1. PRINCE2® 7 Foundation: Conclusion (EN)

PRINCE2® 7 Foundation: Sample Exam 2 von Dion Training

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Über den Vortrag

Der Vortrag „PRINCE2® 7 Foundation: Sample Exam 2“ von Dion Training ist Bestandteil des Kurses „PRINCE2® 7 Foundation: Conclusion (EN)“.

Quiz zum Vortrag

  1. To provide the skills to deliver the desired result
  2. Specifies the products that are required for the project
  3. To develop the project's mandate
  4. To ensure the project investment can be justified
  1. To provide the requirements for the products
  2. To develop the project's products
  3. To provide the skills to deliver the desired result
  4. To ensure the technical integrity of a project
  1. Define roles, responsibilities, and relationships
  2. Focus on products
  3. Learn from experience
  4. Manage by stages
  1. The chosen option must provide value for money
  2. A formal business case document is mandatory
  3. There must be no change to the reasons for a project
  4. The justification for compulsory projects does not need approval
  1. Unnecessary management effort
  2. Training
  3. Project risks
  4. Procurement procedures
  1. Lessons
  2. Costs
  3. Risks
  4. Issues
  1. The project manager
  2. Project support
  3. The executive
  4. A team manager
  1. None of these
  2. The strength of relationships of a project team
  3. The capabilities of the project team
  4. The people impacted by the change
  1. All of these
  2. By involving suppliers in change management
  3. By involving the full spectrum of users in change management
  4. By involving the project team in change management
  1. Evolving, end
  2. Unchanged, beginning
  3. Evolving, beginning
  4. Unchanged, end
  1. Temporary, across
  2. Permanent, across
  3. Temporary, within
  4. Permanent, within
  1. PRINCE2 defines roles that always align with organizational positions
  2. Project managers often need to influence others to accomplish their work
  3. Team members often have competing priorities for their time and this can conflict with project work
  4. The power structure of a team is not only determined by positional authority
  1. Communication management approach
  2. Project plan
  3. Project Initiation Documentation (PID)
  4. Project management team structure
  1. A hybrid team
  2. Both co-located teams and remote teams
  3. A co-located team
  4. A remote team
  1. Co-creating products between the business, user, and supplier unites communities and their different perspectives
  2. Co-creating products between the business, user, and supplier increases operational and maintenance issues
  3. Co-creating products between the business, user, and supplier hurts the development and adoption of products
  4. The integrated element of people does not relate to the focus on products principle
  1. Business case
  2. Plans
  3. Progress
  4. Organizing
  1. The project board
  2. Project support
  3. The change authority
  4. Corporate, program management, or customer
  1. Communication
  2. Benefits
  3. Risk
  4. Quality
  1. It cannot be combined with the project assurance role
  2. It cannot be performed by the project manager
  3. It produces checkpoint reports for the project manager
  4. It is an optional role for a PRINCE2 project
  1. The people or organizations that benefit from using the project's product
  2. Project delivery teams
  3. Corporate, program management or customer
  4. The people or organizations that design the project's products
  1. To define the project's approach to project assurance
  2. To define the use and format of quality records
  3. To define proxy measures that indicate achievable benefits
  4. To define the project's approach to quality assurance
  1. Tolerance
  2. Control
  3. Assurance
  4. Planning
  1. Team plan
  2. Stage plan
  3. Project plan
  4. Exception plan
  1. To define the means of delivering the products
  2. To produce a benefits management approach
  3. To identify, assess and control uncertainty within the project
  4. To establish a coding system for all components of the project's products
  1. Plans
  2. Progress
  3. Risk
  4. Change
  1. A description of each product's purpose, composition, derivation, and quality criteria
  2. A record of the major risks relating to the project plan
  3. A diagram showing the sequence of production of the planned products
  4. A record of the issues that are being formally managed during a plan
  1. A hierarchy of all the products to be produced during a plan
  2. A record of the major risks relating to the project plan
  3. A record of the issues that are being formally managed during a plan
  4. A diagram showing the sequence of production of the planned products
  1. Stage plan
  2. Work package
  3. Project plan
  4. Exception plan
  1. Create the product flow diagram
  2. Design the plan
  3. Analyze the risks
  4. Prepare the schedule
  1. Preparing a schedule
  2. Managing product baselines
  3. Proposing corrective actions
  4. Estimating the probability of threats and opportunities
  1. To identify, assess and control uncertainty within the project
  2. To establish a coding system for all components of the project's products
  3. To define the means of delivering the products
  4. To produce a benefits management approach
