PRINCE2 PRINCE2-7-Practitioner - PRINCE2 Project Management Practitioner (Version 7)

The correct answer is D . PRINCE2 7 recognizes that successful change depends on understanding and actively engaging people who can influence the project, its outputs, and the eventual adoption of those outputs. The Chief Technology Officer is explicitly described as an influential stakeholder. Limiting that person’s involvement simply because some preferred technologies are unproven would sacrifice potentially valuable organizational influence instead of managing the disagreement constructively.

The appropriate response is to maintain engagement while separately assessing the technical and delivery risks associated with the proposed technologies. Stakeholder engagement and risk management are complementary activities: an influential stakeholder can remain involved even when particular proposals require challenge, evaluation, or risk responses. Continued engagement also helps the project understand expectations, build support, and facilitate adoption of the eventual solution across the wider organizational ecosystem.

Options A and B treat stakeholder exclusion as a risk-control technique, which is inconsistent with effective change leadership. Option C is too narrow because merely recording technological concerns as risks does not address the people and stakeholder dimension. Risks should be managed, but the stakeholder relationship should also be deliberately maintained.

The scenario therefore distinguishes between managing the uncertainty attached to an idea and excluding the person advocating it . PRINCE2 supports the former, not the latter.

PRINCE2 7 reference topics: People; leading successful change; stakeholder engagement; organizational ecosystem; relationships and communication.

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The correct answer is C — Prepare the project plan . Product-based planning is central to preparing a reliable PRINCE2 plan. The project team begins by defining and analysing the products that must be delivered and then establishes their dependencies, activities, resource requirements, estimates, and sequence.

The workshop described in the scenario is explicitly breaking the site-preparation and foundation products into greater detail. That is a planning activity. The discovery that a more comprehensive environmental impact assessment will be necessary also affects the work required to produce the project’s products and potentially its schedule, resources, dependencies, and costs. Those implications should therefore be incorporated while preparing the project plan.

Option A concerns deciding how PRINCE2 and organizational project-management requirements will be adapted to the circumstances of LouisShopping. It is not the activity in which detailed product decomposition is performed. Option B concerns establishing the management approaches governing areas such as risk, issues, quality, commercial management, sustainability, and digital/data management. Option D uses the resulting estimates and other planning information to develop the project’s detailed justification, but the product-based planning workshop itself belongs to preparation of the project plan.

The sequence is important: detailed planning information can subsequently inform refinement of the full business case.

PRINCE2 7 reference topics: Initiating a project; prepare the project plan; plans practice; product-based planning; product analysis; estimates and dependencies.

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The correct answer is B — Prepare the next stage plan . The managing a stage boundary process ensures that the project board receives sufficient information to review the current stage and make an informed decision about authorizing the next one. Preparing the next stage plan includes determining how the forthcoming stage will be organized, resourced, managed, and controlled.

The replacement subcontractor will perform important utilities and systems work during stage 3. Consequently, the project manager must consider whether the existing project management team remains appropriate for the forthcoming stage. Recommending the subcontractor’s account manager as the new senior supplier is directly connected with establishing appropriate supplier representation and governance for the work that will be undertaken in that next stage.

Option A concerns revising the higher-level project plan using current information and forecasts; it does not primarily establish stage-specific project management team arrangements. Option C concerns assessing how the current stage performed, including achievements and lessons. Option D occurs after the necessary stage-boundary information has been prepared and is used to request authorization from the project board.

The recommendation should therefore be developed while preparing the next stage plan , so that the required organization and supplier representation are clear before authorization of stage 3 is requested.

PRINCE2 7 reference topics: Managing a stage boundary; prepare the next stage plan; organization; senior supplier; supplier representation; project management team.

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The correct answer is A . The purpose of the business case is to provide the information needed to determine whether the project represents a desirable, viable, and achievable investment. Developing that justification requires the project to evaluate credible alternatives rather than assuming that the initially proposed solution is automatically the optimum investment.

The option without the underground car park is described as credible. It is therefore appropriate for the project manager to include an investment appraisal of that option so that decision-makers can compare its costs, benefits, risks, dis-benefits, and overall value with those of the preferred solution. The main contractor’s objection does not remove the project’s responsibility to examine legitimate business alternatives; supplier preferences must not determine investment justification.

Option B is incorrect because PRINCE2 does not impose a universal requirement for customer and supplier organizations to maintain completely separate business cases. Option C incorrectly treats initial scope as immutable. During development of the business case, alternative configurations can be evaluated when this helps determine the most appropriate investment. Option D similarly assumes that one anticipated benefit—parking income—precludes examination of other options. A benefit is an input to investment appraisal, not a reason to suppress alternatives.

The scenario therefore demonstrates objective option appraisal as part of sound business justification.

PRINCE2 7 reference topics: Business case practice; business options; investment appraisal; justification; desirability, viability and achievability; initiating a project.

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The correct answer is B — Project executive . Selecting the project approach is an activity within the starting up a project process. The approach establishes the overall way in which the project’s products will be created and delivered, including considerations such as delivery method, sourcing, specialist techniques, and relevant organizational or commercial constraints.

The project manager performs substantial analysis and coordination in developing the proposed approach, drawing on specialist advice where required. However, the question specifically asks which role is accountable . Accountability rests with the project executive , who is ultimately accountable for the project’s success and for ensuring that the chosen approach is compatible with the business justification, organizational environment, and project mandate.

