Pass with professional PRINCE2-7-Practitioner actual quiz materials

Before the end of stage 2, the project board authorizes a change that adds more trees and seating to the external landscaping. The change can be delivered in stage 3 without any forecast breach of project tolerance.
While preparing the next stage plan, the project manager incorporates the additional products and work, updates the relevant product descriptions and product register entries, and reviews whether the project initiation documentation needs to be updated.
Is this an appropriate application of 'prepare the next stage plan', and why?

• A. Yes, because every authorized change must be implemented through an exception plan before the related work may enter the following stage
• B. Yes, because the next stage plan should reflect authorized changes, with affected product information and the project initiation documentation updated where necessary
• C. No, because project assurance should prepare the next stage plan and update the affected product information independently of the project manager
• D. No, because authorized changes should remain outside the next stage plan until the project has been re- authorized by the business layer

The risk register states that excavation may cause subsidence and damage nearby historic buildings. The planned response is to survey the buildings and monitor vibration during excavation. The project executive is named as risk owner and the project manager as the sole risk action owner, even though operational specialists will perform the surveys and monitoring.
Is this an appropriate assignment, and why?

• A. No, because the project manager must be both the risk owner and the risk action owner
• B. Yes, because the project executive is sufficiently senior to own the risk and the project manager should coordinate every response action
• C. No, because the owner monitors the risk and the action owner implements the response
• D. Yes, because the project executive should own risks that could affect business justification

During a periodic evaluation of the security-system work package, the team manager reviews the work package description, team plan, and the related issue, risk, quality, product, and lessons information. Missing electrical cabling means that installation is now forecast to finish one week late, exceeding the work-package time tolerance.
The team manager raises the issue with the project manager and reports the current status in the checkpoint report. Is this an appropriate application of the 'evaluate a work package' activity, and why?

• A. Yes, because the team manager should review the work-package information, report progress for the agreed period, and notify the project manager when a tolerance is forecast to be exceeded
• B. Yes, because evaluation confirms that completed quality activities are recorded and that the current status is understood by the relevant parties
• C. No, because only the project manager may evaluate the status of a work package and decide what it should report
• D. No, because a forecast work-package tolerance breach should be reported directly to the project board in an exception report

The Chief Technology Officer is an influential stakeholder who strongly supports several unproven technologies for the shopping centre. Concerned about delivery risk and reputation, the project executive asks the project manager to limit the CTO's contact with the project team and other stakeholders.
Is this an appropriate approach to leading successful change, and why?

• A. No, because the project manager should record the technological concerns only as risks requiring formal responses
• B. Yes, because restricting the CTO's involvement would protect the project's reputation from untested proposals
• C. Yes, because influential stakeholders should be excluded when their preferred solutions create delivery uncertainty
• D. No, because the CTO should remain engaged so that their influence can support adoption across the organizational ecosystem

The Louistown City Council operates a well-established and standardized project management framework that includes a defined procedure for developing business cases. For the LouisShopping Project, a 'strategic business case' was included in the project brief submitted to the project board at the conclusion of the
'starting up a project' process. The project has now entered the 'initiating a project' process, during which the full business case is being built upon the strategic business case, which was itself derived from the Council's five-year strategic plan for the 'Louistown is Open for Business' portfolio.
Does this represent an appropriate application of the 'business case' practice, and why?

• A. No, because responsibility for developing the full business case for each project in the portfolio lies with the portfolio office, not the project team
• B. Yes, because the project should align its approach to business case development with the City Council's established procedure, which serves as the equivalent of PRINCE2's recommended business case lifecycle
• C. No, because the full business case should be developed from an outline business case prepared during the 'starting up a project' process, and using a 'strategic business case' instead is not compliant with the method
• D. Yes, because developing the business case from multiple perspectives - strategic, economic, and commercial - ensures a comprehensive and robust justification for the project investment