
2 What will be the impact on project costs?

A
The project costs will increase by 100,000.
The project costs will not change.
The project costs will reduce to 1.25m.
The project costs will reduce to 1.35m.
3 If the decision is made to remove Facilities services from the scope of the Restructuring project, what risk
would this introduce to the project?
A
None, because any risk associated with Facilities services will be managed by another project.
These changes will delay stage 3 by three weeks.
There is only 70,000 left in the project change budget.
The specification of the new software solution may not support the existing Facilities processes.
4 What will be the impact on the benefits?

A
Reduced savings, now 10m over 10 years.
Increased savings of 5m over 10 years from the new initiative to centralize Facilities services.
An additional cost of 1.5m to deliver Facilities services.
Restructuring project cost reduced by 50%.
Page 23 of 32
Syllabus Area
Change Theme
Question Number
7
Part
C
Marks
6
following question.
The Project Manager has now completed the Issue Report. The situation is now being managed under
formal issue and change control.
at all.
Option
Assertion
Reason
True
True
True
True
True
False
False
True
False
False
Assertion
Reason
1 The de-scoping of Facilities services from the

Restructuring project should be treated as a
request for change.
BECAUSE Any proposal for a change to a

project's baseline should be treated as a
request for change.
2 The Project Manager should now consider

alternative options for centralizing Facilities
services.
BECAUSE There must be a balance between the

advantage to be gained by implementing an
option, and the time, cost and risk of
implementing it.
3 This situation should be referred to corporate or

programme management.
BECAUSE Any forecast deviation beyond agreed

tolerance levels should be escalated to the next
higher authority.
4 The Stage Plan for stage 3 should be re-issued

to the Project Board with all of the products
associated with Facilities services removed.
BECAUSE The original version of the Stage Plan for stage

3 should be retained for audit purposes.
5 An Exception Plan should be presented to the

Project Board for them to consider the
consequences of the issue and the options
available to deal with it.
BECAUSE Only the Project Board can approve deviations

beyond project tolerance levels.
6 This change should be funded from the remaining BECAUSE A change budget can be used to implement a
70,000 change budget and the balance of
request for change, provided its use is within
30,000 taken from the stage cost tolerance.
the constraints set by the Project Board.
Page 24 of 32
Question Number 8
Syllabus Area
Progress Theme
Syllabus Area
Progress Theme
Question Number
8
Part
A
Marks
2
Column 1 is a list of true statements about the Restructuring project. For each statement in Column 1, select from
Column 2 the tolerance area it represents. Each selection from Column 2 can be used once, more than once or not
at all.
Column 1
Column 2
The new IT system must include new software but the hardware is a desirable requirement
which will be satisfied if funds are available.
A Time
B Cost
C Scope
D Risk
The sale of old hardware is expected to provide a profit of 200,000, +/- 10%.
E Quality
F Benefits
Page 25 of 32
Syllabus Area
Progress Theme
Question Number
8
Part
B
Marks
4
Using the Draft Work Package provided as additional information for this question in the Scenario
Booklet, answer the following 4 questions.
All the statements that add or amend an entry contain true information, but this may be under the wrong heading,
or not relevant to the Work Package.
1 Which 2 statements apply to either the Joint agreements or Tolerances sections?
A Delete entry 2 because this information will be contained in the Stage Plan for stage 4.
B Delete entry 3 because this information is contained in the Project Plan.
C Add 'Work is to finish at the end of week 24 of stage 4' to Joint agreements.
D Add 'The transfer of data to the new software must occur with minimum disruption' to Tolerances.
E Add 'Facilities Team Manager, with responsibility for restructuring Facilities services' to Joint agreements.
2 Which 2 statements apply to either the Techniques, processes and procedures or Constraints sections?
A Move entry 1 to Tolerances because this represents a risk tolerance.
B Move entry 5 to Techniques, processes and procedures because this is a technique which staff should
be aware of.
C Delete entry 6 because this is outside the scope of the Work Package.
D Move entry 7 to Tolerances because this represents a cost tolerance.
E Add 'Products must be compatible with those developed by the Facilities Team Manager' to Techniques,
processes and procedures.
3 Which 2 statements apply to either the Reporting arrangements or Problem handling and escalation
sections?
A Replace entry 8 with 'Checkpoint Report every Monday by 10.00 am' because Highlight Reports are
intended for the Project Board.
B Delete entry 9 because this level of detail is unnecessary.
C Move entry 10 to Problem handling and escalation because that section describes how issues are
handled.
D Add 'Any risks identified to be added to the Risk Register' to Reporting arrangements.
E Delete entry 11 because the impact analysis should be provided when the issue is notified.
Page 26 of 32
Question continued
4 Which 2 statements apply to either the Extracts or references or Approval method sections?
A Delete entry 12 because this should be the Team Plan not the Stage Plan.
B A suitable entry for Extracts or references would be 'Product Descriptions are available from Project
Support'.
C Move entry 13 to Reporting arrangements because this describes how completion will be advised to the
Project Manager.
D Delete entry 13 because this is NOT a Project Assurance responsibility.
E A suitable entry for Approval method would be 'The Project Manager is to be advised of completion of the
Work Package by email'
Page 27 of 32
Syllabus Area
Progress Theme
Question Number
8
Part
C
Marks
6
At the end of stage 3, the external supplier will be selected and the contract awarded. During stage 4,
the selected external supplier will act as a Team Manager to complete the installation of the new
hardware and software solution.
at all.
Option
Assertion
Reason
True
True
True
True
True
False
False
True
False
False
Assertion
Reason
1 The Project controls section of the Project

Initiation Documentation should be updated as
soon as the external supplier has been selected
during stage 3.
BECAUSE The Project Initiation Documentation contains a

summary of the project-level controls for
monitoring and reporting.
2 Checkpoint Reports should be used to monitor

the external supplier's progress during stage 4.
BECAUSE The Project Manager requires regular progress

reports from a Team Manager in order to
monitor the progress of a Work Package.
3 Once the external supplier is selected, the

Product Description for the selected external
supplier should be updated.
BECAUSE The composition field of a Product Description

should be used to record any change in the
status of a product.
4 Checkpoint Reports should provide progress

updates on the implementation of the new
hardware and software solution.
BECAUSE A Work Package defines the reporting

arrangements between a supplier and the
Project Board.
5 If they forecast that their Work Package will

exceed its tolerance, the selected external
supplier should provide an Exception Report for
the Project Manager.
BECAUSE The Team Manager is responsible for informing

