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Document Control Information Document Details Document Name: Purpose of Document: Sample Scenario 3 version 3.2 (Nov 05 Manual)
Provided to help candidates understand the format and type of questions for the practitioner examination
3.2 Live Nicola Kelly Colin Bentley May 2005 January 2006 Colin Bentley
Document Version Number: Document Status: Document Owner: Prepared by: Date of first draft: Date Approved: Approved by: Next Scheduled review date: Version History Version Number: 3.0 Date Approved: 01/01/06
3.1
11/05/06
Document brought in line with APMG document management system and reviewed for changes against the November edition of the PRINCE2 Manual. Document brought in line with OGC PRINCE2 trademark. TM statement placed in addition to the TM changed to the top right instead of bottom right. Acknowledgements also added.
Scenario wording simplified for those where English is the second language
3.2
28/09/06
All
All
Public document
Sample_Scenario_3_version_3.2_(Nov_05_Manual)
Released July 2005 Page 1 of 9 The APM Group 2005. This paper remains the property of The APM Group Ltd (APMG). Copying under any circumstances is prohibited, except by an ATO. This paper is not for re-sale
SAMPLE PRACTITIONER PAPER EFFECTIVE FROM 1ST July 2005 Issued September 2005 Scenario & Questions Instructions This paper is a compilation of a scenario, questions and associated attachments. It is designed to provide ATOs and Practitioner Candidates with a sample of the types of questions that may be asked. For each question a marking scheme is included which reflects current marking practices. Where a question requires a subjective assessment, the marking scheme acts as a guide to the examiner and alternative answers will be awarded marks accordingly. If you use this scenario as training material you must use your judgement when advising candidates about the possible answers and scores. The candidates should be aware that no more than 2 marks are given for each point made. As a guide, candidates should spend 1 minute of their time for each mark awarded, e.g. a 10 mark question would require the candidate to spend 10 minutes on the answer, a 25 mark question 25 minutes and so forth. This allows for 30 minutes planning and review time throughout the examination period.
This paper remains the property of The APM Group Ltd (APMG) and can only be copied by training organisations accredited by APMG for use by their clients or by individuals who have booked a practitioner examination with APMG or PRINCE Benelux or PRINCE Australia. Any other copying is strictly forbidden.
Sample_Scenario_3_version_3.2_(Nov_05_Manual)
Released July 2005 Page 2 of 9 The APM Group 2005. This paper remains the property of The APM Group Ltd (APMG). Copying under any circumstances is prohibited, except by an ATO. This paper is not for re-sale
Sample_Scenario_3_version_3.2_(Nov_05_Manual)
Released July 2005 Page 3 of 9 The APM Group 2005. This paper remains the property of The APM Group Ltd (APMG). Copying under any circumstances is prohibited, except by an ATO. This paper is not for re-sale
PRINCE2 Practitioner Examination Sample Paper 3 Questions 1 Refer to the scenario and attachment 1 (Company Organisation Structure) The Managing Director (MD) is concerned about the organisation of the project. She thinks the Project Board is too large. a She has asked you to design a new Project Board, stating who the members should be and the role they should take, giving one PRINCE2 reason and one scenario reason for each person chosen. b For each of the people no longer on the Project Board, suggest what other role or roles, if any, the person might take. c T eMDh s o c rs v rh Po c Ma a ee p r n ea d h a c n en o e te rj t n g r x ei c n e s e workload. A a s teP s ok a a de p r n ea ds t y u n l e h Mw rl d n x ei c n t e o r y o e a conclusions and associated reasoning. What recommendations would you make based on your analysis and conclusions. 2 a The Project Board meets every month and the Accounts Manager is having regular meetings with the Project Manager refer to attachment 3 (Supplementary Information) The MD believes these meetings may be unnecessary and has asked to meet with you to discuss them next week. Make notes in preparation for your meeting with the MD so that you will be able to explain how PRINCE2 suggests that the Project Board and the Accounts Manager may retain control (if appropriate). b T ePo c Ma a ej ic alg i t b v r b s. o mi t h rj t n g r o s l r o g o e ey u y H w g e s b e y n h the use of the Daily Log help the Project Manager? 22 marks 3 Refer to the scenario and attachment 2 (Memo). The Analyst has made four suggestions in the memo. a For each suggestion discuss whether you agree or not giving your reasons. b What actions would you recommend that the Project Manager take about the memo from the analyst? For each action state the relevant PRINCE2 products and sub-processes that you would use. 19 marks 4 marks
12 marks
24 marks
10 marks
28 marks
31 marks
Sample_Scenario_3_version_3.2_(Nov_05_Manual)
Released July 2005 Page 4 of 9 The APM Group 2005. This paper remains the property of The APM Group Ltd (APMG). Copying under any circumstances is prohibited, except by an ATO. This paper is not for re-sale
Managing Director
Sales Director
Finance Director
IT Manager IT Analysts
Personnel Manager
Accounts Manager
Branch Managers
Sample_Scenario_3_version_3.2_(Nov_05_Manual)
Released July 2005 Page 5 of 9 The APM Group 2005. This paper remains the property of The APM Group Ltd (APMG). Copying under any circumstances is prohibited, except by an ATO. This paper is not for re-sale
PRINCE2 Practitioner Examination Sample Paper 3 Attachment No 2 - Memo From: Analyst on the Sales Process Re-engineering Project To: Project Manager
I am not going to finish the specification of the user needs this week. The senior sales clerks who were identified to advise me on the sales requirements have cancelled the last three meetings that I arranged with them. They say that they are too busy to provide me with the specification of their needs. Last time I complained to the Head Office Sales Manager, but he told me that it was my job and that I should just continue with it, even if the senior sales clerks were too busy to help. A o ra t h cp i me t gy ume t n dta y uh d s da y f u tow e s t u l C e k o t ei o s n n ni e h t o a n u e n o o rw e k o t time tolerances for the stage. Could we add that to my target date? If so, I think that I can create their specification from their feasibility documents, plus talking to some of the more junior sales staff, and just get the senior sales clerks to check these when I have finished.