Option C is attractive because the project manager has operational responsibility for preparing and developing many elements of the project approach. However, responsibility for performing an activity and accountability for ensuring its appropriate outcome are distinct concepts. Option D is also too narrow: the senior supplier provides important specialist expertise concerning feasibility and delivery, but represents the supplier interest rather than holding overall accountability. Option A establishes the wider organizational direction but does not own this project-level decision.

The executive therefore remains accountable while drawing on the project manager and specialist supplier expertise to establish a viable approach.

PRINCE2 7 reference topics: Starting up a project; select the project approach; project executive accountability; project manager responsibility; supplier expertise.

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The correct answer is B — Organization . The organization practice defines the project’s structure of accountability and responsibility and ensures that the business, user, and supplier interests are appropriately represented throughout the project.

The proposed appointment concerns representation of the supplier interest on the project board . The senior supplier is accountable for ensuring that the specialist products can be designed and delivered and that suitable supplier resources, expertise, and technical capability are available. Where the supplier environment changes substantially between stages, the suitability of the project management team should be reconsidered rather than assuming that the original organizational structure must remain unchanged for the entire project.

The replacement subcontractor is expected to undertake the utilities and systems work during stage 3. It is therefore appropriate at the stage boundary to assess whether its account manager should provide senior supplier representation for the forthcoming stage.

Option A, plans, concerns what will be delivered and how, when, and by whom at the planning level, but the specific decision being described concerns project-governance representation. Option C concerns establishing and controlling product quality. Option D concerns monitoring actual and forecast performance against authorized plans and tolerances.

The scenario therefore applies the organization practice within managing a stage boundary to ensure that the governance structure remains appropriate for the next stage.

PRINCE2 7 reference topics: Organization practice; senior supplier; project board; supplier interest; managing a stage boundary; project organization.

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The correct answer is B . PRINCE2 product-based planning determines the logical sequence of work by examining the products to be created and the dependencies between those products . Once those relationships are understood, activities or work packages that do not depend on one another can legitimately be scheduled in parallel.

In this scenario, the project manager and BuildyBrick’s planning specialist use the product flow together with historical information from previous projects. This is appropriate because the product flow provides the dependency logic, while previous project data can improve the realism of estimates and planning decisions. If the utilities and systems products are independent, separate work packages can therefore proceed concurrently.

Option A is incorrect because historical information should inform planning but cannot replace dependency analysis. A schedule should be derived from the logical relationships between products rather than copied mechanically from previous projects. Option C introduces a restriction that PRINCE2 does not impose: products delivered by the same supplier do not automatically need to be produced sequentially. Option D confuses tolerances , which establish delegated performance limits, with dependencies, which determine the logical production sequence.

The scenario is therefore a valid example of using product-based planning to identify opportunities for parallel delivery without compromising dependency logic.

PRINCE2 7 reference topics: Plans practice; product-based planning; product flow; dependencies; scheduling; work packages; lessons from previous projects.

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The correct answer is B . PRINCE2 distinguishes quality control from quality assurance . Quality control consists of project-level activities used to examine products and determine whether their defined quality specifications and acceptance criteria have been achieved. Quality assurance, by contrast, provides confidence independently of the project that appropriate quality standards, policies, and procedures are being applied.

The scenario explicitly states that the portfolio office is operating independently of the LouisShopping project team and has been asked by the City Council to provide confidence that delivery will preserve the historic setting while incorporating the required technology. This is characteristic of independent quality assurance performed on behalf of the business layer.

Option A is incorrect because the portfolio office is not being asked to perform the project manager’s operational quality-control activities. Option C incorrectly restricts assurance information to the project board; the business layer may require independent assurance over projects it commissions or funds. Option D is also too restrictive. A portfolio office may support independent assurance of individual projects where organizational arrangements permit it.

The key distinction is independence: the activity provides organizational confidence in how quality is being managed rather than carrying out the project’s own product inspections and tests.

PRINCE2 7 reference topics: Quality practice; quality assurance; quality control; business layer; independence of assurance; organizational quality standards.

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The correct answer is B . The principle define roles, responsibilities and relationships requires more than assigning job titles. Individuals need to understand their delegated responsibilities, their authority, their interfaces with other participants, and what they can reasonably expect from those relationships.

The Heritage Director may delegate assurance activity provided accountability and authority remain appropriately structured. In this scenario, the Heritage Manager is expected to coordinate with the BuildyBrick CEO and project manager and report on whether the proposed inspection arrangements provide adequate assurance. For this arrangement to work, the Heritage Manager must understand precisely what the Heritage Director expects, the scope of the delegated review, and the contributions expected from the other parties.

PRINCE2 7 explicitly strengthens its treatment of relationships and recognizes that project effectiveness depends on deliberate interaction between people rather than merely documenting roles. PeopleCert describes clear responsibilities and good relationships as important foundations for governance, assurance, collaboration, and successful change.

Option A is too absolute: the principle does not impose an unrestricted requirement for every communication channel to remain open to everyone at all times. Options C and D incorrectly assume the activity cannot be delegated. PRINCE2 permits delegation while retaining appropriate accountability.

PRINCE2 7 reference topics: Define roles, responsibilities and relationships; Organization practice; delegation; assurance; project relationships.

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