the Project Manager if any of the agreed
tolerances for a Work Package are forecast to
be exceeded.
6 Benefit tolerance should be set in the next Stage BECAUSE Project Assurance is responsible for monitoring
Plan for Project Assurance to monitor.
the Business Case against project progress.
Page 28 of 32
Question Number 9
Syllabus Area
Controlling a Stage + Managing Product Delivery Processes
Syllabus Area
Question Number
9
Part Marks
A
3
Column 1 is a list of actions that occur during the Controlling a Stage process. For each action in Column 1, select
from Column 2 the PRINCE2 theme that is being applied. Each selection from Column 2 can be used once, more
than once or not at all.
Column 1
1 Ensure that each product in a completed Work Package has gained its required
approval, as defined in its Product Description.
Column 2
A Business Case
B Organization
C Quality
2 Carry out an analysis of a potential event that may have a favourable impact on the
projects objectives.
D Plans
E Risk
3 Define the tolerance within a Work Package to be agreed with a Team Manager.
F Change
G Progress
Page 29 of 32
Syllabus Area
Question Number
9
Part Marks
B
4
Column 1 is a list of entries from the Daily Log that were made during stage 4 in the Controlling a Stage process.
For each entry in Column 1, select the first management product from Column 2 that should be updated, or
created, as a result of the entry. Each selection from Column 2 can be used once, more than once or not at all.
Column 1
Column 2
1 The Executive has asked for a minor change to the baselined detailed design
document. This change will not affect any other products.
A Work Package
2 Staff communication was very useful in getting support from MFH staff who will be
affected by the restructuring of Facilities services.
C Issue Register
3 The Facilities Team Manager requires formal instructions to begin the planned work
to implement the future Facilities staffing structure.
4 The selected external supplier is concerned that there are delays with Government
departments getting work signed-off after completion.
B Team Plan
D Stage Plan for
stage 4
E Lessons Log
F Project Plan
Page 30 of 32
Syllabus Area
Question Number
9
Part Marks
C
5
Stage 4 has started and the Information Technology Team Manager is responsible for the Work Package
to implement the new hardware and software solution.
Answer the following 5 questions about the actions the Information Technology Team Manager should take during
the Managing Product Delivery process to deal with the events and situations described.
1 While producing the Team Plan to deliver the agreed Work Package, the Team Manager discovered that the
representatives assigned to check the products were unsuitable.
Which 2 actions should the Team Manager take in response to this situation?
A
Ask the Project Manager to confirm this information.
Discuss the situation with Project Assurance.
Advise the Project Manager of this risk.
Update the Quality Register with these concerns.
Notify the Project Manager by raising an Exception Report explaining why the reviewers are unsuitable.
2 The chair of a quality review meeting advised the Team Manager that, because there were so many major
issues, the product had been rejected. The presenter estimated that the corrections would take about two
weeks. The re-assessment of the product will take a further week resulting in a three-week delay. The Work
Package only has one-week tolerance.
A
Ask the reviewers to work overtime to prevent the delay.
Ensure that the situation is included in the next Highlight Report.
Raise an issue explaining that tolerances are forecast to be exceeded.
Advise the Project Manager of the risk that there may be a two-week delay in the delivery of one of the
products.
Ensure that the Quality Register is updated with the quality review result.
Page 31 of 32
Question continued
3 Two weeks after starting work the Team Manager noticed that each completed product had exceeded its
estimated effort by around 10%. If this trend continues the Work Package will exceed its agreed cost tolerance
of 5%.
A
Check the status of the products currently being worked on and analyze the effort expended.
Update the Stage Plan by increasing all future work estimates by 10%.
Amend the Work Package and ensure that the revised targets are met.
Escalate the situation in the next Checkpoint Report.
Raise an issue that costs will exceed tolerance if the current trend continues.
4 The Team Manager has received notification that the new hardware and software solution has been installed
and completed, but there is a concern that it has not been approved by the appropriate people.
Which 2 actions should the Team Manager take to check that the products have been approved as required?
A
Check the Quality Register for the sign-off date on which the quality activity was complete.
Check the Product Descriptions to ascertain who should have approved the products.
Check the Configuration Management Strategy for product handover procedures.
Check the approval method required in the Work Package.
Check the Product Descriptions for the quality method required.
5 The Work Package has been in progress for four weeks and has four weeks remaining. The Information
Technology Team Manager is concerned that he has no idea what the Facilities Team Manager is doing about
preparing to implement the new Facilities staffing structure. He is uncertain about what should be happening.
Which 2 initial actions should the Team Manager take in response to this concern?
A
Notify the Project Manager by raising an Exception Report.
Raise this concern in the next fortnightly Highlight Report.
Check the Communication Management Strategy to ascertain what records of communications with the
selected external supplier are required.
Check the Information Technology Work Package for development interfaces.
Raise an issue to notify the Project Manager of this concern.
Page 32 of 32
Pagination Control
Note: For Multiple Response (MR) questions, 1 point is

scored if and only if all correct options are selected.
Otherwise 0 points are scored.
Marking Scheme
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MG
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Instructions
Start of Exam
Question 1

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Pagination Control
Rationale
Question: 1, Syllabus: SI, Part: A, Type: MG, SyllabusRef: SU0302, Level: 3
1 Correct [B]: This information will be valuable when the external supplier list is prepared for this
project. This lesson should have been identified and captured during the activity
Capture previous lessons. Ref. A.14.2 / 12.4.2.
2 Correct [D]: Understanding the objectives of, and the reasons for, the project as defined in the
project mandate, is one of the recommended actions within the Prepare the outline
Business Case activity. Ref. 12.4.4 / A.2.2
3 Correct [E]: This outlines the selected approach to be taken by the project. Ref. 12.4.5 / A.19.2
4 Correct [F]: This is a planning assumption that should be included in the Initiation Stage Plan.
Ref. 12.4.6 / A.16.2.
Question: 1, Syllabus: SI, Part: B, Type: CL, SyllabusRef: SU0402, Level: 4

1
A Incorrect: The Executive role description should be created earlier in the Starting up a
Project process, when appointing the Executive. (12.4.1)
B Incorrect: The Project Manager is responsible for creating role descriptions for the
remaining project management team, not the Executive. (12.4.1/12.4.3)
C Correct: The Executive role description should be created earlier in the Starting up a
Project process, when appointing the Executive. (12.4.1)
D Incorrect: The Project Manager is responsible for creating role descriptions for the
remaining project management team, not the Executive. (12.4.1/12.4.3)
2
A Incorrect: The Capture previous lessons activity should have taken place and the Lessons
Log created. This is not a risk. It is a lesson to be applied to this project that
would ideally have been identified earlier. (12.4.2)
B Incorrect: The Capture previous lessons activity should have taken place and the Lessons
C Correct: The Capture previous lessons activity should have taken place and the Lessons
D Incorrect: This is not a risk and the Risk Register is not created until the Initiation Stage.
This is a lesson to be applied to this project that should be recorded in the
Lessons Log. (12.4.2/14.4.1)
3
A Correct: When preparing the outline Business Case, the Executive should understand
where funding is coming from. (12.4.4)
B Incorrect: Funding is made available stage by stage. All funding does not therefore have to
be made available at the outset. (12.4.4/10.3.2)
C Incorrect: When preparing the outline Business Case, the Executive should understand
where funding is coming from. (12.4.4)
D Incorrect: The Executive is responsible for preparing the outline Business Case. (Table
12.4)
4
A Incorrect: These are principles of PRINCE2, but the Project Manager should define
reporting and control arrangements for the initiation stage. Controls for the
project will be determined during the initiation process. (12.4.6/14.4.5)
B Incorrect: This does enable critical assessment of ongoing viability, but the Project
Manager should define reporting and control arrangements for the initiation
stage. Controls for the project will be determined during the initiation process.
(12.4.6/14.4.5)
C Incorrect: Preparing the Initiation Stage Plan, and therefore the reporting and control
arrangements within it, is the responsibility of the Project Manager. (Table 12.6)
D Correct: The Project Manager should define reporting and control arrangements for the
initiation stage only. Controls for the project will be determined during the
initiation process. (12.4.6/14.4.5)
Question: 1, Syllabus: SI, Part: C, Type: CL, SyllabusRef: IP0402, Level: 4

