Pass the PRINCE2 Certification Prince2-Practitioner Questions and answers with Dumpstech

Scenario

A central government department, the Ministry of Food Hygiene (MFH), faces increasing pressure to cut costs, better manage suppliers’ performance and reduce the confusion caused by inadequate internal controls, outdated standards and outdated technology. External consultants were employed to conduct a feasibility study to identify options to address the problems, and the likely costs and benefits. The following options were considered:

● Do nothing.

● Re-engineer selected business functions.

● Outsource selected business functions.

The feasibility study concluded that there was a case for outsourcing the MFH Information Technology

Division and the Facilities Division (maintenance of buildings and grounds). The recommendations were:

● One service provider should be contracted to provide the services currently provided by the Information Technology Division and the Facilities Division.

● A 10-year service contract should be agreed with the selected service provider.

The feasibility study developed high-level designs of the current organization, processes, systems and operating models, plus an outline Business Case for the required project. The external consultants also made the following recommendations for the management of the project:

● Use PRINCE2.

● Set up the project with 4 management stages:

Stage 1. Standard PRINCE2 initiation activities.

Stage 2. Create detailed designs (future organization, processes, systems and operating models) and the service level agreement between MFH and the future service provider.

Stage 3. Request and evaluate proposals, select service provider and agree contract.

Stage 4. Transfer equipment and staff, transfer responsibility for service provision and run trial period.

Initial estimates indicated that the project would cost £2.5m and take two years to complete.

MFH senior management agreed that there was a case for outsourcing, and accepted the

recommendations as a basis for the project. There is an expected saving of £20m over 10 years.

The Outsourcing project has completed the Starting up a Project process and is now in the initiation stage. Because of 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 outsourced will work with the external consultants who conducted the feasibility study to define the detailed designs.

Which 2 statements should be recorded under the Business options heading?

Which of the following activities is the Executive responsible for?

During stage 3, the team manager reports that the work to update the 'corporate quality procedures' has been completed and the product is ready to be delivered.

What should project assurance do next?

During the 'starting up a project' process, the project manager discusses the standard model for course development with the executive. The project manager then assesses how the Health and Safety Training Project will be delivered, including what products should be delivered in each stage.

Is this an appropriate way to carry out the ‘plan the initiation stage' activity, and why?

RISK

The following risk has been recorded in the risk register:

“The solar panel company has had shipping issues over the past few months resulting in some delays. There is a risk that the solar panels for the shopping centre may be delayed, resulting in delays to stages 3 and 4.”

In response to this risk, the BuildyBrick construction team manager has been discussing an alternative shipping method with the solar panel supplier to minimize disruption.

Here are three items of information to be included in the risk register.

Under which heading of the risk register (A–E) should the information be recorded?

Choose only ONE heading for each item of information. Each heading can be used once, more than once, or not at all.

MANAGING A STAGE BOUNDARY

The project is approaching the end of stage 3 and the pilot courses have been planned. The project manager is now undertaking the 'managing a stage boundary' process.

Which action should the project manager undertake as part of the 'update the business case' activity?

The project board authorizes the project after reviewing the PID and business case.

Is this appropriate application of Directing a Project?

The project is approaching the end of stage 3, and stage 4 is being planned as part of the 'managing a stage boundary' process.

Which action should the project manager carry out as part of the 'update the project plan' activity?

During previous projects, stakeholders became confused when using a number of separate project registers. Therefore, when preparing the risk management approach, the project manager created a risk register template and added it to an integrated project register. This register is a spreadsheet that includes project assumptions, issues, dependencies, and now risks, on separate pages.

Is this appropriate for a risk register, and why?

Product based planning focuses on which of the following:

1. Creating product descriptions

2. Identifying activities

3. Creating a Product hierarchy

4. Creating a Product sequence