1. PRINCE2® 7 Foundation: Conclusion (EN)

PRINCE2® 7 Foundation: Sample Exam 1 von Dion Training

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Über den Vortrag

Der Vortrag „PRINCE2® 7 Foundation: Sample Exam 1“ von Dion Training ist Bestandteil des Kurses „PRINCE2® 7 Foundation: Conclusion (EN)“.

Quiz zum Vortrag

  1. Time
  2. Cost
  3. Scope
  4. Risk
  1. Risk
  2. Cost
  3. Scope
  4. Time
  1. Because more than one function may be involved in the project
  2. Because projects may have duplicated or inconsistent objectives
  3. Because each project will have unique outputs
  4. Because stages provide senior management with control points
  1. The chosen option must provide value for money
  2. There must be no change to the reasons for a project
  3. The justification for compulsory projects does not need approval
  4. A formal business case document is mandatory
  1. That the project is only started and continued if it is desirable, viable, and achievable
  2. That the customer's quality expectations and acceptance criteria are captured and agreed
  3. That the project management team understands what they are accountable for
  4. That the project is properly initiated before work begins on delivery of the project's outputs
  1. By reviewing the business justification when exceptions are raised
  2. By learning lessons when starting, controlling, and closing a project
  3. By setting tolerances and delegating management against them
  4. By using time-driven and event-driven reporting and reviews
  1. Project Initiation Document (PID)
  2. Project plan
  3. Risk management approach
  4. Communication management approach
  1. Different, stakeholders
  2. A single, the project team
  3. Different, the project board
  4. A single, stakeholders
  1. Project plan
  2. Project Initiation Documentation (PID)
  3. Communication management approach
  4. Project management team structure
  1. Project Initiation Documentation (PID)
  2. Project plan
  3. Project management team structure
  4. Communication management approach
  1. Change, changes
  2. Improvements, changes
  3. Change, improvements
  4. Improvements, improvements
  1. Without a clear approach to communication, unnecessary barriers can form for implementing change
  2. The communication management is not related to the integrated element of people
  3. Projects are often subject to high levels of scrutiny, thus it is an important optional management product
  4. None of the above
  1. Rarely, accommodate
  2. Very, accommodate
  3. Rarely, change
  4. Very, change
  1. A remote team
  2. A hybrid team
  3. Both co-located teams and remote teams
  4. A co-located team
  1. Stage boundaries often mark a transition in organizational design
  2. Stage boundaries provide a less controlled way to review skills needed for the next delivery stages
  3. The integrated element of people doesn’t related to the manage by stages principle
  4. Stage boundaries do not mark a transition in organizational design or personnel
  1. To establish mechanisms to judge whether the project remains desirable and achievable
  2. To define how the project will ensure that its products are fit for purpose
  3. To enable the assessment of continuing project viability
  4. To define the procedures for the control and modification of project products
  1. A measurable improvement that is perceived as an advantage by one or more stakeholders
  2. The project's specialist products
  3. The result of the change derived from using the project's outputs and other deliverables
  4. The reason the project is undertaken as determined by the project board
  1. Organizing
  2. Change
  3. Risk
  4. Business case
  1. Project manager and project assurance
  2. Project board and change authority
  3. Project manager and project support
  4. Project manager and team manager
  1. To ensure the project represents value for money
  2. To check that the required quality levels are achieved by the project's products
  3. To confirm the project delivers the required functionality
  4. To set tolerance levels for the project
  1. Executive and project manager
  2. Project manager and team manager
  3. Project board and change authority
  4. Project manager and project support
  1. It is responsible for the day-to-day management of a project
  2. It is an optional role for a PRINCE2 project
  3. It can be combined with the project assurance role
  4. It is a single point of accountability for the project
  1. To accept authorized work packages from the project manager
  2. To review the tailoring approach and its implications for project controls
  3. To review the highlight report for the previous reporting period
  4. To examine and escalate issues, taking necessary corrective actions
  1. Managing
  2. Delivering
  3. Corporate, program management, or customer
  4. Directing
  1. A description of the overall project's output, including the customer's quality expectations
  2. A record of the issues that are being formally managed during a plan
  3. A record of the major risks relating to the project plan
  4. A diagram showing the sequence of production of the planned products
  1. Writing product descriptions
  2. Prepare the schedule
  3. Design the plan
  4. Analyze the risks
  1. Preparing estimates
  2. Identify context
  3. Proposing corrective actions
  4. Capturing issues
  1. Lower
  2. Understood
  3. Complex
  4. Higher
  1. To control uncertainty to improve the likelihood of project success
  2. To establish mechanisms to control any unacceptable deviation
  3. To establish the mechanisms to judge whether a project is desirable and achievable
  4. To look for ways to improve the effectiveness of the management of the project
  1. Risk management approach
  2. Contingency plan
  3. Risk budget
  4. Risk response matrix
  1. The scale or probable effect of the risk
  2. A measure of the likelihood of the risk occurring