1
A Incorrect: Lessons should be sought from similar previous projects, corporate or
programme management, and external organizations related to risk
management. However, the Risk Management Strategy should be derived from
the corporate risk management policy and/or a risk management process guide
(or similar documents). It should be created during the initiation stage. Ref.
8.3.2.
B Incorrect: The external supplier would not be a suitable owner for any risks associated with
products for which they are not responsible. The Risk Management Strategy
should be created during the initiation stage. Ref. 8.3.2 / 8.3.5.4.
C Correct: Without an ongoing and effective risk management procedure it is not possible
to be confident that the project is able to meet its objectives and therefore
whether it is worthwhile for it to continue. The Risk Management Strategy is
created during the initiation stage. Ref. 8.1.
D Incorrect: It is irrelevant whether the supplier is external or internal to the corporate
organization. The Risk Management Strategy is created during the initiation
stage. Without an ongoing and effective risk management procedure it is not
possible to be confident that the project is able to meet its objectives and
therefore whether it is worthwhile for it to continue. Ref. 8.1.
2
A Incorrect: A Change Authority should be capable of adequately representing the business,
user and supplier stakeholder interests. The external supplier represents the
supplier interest only. Ref. C.8.2.
B Incorrect: This is a responsibility of the Senior Supplier. However, a Change Authority
should be capable of adequately representing the business, user and supplier
stakeholder interests. The external supplier represents the supplier interest only.
Ref. C.8.2.
C Correct: A Change Authority should be capable of adequately representing the business,
user and supplier stakeholder interests. The external supplier represents the
supplier interest only. The selected external supplier does not represent the
business or user interests on this project. Ref. 9.3.3.2 / C.8.2.
D Incorrect: The Change Authority can be delegated by the Project Board to any person or
group. Ref. C.8. / 9.3.3.2.
3
A Correct: The standards to be used, and the means of assessing them, must be
documented and agreed before the project can be approved. It is the role of
Project Assurance to ensure the Quality Management Strategy meets the needs
of the Project Board and/or corporate or programme management. Ref. 14.4.3 /
A.22.3.
B Incorrect: Customer's quality expectations and acceptance criteria are specified by the
Project Board. Ref. 6.3.1.1/ 6.3.1.2.
C Incorrect: The corporate quality management system is not developed within the scope of
the project. It is a prerequisite to understand the quality requirements, not the
existence of a corporate quality management system. It is one of the roles of
Project Assurance to check that the Quality Management Strategy meets the
needs of the Project Board. Ref. 14.4.3.
D Incorrect: Whilst Project Assurance does report to the Project Board, the role is also
responsible for supporting the Project Manager. Project Assurance provides
advice and guidance on issues such as the use of corporate standards. Ref.
5.3.2.3.
4
A Incorrect: This is true. However, stage-level tolerances are set by the Project Board and
Work Package-level tolerance is set by the Project Manager. Any forecast
exception at these levels should be escalated to the next level of management.
Ref. 10.2.3 / 10.3.1.1.
B Incorrect: This is true. However, stage-level tolerances are set by the Project Board and
Work Package-level tolerance is set by the Project Manager. Any forecast
exception at these levels should be escalated to the next level of management.
Ref. 10.2.3 / 10.3.1.1.
C Incorrect: The issue and change control procedure is recorded in the Configuration
Management Strategy, which forms part of the Project Initiation Documentation.
Stage-level tolerances are set by the Project Board and Work Package-level
tolerance is set by the Project Manager. Any forecast exception at these levels
should be escalated to the next level of management. Ref. 10.2.3.
D Correct: Stage-level tolerances are set by the Project Board and Work Package-level
tolerance is set by the Project Manager. Any forecast exception at these levels
should be escalated to the next level of management. Ref. 10.2.3.
Question: 2, Syllabus: OR, Part: A, Type: MR, SyllabusRef: OR0401, Level: 4
1
A Incorrect: Acceptance of a solution is not a reason for appointing someone to the role of
Executive. This does not indicate any of the required competences required for
the role of Executive. Ref. 5.3.2.2 / 5.2.5.
B Correct: The Executive has to ensure that the project gives value for money, ensuring a
cost-effective approach to the project, and balancing the demands of the
business, user and supplier. Ref. 5.3.2.2 / 5.2.5.
C Correct: As Chief Executive Officer of the Ministry he has ultimate authority for the
organization and can provide a single point of accountability for the project. This
is a PRINCE2 reason. Ref. 5.3.2.2./ 5.2.5.
D Incorrect: The role of the Executive is vested in one individual, so that there is a single
point of accountability for the project. Ref 5.3.2.2./ 5.2.5.
E Incorrect: The Executive has to balance the demands of the business, user and supplier.
Being an accountant does not fulfil this requirement. The Payroll Manager may
provide assurance to the Executive, assuring value for money and a costeffective approach to the project. Ref. 5.3.2.2.
2
A Incorrect: The Senior User specifies the requirements and commits user resources. The
Teamtech Account Manager represents a supplier. Ref. 5.3.2.2./ 5.2.5.
B Correct: The Senior User is responsible for specifying the needs of those who will use the
project's products. Ref. 5.3.2.2./ 5.2.5.
C Incorrect: Teamtech are performing an advisory role on this project (Project Assurance).
They are not in a position to make decisions or commit resources on behalf of
the users. Ref. 5.3.2.2.
D Correct: The role represents those who will use the project's products, including
operations and maintenance. This positions the Hardware Manager as a Senior
User. Ref. 5.3.2.2.
E Incorrect: Those providing specialist resources to the project represent a supplier interest.
Ref. 5.2.5.
3
A Correct: As a supplier, she will be supplying resources and products to the project. She
can contribute supplier opinions to the Project Board this is a responsibility of
the Senior Supplier. Ref. 5.3.2.2./ 5.2.5.
B Correct: The Senior Supplier represents the interests of those designing, developing,
facilitating, procuring and implementing the project's products. Ref. 5.3.2.2./
5.2.5.
C Incorrect: The statement, 'the outcome will have an impact on him', indicates that the
Hardware Manager is a user for this project. Ref. 5.2.5 / 5.3.2.2.
D Incorrect: If necessary, more than one person may be required to represent the suppliers.
Ref. 5.3.2.2 / 5.2.5.
E Incorrect: An individual's support of the initiative is not a suitable reason for appointing
them as a Senior Supplier. Ref. 5.3.2.2./ 5.2.5.
4
A Incorrect: A user of a project can represent Business Project Assurance. Those

representing the business and user interests both come from the customer
organization. Ref. 5.2.5.
B Incorrect: All Project Assurance roles should be independent of the Project Manager. Ref.
5.3.2.3.
C Incorrect: Teamtech Consultants are an external supplier. Their own business interests are
likely to conflict with those of their customer. Ref. 5.2.5 / C.7.1.
D Correct: Business Project Assurance is responsible for reviewing project finances and
checking that any supplier or contractor payments are authorized. Ref. C.7.1.
E Correct: Business Project Assurance is responsible for reviewing the Business Case for
compliance with corporate or programme standards. Ref. C.7.1.
A Incorrect: Specifying needs is not a Project Assurance responsibility. Ref. C.7.1.

B Correct: Supplier Project Assurance is responsible for advising on the selection of the
development strategy, design and methods. Ref. 5.3.2.3 / C.7.1.
C Incorrect: Being well-regarded is not a suitable reason for appointing someone as
Supplier Project Assurance. Ref. 5.3.2.3 / C.7.1.
D Correct: Supplier Project Assurance advises on potential changes and their impact on
the correctness, completeness and integrity of products against their Product
Description from a supplier perspective. Ref. C.7.1.
E Incorrect: Project Assurance must be independent of the Project Manager and Project
Support, but is a responsibility of the Project Board. Ref. 5.3.2.3 / C.7.1.
A Incorrect: Being supportive of the change does not qualify these individuals for the role of
User Project Assurance. Ref. 5.3.2.3. / C.7.1.
B Correct: This is a responsibility of User Project Assurance. Ref. 5.3.2.3. / C.7.1.
C Incorrect: These individuals can ensure that the solution will meet the needs of their own
teams. Assurance roles should be objective and should remain independent of
the Project Manager. Ref. C.7.1.
D Incorrect: Conflict can be managed. This is not a suitable reason for selecting two people
rather than one. Ref. 5.3.2.3.
E Correct: User Project Assurance is responsible for ensuring that user's needs are
accurate and that the solution will meet these needs. Ref. C.7.1/C.7.2.
Question: 2, Syllabus: OR, Part: B, Type: AR, SyllabusRef: OR0401, Level: 4