  1. To assess and control a project's threats and opportunities
  2. To prevent changes to what was agreed upon in the project initiation documentation
  3. To identify changes that need to be made on the project as a result of acting on lessones learned
  4. To ensure any potential changes to baselined products are controlled
  1. Initiating a project
  2. Managing product delivery
  3. Starting up a project
  4. Directing a project
  1. Risk owner
  2. Risk actionee
  3. Project support
  4. Project assurance
  1. Change control approach
  2. Quality management approach
  3. Communication management approach
  4. End project report
  1. Issue report
  2. Daily log
  3. Risk register
  4. Issue register
  1. A concern
  2. A risk
  3. An off-specification
  4. A request for change
  1. End project report
  2. Quality management approach
  3. Change control approach
  4. Project brief
  1. To set the tolerance on the cost of resources
  2. To define the structure of accountability and responsibilities on the project
  3. To identify, asset, and control any potential and approved modifications to baselines
  4. To plan the training needed for the delivery of the project
  1. Exception
  2. Tolerance
  3. Risk
  4. Control
  1. Corporate or program management
  2. Project board
  3. Project manager
  4. Team manager
  1. They may not satisfy sustainability objectives
  2. Traditional methods of investment appraisal are always effective
  3. Traditional methods of investment appraisal are never effective
  4. Business justification is never assessed with traditional methods of investment appraisal
  1. Commercial perspective
  2. Strategic perspective
  3. Economic perspective
  4. Financial perspective
  1. Commercial context considerations
  2. Supporting techniques
  3. None of these
  4. Sustainability
  1. Team manager
  2. None of these
  3. Project support
  4. Project Assurance
  1. Project manager
  2. Project executive
  3. Senior supplier
  4. Senior user
  1. Senior user
  2. Senior supplier
  3. Project executive
  4. Project manager
  1. Project scale and impact need to be considered together
  2. It is important that the risk management approach supports effective decision-making in the project and does not create an undue burden or bureaucracy
  3. The risk budget is based on the aggregate cost of all the project’s planned risk responses
  4. For more complex projects, care needs to be taken so that the aggregation of the factored costs is not skewed by a small number of large risks
  1. Documenting specific risks and actions relating to sustainability into the risk register and including them in regular risk communications is advisable
  2. Defining the approach to managing risks relating to sustainability of the project work is not advisable
  3. Excluding the approach to managing risks relating to the sustainability of the project product
  4. None of these
  1. Concessions, project board
  2. Concessions, project manager
  3. Requests for change, project manager
  4. Requests for change, project board
  1. Project executive
  2. Project manager
  3. Business layer
  4. Senior supplier
  1. Closing a project
  2. Directing a project
  3. Controlling a stage
  4. Managing a stage boundary
  1. Controlling a stage
  2. Managing a stage boundary
  3. Initiating a project
  4. Managing product delivery
  1. To ensure that the prerequisites for initiating the project are in place
  2. To establish whether the project plan can meet the required target dates
  3. To confirm to corporate, program management, or the customer that quality expectations will be met
  4. To assemble the project initiation documentation so the project can be initiated
  1. Ensure that risks and issues are kept under control
  2. Ensure that work on products is authorized
  3. Prepare the plans for the subsequent delivery stages
  4. Prepare for the final stage of the project
  1. Ensure that the agreed products for the management stage are delivered to stated quality standards
  2. Prepare the project initiation documentation for authorization to initiate the project
  3. Enable the project board to commit resources and expenditure required for the initiation stage
  4. Ensure a periodic review is carried out to approve the completed products created within the current stage
  1. To determine how baselines will be established and controlled
  2. To capture the customer's quality expectations
  3. To ensure that all benefits have been achieved
  4. To ensure that there is the authority to initiate the project
  1. Preparing for the final stage of the project
  2. Ensuring that all benefits have been achieved
  3. Checking that all the project's products have been accepted by the users
  4. Capturing the customer's quality expectations
  1. To create an exception plan to replace the current stage plan
  2. To manage a long initiation stage of a complex project
  3. To manage the activities of a complex program
  4. To organize support activities following the handover of products to operations
  1. Initiating a project
  2. Starting up a project
  3. Directing a project
  4. Managing product delivery

Dozent des Vortrages PRINCE2® 7 Foundation: Sample Exam 2

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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