  3. A probable timeframe within which the risk may occur
  4. The amount of risk the organization is subject to at the time
  1. A probable timeframe for when the risk may occur
  2. A measure of the likelihood of the risk occurring
  3. The probable effect on the project being able to deliver its objectives
  4. The scale of the risk should it occur
  1. The project manager estimates the probability of a risk in terms of how likely it is to occur
  2. The risk owner and the risk actionee carry out activities to control and deal with the risk
  3. The risk owner decides the best response to control the risk
  4. The project manager formulates the risk management approach
  1. The project manager formulates the risk management approach
  2. Project support allocates the risk budget to fund the selected risk responses
  3. The risk owner and the risk actionee carry out activities to control and deal with the risk
  4. The risk owner decides the best response to control the risk
  1. Identify
  2. Assess
  3. Implement
  4. Plan
  1. To establish a coding system for all components of the project's products
  2. To produce a benefits management approach
  3. To define the means of delivering the products
  4. To identify, assess and control uncertainty within the project
  1. Daily log
  2. Issue register
  3. Quality register
  4. Risk register
  1. Highlight report
  2. Product status account
  3. Checkpoint report
  4. Lessons report
  1. At the frequency agreed in the work package
  2. When a work package is being negotiated
  3. On completion of the quality-checking activities for each product
  4. When reviewing how a stage is progressing
  1. End stage report
  2. Checkpoint report
  3. Highlight report
  4. End project report
  1. To establish mechanisms to control any unacceptable deviation
  2. To control uncertainty to improve the ability of the project to succeed
  3. To look for ways to improve the effectiveness of the management of the project
  4. To establish the mechanisms to judge whether a project is desirable and achievable
  1. To enable the assessment of continuing project viability
  2. To define the procedures for the control and modification of project products
  3. To define how the project will ensure that its products are fit for purpose
  4. To establish mechanisms to judge whether the project remains desirable and achievable
  1. A checkpoint report is a time-driven control
  2. An exception report is a time-driven control
  3. A daily log is an event-driven control
  4. A highlight report is an event-driven control
  1. Project manager
  2. Team manager
  3. Project board
  4. Corporate or program management
  1. Economic perspective
  2. Financial perspective
  3. Strategic perspective
  4. Commercial perspective
  1. If a work package depends on an activity outside the scope of the project, it is not considered a dependency.
  2. There are at least two types of project dependencies, internal and external.
  3. When the delivery method is decided, the delivery activities involved in each product can be identified and organized into work packages.
  4. The product flow diagram helps the project management team decide whether the project should be delivered in a linear-sequential or iterative-incremental manner.
  1. Quality
  2. Acceptance criteria
  3. Requirement
  4. Quality specification
  1. Quality specification
  2. Requirement
  3. Quality
  4. Acceptance criteria
  1. Doesn't, or
  2. Does, and
  3. Does, but not
  4. Doesn't, and
  1. Issue
  2. Business opportunity
  3. Concern
  4. Problem
  1. Kanban board
  2. Earned value management
  3. Burn chart
  4. Retrospectives
  1. Directing a project
  2. Managing a stage boundary
  3. Controlling a stage
  4. Managing product delivery
  1. To ensure that there is authority to deliver the project's products
  2. To create the management product required to control the project
  3. To do the minimum to decide whether it is worthwhile initiating the project
  4. To understand the resources and costs to deliver the project's products
  1. To ensure that work on products is authorized
  2. To report progress to the project board
  3. To sign off completed work packages
  4. To ensure that the business case is kept under review
  1. Sufficient information to identify the prospective executive
  2. A project brief with details outlining the project approach
  3. The project initiation documentation
  4. Authority to initiate a project
  1. Managing product delivery
  2. Managing a stage boundary
  3. Controlling a stage
  4. Initiating a project
  1. Project manager
  2. Corporate or program management
  3. Team manager
  4. Project board
  1. Managing product delivery
  2. Initiating a project
  3. Starting up a project
  4. Directing a project
  1. The project closure notification is reviewed and approved
  2. The post-project benefits reviews are performed
  3. An end stage report is prepared for the final stage
  4. Ownership of the project's products is transferred to the customer
  1. Starting up a project
  2. Initiating a project
  3. Directing a project
  4. Managing product delivery

Dozent des Vortrages PRINCE2® 7 Foundation: Sample Exam 1

Dion Training

Dion Training

Jason Dion (DionTraining.com) is a professor and instructor with multiple information technology professional certifications, including Certified Information Systems Security Professional (CISSP), Certified Ethical Hacker (CEH), Certified Network Defense Architect (CNDA), Digital Forensic Examiner (DFE), Digital Media Collector (DMC), CySA+, Security+, Network+, A+, PRINCE2 Practitioner, and ITIL. With decades of project management and networking experience, Jason Dion has been a network engineer, Deputy Director of a Network Operations Center, and an Information Systems Officer for large organizations around the globe.

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