True: Senior Suppliers provide supplier
1 False: Teamtech are simply providing
specialist resources. As an
resources to deliver the project's
organization they are not responsible
products. Ref. 5.3.2.2 / C.4.1.
for delivering the project's products.
Ref. 5.3.2.2.
2 False: The Chief Finance Officer is not
False: It is the Senior User not the Senior
supplying any specialist products or
Supplier who must demonstrate that the
resources to this project. She does not
forecast benefits are realized. Ref.
represent those designing, developing
5.3.2.2.
or implementing the project's products.
Ref. 5.3.2.2 / C.4.1.
3 True: Project Board appointments should be True: Assessing the viability of the project
amended at each stage boundary to
approach is a responsibility of the
reflect major changes needed for the
Senior Supplier. However, as the project
next stage. Ref. 5.3.2.9 / 17.4.1.
approach has already been confirmed
by the selection of a supplier, it is not the
reason for the Assertion. The answer is
B. Ref. C.4.1.
4 True: The role of Project Support is not
False: This is a responsibility of the Senior
optional, but the allocation of a
User, not Project Support. Ref. C.3.1 /
separate individual or group to carry
C.9.1.
out the required tasks is. Project
Support defaults to the Project
Manager. Ref. 5.3.2.8.
5 False: The Senior Supplier role would need
True: The Senior Supplier is ultimately
representatives from the Facilities and
accountable for supplier products. Ref.
Information Technology Departments.
5.3.2.2.
The Hardware Manager is not
supplying anything on this project and
does not have the necessary authority
to represent the delivery of all of the
Information Technology products. Ref.
C.4.
6 True: The Payroll Manager has the qualities False: PRINCE2 does not specify necessary
to monitor the project finances and
professional and/or technical
experience in business-level strategic
qualifications for a business assurance
and risk management. Ref. C.7.1.
role. Ref. C.7.1.
Question: 3, Syllabus: QU, Part: A, Type: CL, SyllabusRef: QU0301, Level: 3

1
A Correct: This is a measurable definition of an attribute required from the project's finished
products. Ref. 6.3.1.2.
B Incorrect: This is stating how the products will be managed rather than an acceptance
criterion that it must achieve to be acceptable to the stakeholders. Ref. 6.3.1.2.
C Incorrect: The skills and resources required to create a product do not form part of the
product's acceptance criteria. Ref. 6.3.1.2.
D Incorrect: The timing of the appointment of the selected external supplier is not an
acceptance criterion. Acceptance criteria are a list of criteria which the project's
product must meet before the customer will accept it. Ref. 6.3.1.2.
2
A Correct: The skills and resources required to create the projects' products should be
recorded here. Ref. A.21.2.
B Incorrect: This describes the approach to developing the future Facilities staffing structure.
This should be recorded under the 'Project approach' in the Project Brief. Ref.
A.19.2.
C Incorrect: This is an acceptance responsibility. It does not relate to the development skills
or area which should provide development resources for the creation of this
product. Ref. A.21.2.
D Incorrect: This is a quality responsibility and should be documented in the Product
Description for the contract, not the Project Product Description. Ref. A.17.2.
3
A Incorrect: This is an objective or outcome of the project. There is no acceptable deviation
from the measure given in this statement. Ref. A.21.2.
B Incorrect: As soon as possible is not measurable. There is no deviation from the
expected target defined. This could be recorded as a possible risk response
action. Ref. 8.3.5.3 / A.21.2.
C Incorrect: This is not a measurable requirement. This is a customer's quality expectation.
Ref. A.21.2.
D Correct: This is a measurable criterion with an acceptable deviation but there is no
specification of the acceptable deviation. Ref. A.21.2.
4
A Incorrect: It may be appropriate to record this under the Acceptance responsibilities
heading in the Project Product Description. This is not an acceptance method.
Ref. A.21.2.
B Correct: This describes a means by which acceptance of the new hardware and software
solution will be confirmed. Ref. A.21.2.
C Incorrect: This is an acceptance responsibility and belongs under the Acceptance
responsibilities heading. It does not state the means by which acceptance will
be confirmed. Ref. A.21.2.
D Incorrect: This describes one of the 'Development skills required' for this project and
belongs under the associated heading. It is not a method for confirming that the
project's products have been approved. Ref. A.21.2.
Question: 3, Syllabus: QU, Part: B, Type: CL, SyllabusRef: QU0302, Level: 3

1
A Incorrect: This was not specified on the Product Description, nor was it stated in the
corporate branding standards. The producer should not agree to this further
work without the necessary clarification on requirements. Ref. Table.9.1.
B Incorrect: The producer has met the requirements stated in the Product Description,
therefore this is not an off-specification. Ref. Table.9.1.
C Correct: The issue is a request for change as it is a change to the baselined Product
Description and needs to be managed formally. Ref. Table.9.1.
D Incorrect: The quality review chair does not have the authority to grant concessions. This
would need to be approved by the Project Board, or its delegated Change
Authority. Ref. 6.3.2.1. / Table 9.2.
2
A Incorrect: The Product Description stated that the product should be black and white. The
producer has delivered as requested. Ref. 6.3.2.1.
B Incorrect: There is no error in the product delivered as this was stated as a requirement.
The product meets the specification. Ref. 6.3.2.1.
C Incorrect: The quality review chair does not have the authority to grant a concession. This
would need to be approved by the Project Board or the delegated Change
Authority. Ref. Table 9.2.
D Correct: This was not stated as a requirement in the Product Description. The comment
is simply an observation about what the product looks like. Ref. 6.3.2.1.
3
A Correct: The producer has not met the specification given in the Product Description, but
there is +2 days tolerance within which this can be corrected. Ref. 6.3.2.1 / Table
9.2.
B Incorrect: There is no need to raise an issue because this may be resolved within the
tolerance provided for this Work Package. It will not need to be escalated unless
it cannot be completed within the agreed Work Package tolerances. Ref. Table
9.2.
C Incorrect: No request for change is necessary because this was specified in the Product
Description. The producer has not delivered the original specification and
should agree to complete the necessary actions to correct this within the time
available. It is not therefore necessary to raise an issue at this time. Ref. Table
9.2.
D Incorrect: This was specified in the Product Description. The product does not meet the
original specification and must be corrected before it can be signed-off. There is
time to resolve the problem. There is no requirement to raise an issue at this
time. Ref. 6.3.2.1. / Table 9.2.
4
A Correct: This was specified as a requirement in the Product Description. The producer
available. If a product does not, or is forecast not to, meet its specification, an
issue should be raised (off-specification). It will be more than the specified 60
pages. Ref. Table 9.2.
B Incorrect: This was specified as a requirement in the Product Description. The producer
issue should be raised (off-specification). Ref. Table 9.2.
C Incorrect: This was specified as a requirement in the Product Description. The producer
issue should be raised (off-specification). It will be more than the specified 60
pages. Ref. Table 9.2.
D Incorrect: This was specified in the Product Description. The product does not meet the
original specification and must be corrected before it can be signed-off. There is