Sample_Scenario_3_version_3.2_(Nov_05_Manual)
Released July 2005 Page 6 of 9 The APM Group 2005. This paper remains the property of The APM Group Ltd (APMG). Copying under any circumstances is prohibited, except by an ATO. This paper is not for re-sale
Sample_Scenario_3_version_3.2_(Nov_05_Manual)
Released July 2005 Page 7 of 9 The APM Group 2005. This paper remains the property of The APM Group Ltd (APMG). Copying under any circumstances is prohibited, except by an ATO. This paper is not for re-sale
2.
3.
Q1(b) 4.
24
Sample_Scenario_3_version_3.2_(Nov_05_Manual)
Released July 2005 Page 8 of 9 The APM Group 2005. This paper remains the property of The APM Group Ltd (APMG). Copying under any circumstances is prohibited, except by an ATO. This paper is not for re-sale
R p c po rs me t g () i s g s 1 E As 1 a dHg light Reports (1) Explanation (2) e l e rge s ei s 1 wt t e () S () n i a n h a h Management by exception (2) tolerances (1) stage tolerances (1) explanation (2) tolerance elements (1 each to max 6) Exception Report (1) content (1) CS8 (1) DP4 (1) Exception Plan (1) DP3 (1) Drop meetings with Accounts Manager & Sales rep (2) Communication Plan (2) Reminder to check with risk owner on risk status Note to check on what is on critical path in the next week Note to check on products due to complete in next few days Reminder to check on Quality Log entries for any problems Note to check on outstanding Project Issue impact analyses Follow up on any outstanding Highlight Report problems/actions from other people Chase activities that are slipping to see if plan modification can be avoided Check on state of tolerances Notes from discussions with TMs and Project Board members Phone calls to be made Communication Plan changes (1) Work Packages that need adjustment (1) Total Should all time tolerance be used for this delay (Up to 3 marks for demonstration of understanding pros and cons) 5-month old feasibility study may be out of date for getting accurate user needs User requirements from junior staff is dangerous (2) they may not know enough (2) Getting check by senior sales clerks at end is too late (2) may cause delays if they find errors/omissions (2) Senior User is responsible for quality of user specification (2) and commitment of resources to do it (2) at last ESA (2) Informal discussion with Senior User to get commitment Mention in next Highlight Report (2) CS6 (1) in section on Potential Problems (2) Look for pressure on Senior User from other Project Board members (2) Raise Project Issue (2) Issue Log (1) CS3 (1) CS4 (1) impact analysis (1) CS2 (1) CS5 (1) Review tolerances (1) Put in Risk Log (2) CS8 (1) Exception Report (1) Explanation (1) DP4 (1) Exception Plan (1) exception assessment (1) change Work Package (1) revise tolerances (1) CS1 & MP1 (1 each) General understanding of the gradual escalation process by the Project Manager Total
6 12 6 4 2 2 2 2 2 2 2 2 2 2 2 50 3 2 4 10
Q3(b) 6 7 8 9 10 11 Extra
2 7 9 5 7 1 50
Sample_Scenario_3_version_3.2_(Nov_05_Manual)
Released July 2005 Page 9 of 9 The APM Group 2005. This paper remains the property of The APM Group Ltd (APMG). Copying under any circumstances is prohibited, except by an ATO. This paper is not for re-sale