Prep and try our PRINCE2-7-Practitioner valid and latest training questions & answers

ORGANIZATION
Use the 'Additional Information' in the Scenario Booklet to answer this question.
Here are three roles relating to the LouisShopping Project.
Which individual (A-E) would be MOST appropriate for each role according to the 'organization' practice?
Choose only ONE individual for each role. Each individual can be used once, more than once, or not at all.

• A. Chief Technology Officer
• B. Regeneration Manager
• C. Heritage Manager
• D. Portfolio Director
  Roles:
  Project support
  User assurance
  Senior supplier
• E. Regeneration Officer

PROGRESS
Here are three actions related to the 'progress' practice for the LouisShopping project.
Which role (A-E) should be responsible for each action?
Choose only ONE role for each action. Each role can be used once, more than once, or not at all.

• A. Project executive
• B. Team manager
• C. Project support
  Action 1:
  Assist the project manager in compiling the lessons report, including the recommendation that future projects allow more time for testing and inspections.
  Action 2:
  When delays to the floor installation cause the stage to be forecast beyond tolerance, submit an exception report to the project board for a decision.
  Action 3:
  Review the exception plan and decide whether to approve it, including the revised stage targets and tolerances.
• D. Project manager
• E. Project assurance

During initiation, the project executive asks the project manager to evaluate a credible business option that omits the underground car park. The project manager includes an investment appraisal of that option in the full business case, despite the main contractor's objection.
Is this an appropriate application of the business case practice, and why?

• A. No, because a requirement in the initial scope may never be tested as part of an alternative option
• B. Yes, because developing the business case includes comparing credible business options to select the most appropriate investment
• C. No, because anticipated parking income means that no alternative should be assessed
• D. Yes, because customer and supplier organizations must always maintain completely separate project business cases regardless of the given investment

During stage 2, the project board agrees that the underground car park should contain 15 rapid-charging spaces, with a scope tolerance permitting delivery of no fewer than 10 spaces. The project manager includes this tolerance in the relevant work package agreed with the team manager.
Is this an appropriate application of the 'manage by exception' principle, and why?

• A. Yes, because specifying a minimum and a preferred number of charging bays constitutes a quality tolerance that the design team must meet within the agreed work package
• B. No, because the precise number of electric charging bays to be included should be fully specified in the product description for the underground car park rather than treated as a tolerance
• C. Yes, because establishing a minimum and a preferred number of charging bays creates a defined scope tolerance that enables the design team to work within an agreed range without needing to escalate every individual design decision
• D. No, because the project board should approve the precise number of charging spaces rather than delegate a permissible range to the design team

At project closure, the project manager prepares the end project report, noting that the project exceeded its budget by 10% and planned duration by 15% because of additional heritage protection work. The findings are summarized for the project board and shared with the LOB Portfolio Director so that other projects can learn from them.
Which practice is being applied?

• A. Business case
• B. Progress
• C. Quality
• D. Plans