time to resolve the problem, but doing so will exceed the quality criteria. This will
require escalation in the form of an issue. Ref. 6.3.2.1. / Table 9.2.
Question: 3, Syllabus: QU, Part: C, Type: CL, SyllabusRef: QU0401, Level: 4
1
A Incorrect: This is the purpose of the Quality Management Strategy document and this
should be stated in the Introduction section. Ref. A.22.2.
B Incorrect: The Quality Management Strategy is approved by the Project Board. The Project
Manager will maintain it. Any changes will be approved by the Project Board.
Ref. 17.4.1.
C Incorrect: The Project Manager is responsible for implementing the Quality Management
Strategy. Project Assurance will provide assurance to the Project Board that it is
being implemented correctly. Ref. C.7.
D Correct: Entry 3 refers to one quality responsibility of Project Assurance and should
therefore appear in the 'Roles and responsibilities' section. Ref. A.22.2 / Table
6.3.
2
A Incorrect: Any known quality control standards that are to be applied to the project should
be documented in the Quality Management Strategy. Ref. 6.3.2.
B Incorrect: The MFH document standards should be recorded here. This is a quality
standard that should be followed. The Configuration Management Strategy
should contain the change control procedures to be followed by the project. Ref.
A.6 / A.22.2.
C Correct: The additional information explains that this is a company standard that is to be
complied with. It should therefore be recorded under the 'Quality standards'
heading. Ref. A.22.2.
D Incorrect: The change control procedures to be used will be contained in the Configuration
Management Strategy. Ref. A.6
3
A Incorrect: The Quality Management Strategy should state what quality records will be
required. The Quality Register is a vital requirement. Ref. A.22.2.
B Incorrect: The Quality Register is NOT a report. It will be the source of information to be
included in quality management reports. Ref. A.22.2.
C Correct: The Records section of the Configuration Management Strategy will contain this
information. Ref. A.6.2.
D Incorrect: The project should be able to demonstrate that each product has gained the
necessary approvals as specified in its Product Description, so this information
is needed. Ref. 6.3.2.2.
4
A Incorrect: This is correctly recorded under the heading of Roles and responsibilities. The
Records section defines what quality records will be required and where they will
be stored. Ref. A.22.2 / 17.4.1.
B Incorrect: Team Managers are responsible for reporting quality activities in Checkpoint
Reports. Ref. 16.4.2.
C Incorrect: The Project Manager creates the Quality Register. The Quality Management
Strategy defines the procedure for updating it. Ref. 16.4.2 / A.22.2.
D Correct: Supplier Project Assurance is responsible for reviewing Product Descriptions to
ensure the product can be achieved. User Project Assurance should review
Product Descriptions to ensure the product meets the users' needs. Ref. C.7.1.
Question: 4, Syllabus: PL, Part: A, Type: MG, SyllabusRef: PL0301, Level: 3

1 Correct [A]: This is the Plan Description, because it describes what the plan covers. Ref. A.16.
2 Correct [F]: Reporting to the Project Board is the responsibility of the Project Manager, and the
frequency of reporting is documented in the Stage Plan under the heading of
Monitoring and Control. Ref. A.16.
3 Correct [C]: The plan does not require these for the stage to start, but it does require them to
complete the creation of products within this stage. They are external
dependencies. Ref. A.16.
4 Correct [B]: The decision to progress with this project, using this approach, is a prerequisite of
this plan, and must remain in place for the plan to succeed. Ref. A.16.
5 Correct [E]: MFH has no experience in restructuring. So this piece of information, from another
Ministry, will be invaluable when creating the plan. It is therefore a lesson
incorporated into planning. Ref. A.16.
6 Correct [H]: The estimated budget and timescale for the stage will be recorded in the Stage
Plan together with any permissible deviation from these Ref. A.16.
Question: 4, Syllabus: PL, Part: B, Type: AR, SyllabusRef: PL0401, Level: 4
1 False: 20k is within the stage 2 tolerance of False: If the deviation is within tolerance, then
45k, so no escalation is needed. Only
corrective action can be taken to deal
when the tolerance is forecast to be
with it by revising the Stage Plan for the
exceeded does an exception situation
current stage. Ref. 15.4.8.
exist - managed through production of
an Issue Report, followed by an
Exception Report. Ref. 10.3.4.
2 True: When producing a Team Plan, supplier True: Supplier assurance will check that the
assurance is consulted to ensure that
Team Plan is in accordance with
the Team Plan is viable and in
supplier standards. This is the reason
accordance with relevant supplier
that supplier assurance is consulted, so
standards. Ref. 16.4.1.
the answer is A. Ref. 16.4.1.
3 True: Stage 2 is the next stage after initiation, False: Each Stage Plan is produced near the
and the plan for this should be
end of the previous stage. Ref. 7.2.5.
prepared near the end of the initiation
stage. Ref. 7.2.5.
4 False: Closing a Project is a process and is True: The Project Plan will contain an outline of
not planned as a stage. Ref. 18.3.
all the management stages after
initiation. Ref. 7.2.4.
5 False: Stage tolerances may vary from stage False: Stage tolerances will vary according to
to stage. The Project Board should
the circumstances of the stage. The
allocate tolerances for each
Project Board should allocate tolerances
management stage when approving the
for each management stage when
next Stage Plan. Ref. 10.3.1.1 / 13.4.3.
approving the next Stage Plan.. Ref.
13.4.3.
6 True: The feasibility study (project mandate) False: The feasibility study will provide input to
provides the terms of reference for the
the Project Brief, but will not contain all
project and is refined to develop the
cost information. This will not be known
Project Brief. Ref. 12.3.
until the Project Plan is complete. Ref.
14.4.6.
Question: 5, Syllabus: BC, Part: A, Type: MR, SyllabusRef: BC0301, Level: 3

1
A Incorrect: This is an expected benefit of the project, not the reason for doing it. Ref.
4.3.4.2.
B Incorrect: This is a reason for the contracting option, one of the business options. It would
appear under the Business options heading. Ref. A.2.2.
C Correct: This is a reason for undertaking the project. Ref. 4.3.4.1.
D Incorrect: Relocating staff is a consequence of the project, not a reason for undertaking the
project. Ref. A.2.2.
E Correct: This is both a problem and a reason for undertaking the project. Ref. 4.3.4.1.
2
A Correct: This is describing an option considered to address the business problem. Ref.
4.3.4.2.
B Correct: This is describing an option considered to address the business problem. Ref.
4.3.4.2.
C Incorrect: This is how the project would be resourced and the products developed. This
would be in the project approach within the Project Brief. Ref. A.19.
D Incorrect: This is the method to be used for managing the project. It has nothing to do with
options to solve the business problem. Ref. A.20.2.
E Incorrect: This kind of information will either be in the project approach (A.19) or in the
plans Ref. A.16.
3
A Incorrect: This is part of the business cost for operating the services. It is not an expected
benefit for the project. Ref. A.2.2.
B Incorrect: This is describing a reason for choosing an option rather than the project
benefits. Ref. A.2.2.
C Correct: This is a benefit as it is part of the totality of change caused by the project. Ref.
4.3.4.3.
D Correct: Reducing costs is a benefit of the project. Ref. 4.3.4.3.
E Incorrect: The cost of the project and unspecified savings are not benefits. Ref. 4.3.4.6.
4
A Incorrect: This information will be in the Costs section of the Business Case. Ref. A.2.2.
B Correct: The loss of morale is a dis-benefit as it will affect the efficiency and retention of
staff. Ref. 4.3.4.4.
C Incorrect: This is the period over which the project will run and will be contained in the
Timescale section of the Business Case. Ref. A.2.2.
D Incorrect: A dis-benefit is a known negative effect or outcome. Dis-benefits are
consequences of an activity, whereas, by definition, a risk has some uncertainty
as to whether it will materialize. This is a risk. Ref. A.2.2.
E Correct: This is viewed as a dis-benefit which has been accepted because it is
outweighed by the benefits. Ref. 4.3.4.4.
5
A Incorrect: This is simply a detail from the Project Plan concerning one product. Ref.
4.3.4.5.
B Correct: Corporate/programme management will wish to know over what period the
cost/benefit analysis will be based. Ref. 4.3.4.5.
C Incorrect: This may be a risk, but there is no indication that the scope may be changed. It
has no bearing on the current situation. Ref. 4.3.4.4.
D Correct: This is when benefits should start to be realized and is very important to the
Business Case. Ref. 4.3.4.3.
E Incorrect: This is simply a detail from the Project Plan concerning one product. Ref.
4.3.4.5.
A Correct: This is a risk that will affect the project outcome. It is phrased correctly as a risk,
B Correct:
C Incorrect:
D Incorrect:
E Incorrect:
stating cause, event and effect. Ref. 4.3.4.8.

The co-operation of staff is important to the nature of this project. Any resistance
on their part will cause serious problems. Ref. 4.3.4.8.
Not funded by MFH, this is a risk to the external supplier's Business Case. Ref.
4.3.4.8.
This is simply a statement of fact about the initial estimate for the duration of the
project. There is no indication that this is a problem for the project. Ref. 4.3.4.5.
This is how the project will be controlled and is not a risk to the project, because
the stages can be easily restructured. Ref. 14.4.5.
Question: 5, Syllabus: BC, Part: B, Type: AR, SyllabusRef: BC0401, Level: 4

1 True: In a commercial context, there are at
True: All costs incurred in the delivery of the
least two Business Cases - the
project, should be included in the
customer's and the supplier's. For a
customer's Business Case. A supplier
successful project, both must
will have their own set of costs and
demonstrate continued business
benefits, and therefore their own
justification. Ref. 19.6.1.1.
Business Case. Answer B. Ref. 4.3.4.6.
2 True: The information in the Business Case True: This supports the investment appraisal
is used to compare the development,
for a project and drives the justification
maintenance and operational costs
for the project. This is the reason for the
with the value of the benefits over a
assertion. The answer is A. Ref 4.3.4.7.
period of time. Ref. 4.3.4.7.
3 False: This is stated as a risk tolerance in the True: The Business Case should contain a
Project Scenario. This information
summary of the key risks, together with
should be captured in the Risk
the likely impact and plans should they
Management Strategy. Ref. 4.3.4.2.
occur. Ref. A.2.2 / 4.3.4.8.
4 True: All benefits should be identified in order True: The Business Case should list each
to provide a justification for undertaking
benefit that it is claimed would be
the project. Ref. 4.3.4.3.
achieved by the project's outcome. This
is not the reason for the assertion. The
answer is B. Ref 4.3.4.3.
5 False: The End Project Report will report on False: Some benefits may be achieved before
benefits achieved to date, however the
the project ends but most will be
total savings will not be measurable at
achieved post-project. Ref. 4.3.4.3.
this time. Ref. A.8.2.
6 True: The Project Board approves the
True: The Benefits Review Plan is created
Benefits Review Plan and should
when refining the Business Case. Ref.
ensure that the mechanisms for
14.4.7. This is not why the Project Board
measuring/reviewing the projected
should ensure that the mechanisms for
benefits are established and planned.
measuring the benefits are included. The
Ref. 13.4.2/ A.1.1.
answer is B.
Question: 6, Syllabus: RK, Part: A, Type: MR, SyllabusRef: RK0301, Level: 3

1
A Incorrect: Dealing with problems is part of the issue and change control procedure and is
not appropriate for risk management. It would be given in the Configuration
Management Strategy. Ref. A.6.
B Correct: This statement is identifying how the scales for estimating probability will be
used. It would be added under the Risk management procedure heading. The
scales are defined in another section of the Risk Management Strategy. Ref.
A.24.2.
C Incorrect: All identified threats and opportunities should be captured, particularly those
which are estimated to have a greater impact on the project, and information on
them should be maintained in the Risk Register. Ref. 8.3.4.
D Correct: This is the standard method of defining risks once they have been identified as
either a threat or an opportunity. Ref. 8.3.5.1.
E Incorrect: This is the definition of a risk response category and does not belong under this
heading. Ref. A.24.2 / Table 8.2.
2
A Incorrect: This is a risk management responsibility and should be recorded under the
section for 'Roles and responsibilities'. Ref. A.24.2.
B Correct: When reporting on the stage end, a summary of the current aggregated risk
exposure is produced for the End Stage Report. Ref. 17.4.4/A.9.2.
C Incorrect: If this is true, this is a reporting requirement that should appear in the
Configuration Management Strategy, not the Risk Management Strategy. Ref.
9.3.1.1.
D Incorrect: This is guidance on how proximity for risk events is to be assessed and should
be recorded under the 'Proximity' heading in the Risk Management Strategy.
Ref. A.24.2.
E Correct: The Highlight Report contains a summary of the risks. A summary risk profile is
an ideal means of providing this information. Ref. 8.3.5.5.
3
A Incorrect: The risks to the selected external suppliers Business Case is not a concern of
the project. It may also be commercially sensitive to the selected external
supplier, so they may not be willing to provide this information, even if it were to
be requested. Ref. 8.1.
B Incorrect: The Project Board manages by exception, meeting at the end of each stage or
in exception situations. The project-level risk tolerance is set during the initiation
stage, when preparing the Risk Management Strategy. Ref. 10.3.1.2.
C Correct: At the end of each stage, when preparing the plan for the next stage, the Project
Manager should consult with the risk owners to check on the status of risk
responses. This is a time-driven activity to manage risks and should therefore
be recorded here. Ref. 17.4.1.
D Incorrect: Risks identified whilst developing products during the Executing a Work
Package activity should be notified to the Project Manager so that the
appropriate course of action can be decided. This is not a time-driven activity
that can be planned for. Ref. 16.4.2.
E Correct: This is a time-driven responsibility. The Project Board ensures the exposure to
risk is still acceptable and being controlled. Ref. 13.4.3.
4
A Incorrect: This describes the assignment of risk owners, part of the risk management
procedure and should be recorded under the 'Implement' step. Ref. 8.3.5.4.
B Incorrect: This should be recorded under the Reporting heading in the Risk Management
Strategy. Ref. A.24.4.
C Incorrect: All stage tolerances are allocated by the Project Board, not the Project Manager.
Ref. Figure 10.1.
D Correct: Project Assurance is responsible for ensuring that all aspects of risk
management in the project are in line with the Risk Management Strategy. Ref.
8.4/C.7.1.
E Correct: This shows the responsibility for a risk management activity. Ref. 8.3.5.1 /
A.24.2.
5
A Correct: This provides guidance on how proximity for risk events is to be assessed.
Typical proximity categories will be imminent, within the stage, within the project,
beyond the project. Ref. A.24.2.
B Incorrect: This is a proximity assessment for a specific risk which would be recorded in the
Risk Register. Ref. A.25.
C Correct: This is an acceptable definition for what is meant by an imminent proximity risk.
Ref. A.24.2.
D Incorrect: The proximity of a risk is irrelevant to its impact and does not offer guidance on
how proximity will be assessed. Ref. A.24.2.
E Incorrect: This is a proximity assessment for a specific risk which would be recorded in the
Risk Register. Ref. A.25.
A Correct: 'Project tolerance' means the amount of risk the project can take before
escalation. As such, it records the level of risk expectations of corporate or
programme management and the Project Board. Ref. A.24.2.
B Correct: This will enable the Project Board to assess risks before they reach the
threshold level of risk exposure that will not be tolerated by corporate
management. Ref. A.24.2.
C Incorrect: The Risk Management Strategy should define the risk expectations of corporate
or programme management and the Project Board. Risk tolerance may be
allocated to Team Managers. This would be recorded in the Work Package.
Ref. A.24.2 / A.26.2.
D Incorrect: It is not the purpose of tolerance to pay for risk fallback plans. In addition, there
should be a risk budget to fund responses to risk. Ref. A.24.2.
E Incorrect: The risk budget and how it will be used is contained in the Risk budget section.
No tolerance is assigned to the risk budget. Ref. A.24.2.
Question: 6, Syllabus: RK, Part: B, Type: MG, SyllabusRef: RK0302, Level: 3

1 Correct [B]: This response will help to reduce the probability of the event occurring, but it may
not be enough to totally prevent the risk from happening. Ref. 8.3.5.3.
2 Correct [D]: This response is transferring some of the financial impact of the threat to the third
party supplier. Ref. 8.3.5.3.
3 Correct [B]: This response will help to reduce the probability of the event occurring, but it may
not be enough to totally prevent the risk from happening. Ref. 8.3.5.3.
4 Correct [E]: This is based on trust and no action is taken. The threat is accepted. Ref. 8.3.5.3.
5 Correct [C]: This response will only be actioned when MFH is in difficulty, i.e. when the risk has
become an issue. This will not change the likelihood of the risk occurring. Ref.
8.3.5.3.
6 Correct [B]: This may help the situation and reduce the probability of the risk occurring, but it is
unlikely to totally prevent the risk from happening. Ref. 8.3.5.3.
Question: 7, Syllabus: CH, Part: A, Type: CL, SyllabusRef: CH0305, Level: 4

1
A Correct: Every project requires a Configuration Management Strategy. Products and
responsibilities are always unique, so a simple reference to standards is
insufficient. Ref. 9.3.1.
B Incorrect: The project's Configuration Management Strategy will define how products will
be managed and stored for this project. This information will be used to create
Work Packages for suppliers, explaining the 'Configuration Management
requirements' they are to follow in this project. Ref. 9.3.1.1 / A.26.2.
C Incorrect: A reference to existing standards would be acceptable, together with the 'Roles
and responsibilities' that also need to be recorded. This information does not
have to be recorded in a separate document. It may be referenced in the Project
Initiation Documentation, but under the heading of 'Configuration Management
Strategy', not the 'Quality Management Strategy'. Ref. 9.3.1.1.
2
A Incorrect: This task should be assigned to project or programme support where available.
Ref. C.9.1.
B Incorrect: This can be a central role, with responsibility for more than one project at any
one time. Ref. C.9.
C Correct: Having created the corporate document control process, the MFH Quality
Manager is a suitable person to take on this role. Ref. C.9.
Question: 7, Syllabus: CH, Part: B, Type: CL, SyllabusRef: CH0303, Level: 3

1
A Correct: If any proposed options would take the stage or project beyond agreed
tolerances, an Exception Report should be prepared for that option. Ref. 9.3.3.4.
B Incorrect: The change has not yet been approved. Configuration Item Records affected by
the change should be updated when implementing the change, or when taking
corrective action. Ref. 15.4.8.
C Incorrect: An Exception Plan would be created to replace the Stage Plan for stage 3. This
will not take place until an Exception Report has been approved. Ref. 9.3.3.4/5.
D Incorrect: An Exception Plan would be created to replace the Stage Plan for stage 3. This
will not take place until an Exception Report has been approved. Ref. 9.3.3.4/5.
2
A Incorrect: The cost of the project will reduce to 1.25m. The Stage Plan for stage 3 will
require an 100,000 of this budget to implement the change. Ref. Add Info.
B Incorrect: The cost of the project will reduce to 1.25m. The Stage Plan for stage 3 will
require 100,000 of this budget to implement the change. Ref. Add Info.
C Correct: The cost of the project will reduce to 1.25m. The Stage Plan for stage 3 will
D Incorrect: The cost of the project will reduce to 1.25m. The Stage Plan for stage 3 will
3
A Incorrect: There are several risks that will impact upon the Restructuring project as a result
of the de-scoping of Facilities services, e.g. the specification of the new
software solution may no longer meet requirements. Ref. 9.3.3.2.
B Incorrect: This is a fact and will be taken into account when responses to the issue are
considered. Ref. 9.3.3.2.
C Incorrect: This is a fact and will be taken into account when responses to the issue are
considered. Ref. 9.3.3.2.
D Correct: This is a risk, because the specification was based upon the restructured
Facilities processes and may not fulfil the needs of the existing Facilities
processes. Ref. 9.3.3.2.
4
A Correct: The saving was estimated to be 20m but, with the de-scoping of Facilities
services, this reduces to 10m. Ref. 9.3.3.2.
B Incorrect: These are the expected benefits to MFH generated by the new Government
initiative. This is a separate project and not part of the Restructure projects
savings. Ref. 9.3.3.2.
C Incorrect: This relates to costs and not benefits. Ref. 9.3.3.2.
D Incorrect: This relates to costs and not benefits. Ref. 9.3.3.2.
Question: 7, Syllabus: CH, Part: C, Type: AR, SyllabusRef: CH0402, Level: 4

1 True: All changes to the original requirements True: A request for change is any additional
should be treated as requests for
requirement or change to that which the
change. Ref. 9.2.4.
project is set to deliver, which is what is
given in the assertion. The answer is
therefore A. Ref. 9.2.4.
2 False: Facilities services are no longer within True: Consideration should be given to the
the scope of the Restructuring project.
effect each option will have on the
Options should be considered for
project's time, cost, quality, scope,
responding to the change and
benefit and risk performance targets.
proposing a course of action to take.
9.3.3.3 / 8.3.5.3.
Ref. 9.3.3.3.
3 True: This change will exceed the change
True: This is a change and cannot be paid for
budget and therefore the authority of
by tolerances. Although the statement is
the Project Board. It should be
true, it is not the reason for the assertion.
escalated to corporate management.
The answer is B. Ref. Table 9.2.
Ref. 9.3.3.3.
4 False: If an Exception Plan is created to
True: All baselined versions should remain
replace the Stage Plan for stage 3, this
unchanged. These should be retained
may require the revision of the products
and archived to permit any future audit of
rather than their removal. Ref. 9.3.3.5 /
the project management team's
17.4.5.
decisions, actions and performance.
Ref. 9.3.2 / 18.4.5.
5 False: An Exception Report is used to present False: The Project Board must escalate project
the options for dealing with issues,
tolerance deviations to corporate
NOT an Exception Plan. Ref. 9.3.3.3.
management. Ref. 10.3.1.1.
6 False: Tolerance should not be used to fund True: The change budget is the sum of money
changes. Ref. Table 9.2.
that will be used to fund the cost of
requests for change. Ref. 9.3.1.1.
Question: 8, Syllabus: PG, Part: A, Type: MG, SyllabusRef: PG0205, Level: 2
1 Correct [C]: This is a scope tolerance which defines the permitted variation of the scope of a
project solution, e.g. MoSCoW prioritization of requirements (Must have, Should
have, Could have and Won't have for now). Ref. Table 10.1
2 Correct [F]: The return on investment is a measureable benefit whose quantification can be
proven. This is a Benefits tolerance. Ref. Table 10.1.
Question: 8, Syllabus: PG, Part: B, Type: MR, SyllabusRef: PG0401, Level: 4

1
A Incorrect: The Stage Plan should show the planned start and finish dates for the Work
Package. The Team Manager may not have access to the Stage Plan. This
information should be shown under the 'Joint agreements' section of the Work
Package. Ref. A.26.2.
B Correct: The timescales and costs for the entire project should be contained in the
Project Plan, not the Work Package. Ref A.16.2
C Correct: The Stage Plan should show the planned start and finish dates for the Work
Package. The Team Manager may not have access to the Stage Plan. This
information should be shown under the 'Joint agreements' section of the Work
D Incorrect: 'Minimum disruption' is not a measurable deviation from a performance target.
This should be recorded under 'Constraints' Ref. A.26.2.
E Incorrect: The Facilities Team Manager is doing similar work in parallel with the IT Team
Manager, so it is essential that they liaise during the work. This should be
recorded under 'Development interfaces'. Ref. A.26.2.
2
A Correct: This represents a risk tolerance (the threshold level of risk exposure, which,
when exceeded, requires escalation to the next level of management) which
should be recorded under the 'Tolerances' heading. Ref. A.26.2.
B Incorrect: This may require an interface with staff, but the statement itself is under the
correct heading as it describes a restriction on the removal of existing
equipment. Ref. A.26.2.
C Incorrect: This is correctly describing a constraint which will affect when the installation
work can take place. Ref. A.26.2.
D Correct: This represents a cost tolerance, which, when exceeded, requires escalation to
the next level of management. This should be recorded under the 'Tolerances'
heading. Ref. A.26.2.
E Incorrect: The Facilities Team Manager will be providing information to, or may need
information from, the IT Team Manager. This should be recorded under
'Development interfaces'. Ref. A.26.2.
3
A Correct: The PRINCE2 progress report from the Team Manager to the Project Manager
is the Checkpoint Report and not the Highlight Report. Ref. 10.3.3.4.
B Incorrect: Reporting arrangements should contain details of the contents required,
including products worked on. Ref. A.26.2.
C Correct: Anything to do with issues should come under the Problem handling and
escalation section. Ref. A.26.2.
D Incorrect: The recording of risks should be added to the Problem handling and escalation
section, not the Reporting arrangements section. Ref. A.26.2.
E Incorrect: Issues should be notified immediately. The impact analysis will take place
afterwards. Ref. 9.3.3.1/2.
4
A Incorrect: Stage Plan is correct. It is reasonable to point to where the Stage Plan can be
obtained. This may assist the Team Manager to produce the Team Plan. Ref.
A.26.2.
B Correct: It is important to point to where Product Descriptions can be obtained if they are
not provided in the Work Package. Ref. A.26.2.
C Incorrect: The person, role or group who will approve the completed products within the
Work Package should be shown under the Approval method section. Ref.
A.26.2.
D Incorrect: Project Assurance reviews Work Packages and confirms completion. Ref. Table
16.3.
E Correct: The Project Manager has to be advised as to when Work Packages have been
completed. Advice from the Team Manager by email is an acceptable method.
Ref. A.26.2/16.4.3.
Question: 8, Syllabus: PG, Part: C, Type: AR, SyllabusRef: PG0402, Level: 4
1 False: The Project Initiation Documentation
True: Project controls consist of end stage
contains project controls. These will be
assessments and stage tolerances, as
updated in the Managing a Stage
well as the monitoring and reports at
Boundary process when planning the
project level. Ref. A.20.2.
next stage. Ref. 17.4.1.
2 True: The Project Manager will require
True: The frequency of Checkpoint Reports
regular progress reports from the
will be agreed with the Team Manager
supplier in order to monitor the
and defined in the relevant Work
progress of the Work Packages. Ref.
Package(s). This is the reason for the
10.3.3/10.3.3.4.
assertion. The answer is therefore A.
Ref. 10.3.3.
3 False: A Product Description explains the
False: The composition field is a list of the
function and purpose of a product.
parts of the product. A Product
There is no field for updating the name
Description does not record the status of
of the selected supplier. Ref. A.17.2.
a product. Ref. A.17.2.
4 True: A Checkpoint Report is used to report, False: Reporting is between the Team
at a frequency defined in the Work
Manager and the Project Manager, not
Package, the status of the Work
the Project Board. Ref. A.26.2.
5 False: The Team Manager should raise an
True: The Team Manager reports any
issue. The Project Manager produces
deviations by raising an issue. Ref.
the Exception Report. Ref. 10.3.4.
10.3.4.
6 False: Benefit tolerances are set at project
True: Business project assurance is
level in the Business Case. Ref. Table
responsible for monitoring the Business
10.1.
Case against project progress. Ref.
C.7.1.
Question: 9, Syllabus: CD, Part: A, Type: MG, SyllabusRef: CS0205, Level: 2
1 Correct [C]: Quality: The Product Description specifies who the approvers for a product are.
Before receiving a completed Work Package it is important to check that the
quality requirements have been met. This is the application of the Quality theme.
Ref. 15.4.3/6.3.2.3.
2 Correct [E]: Risk: Uncertain events that could have a favourable impact on the projects
objectives are treated as risks. This is applying the Risk theme. Ref. 8.2.1/15.4.6.
3 Correct [G]: Progress: The main progress controls available to the Project Manager include the
authorizing of Work Packages and Work Package tolerance. This is applying the
Progress theme. Ref. 15.4.1 / 10.3.1.3.
Question: 9, Syllabus: CD, Part: B, Type: MG, SyllabusRef: CS0301, Level: 3

1 Correct [C]: No baselined product should be changed without formal change control. Any
request for change should be formally recorded in the Issue Register for audit
purposes. This should be approved before any other documents are updated or
created. Ref. 9.3.3.4.
2 Correct [E]: This would be recorded in the Lessons Log for use by future projects. Ref. 15.4.4.
3 Correct [A]: A Work Package provides the formal instructions to start work. Ref. 15.4.1.
4 Correct [C]: The Issue Register is updated with any potential problems raised by the Team
Manager. Ref. 15.4.1/2/4.
Question: 9, Syllabus: CD, Part: C, Type: MR, SyllabusRef: MP0401, Level: 3
1
A Correct: The Project Manager is responsible for agreeing the details in the Work
Package. If in doubt, the Project Manager may ask the Project Board, or their
delegated Project Assurance, to ensure that the appropriate resources required
to undertake quality inspections and product approval are made available. Ref.
C.3.1.
B Correct: Project Assurance has a responsibility to provide advice on appropriate
reviewers. Ref. 16.4.1 / C.7.1.
C Incorrect: There is no uncertainty/risk stated. This is a problem that has been identified
and should be raised as an issue to the Project Manager. Ref. 8.2.1 / 16.4.1.
D Incorrect: The Quality Register does not record concerns about reviewer resources. Ref.
A.23.2.
E Incorrect: The Team Manager may raise an issue if the situation is not resolved. They do
not raise Exception Reports. Ref. 16.4.2.
2
A Incorrect: The delay will be caused by the corrections, not the reviewing of the completed
product.
B Incorrect: The Team Manager produces Checkpoint Reports, not Highlight Reports. Ref.
16.4.2.
C Correct: If any tolerances are forecast to be exceeded an issue must be raised. Ref.
16.4.2.
D Incorrect: The situation exists now, so it is an issue, not a risk. Ref. Table 9.1.
E Correct: The result of the quality review must be recorded in the Quality Register. Ref.
16.4.2.
3
A Correct: The Team Manager is responsible for capturing and recording the effort
expended. In addition, the status of each product should be determined and the
viability of the Team Plan assessed. Ref. 16.4.2.
B Incorrect: The Team Manager does not have the authority to update the Stage Plan. The
Team Manager may update the Team Plan, but he does not have the authority to
increase the effort without the agreement of the Project Manager. Ref. 16.4.2.
C Incorrect: The Team Manager has agreed the Work Package with the Project Manager
and cannot change it without approval. Ref. 10.3.1.1.
D Incorrect: This is a progress report and will not deal with the situation. It should be
confirmed first and then raised as an issue so that it can be included in future
Checkpoint Reports. Ref. 16.4.2.
E Correct: If any Work Package tolerances are forecast to be exceeded, an issue must be
raised to notify the Project Manager. Ref. 16.4.2.
4
A Incorrect: The Quality Register will provide details of quality management activities, but it
will not provide details of product approval. A.23.1
B Correct: The responsibilities in the Product Description will detail who is responsible for
approving the product. Ref. A.17.2.

C Incorrect: The handover of completed products is not the same as the approval of
products. Ref. 17.4.4.
D Correct: The 'Approval method' section in the Work Package should document the
person, role or group who will approve the completed products within the Work
Package, and how the Project Manager is to be advised of completion of the
products. Ref. A.26.2.
E Incorrect: The quality method will provide the method to be used to check the quality or
functionality of the product. It will not provide the approval method. Ref. A.17.2.
5
A Incorrect: The Team Manager should raise an issue, not an Exception Report. Ref. 16.4.2.
B Incorrect: Issues should be raised to the Project Manager at the point at which they are
identified. The Highlight Report is created by the Project Manager for the Project
Board. Ref. 16.4.2.
C Incorrect: The Team Manager would check the Work Package for the interfaces to be
maintained. The Team Manager is not required to look at the Communication
Management Strategy. Ref. A.26.2.
D Correct: Development interfaces describe the interfaces that must be maintained while
developing products. This includes people providing and receiving information.
Ref. A.26.2.
E Correct: The term issue covers any relevant event that has happened, was not planned,
and requires management action. It can be a concern or query. Ref. 16.4.2 /
9.2.3.
Pagination Control
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You should congratulate
yourself
on reading to here, I bl**dy well
did for having written to here!

Yes, that one is an attempt at weary and ironic humour
If you spotted any errors

(or foggy spots) please
could you lett me know?
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