1. PRINCE2® 7 Foundation: Conclusion (EN)

PRINCE2® 7 Foundation: Sample Exam 3 von Dion Training

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Über den Vortrag

Der Vortrag „PRINCE2® 7 Foundation: Sample Exam 3“ von Dion Training ist Bestandteil des Kurses „PRINCE2® 7 Foundation: Conclusion (EN)“.

Quiz zum Vortrag

  1. Principles
  2. Highlight Reports
  3. Project Initiation Document (PID)
  4. Risks
  1. It provides established and proven best practice and governance for project management
  2. It prevents any changes after the scope of a project has been agreed
  3. It enables a project manager to be accountable for the success of a project
  4. It includes techniques for critical path analysis and earned value analysis
  1. By providing the project's tolerances so that authority can be delegated
  2. By providing the responsibilities for the project management team
  3. By providing an explicit understanding of what the project must deliver
  4. By providing the justification for the project to be initiated
  1. Document lessons that have been identified in the project
  2. Delegate responsibilities to a different level of management
  3. Define cost tolerances for project objectives
  4. Define the customer's expectations of the project's products
  1. Focus on products
  2. Ensure continued business justification
  3. Learn from experience
  4. Manage by stages
  1. The key stakeholders in the project will have representation on the project board
  2. The project management team will understand the tolerances allowed
  3. The project management team will understand the customer's expectations
  4. The project will have review and decision points so that progress can be assessed
  1. The project management team will understand the customer's expectations
  2. The key stakeholders in the project will have representation on the project board
  3. The project management team will understand the tolerances allowed
  4. The project will have review and decision checkpoints so that progress can be assessed
  1. Change, People
  2. Profit, People
  3. Change, Profit
  1. Organization
  2. People are central to the method
  3. Leading successful change
  4. Leading successful teams
  1. A strong understanding of the relationships between the project and organizational ecosystem
  2. The ability to identify key stakeholders
  3. A strong understanding of the relationship between the project manager and project executive
  4. The ability to avoid the prying eyes of project assurance
  1. By allowing project culture to develop organically while still aligning with the larger organization
  2. By ignoring the development of project culture to ensure seamless product transition
  3. None of these
  4. By aligning project culture with the larger organization entirely to ensure seamless product transition
  1. Team members often have competing priorities for time, which may conflict with the needs of the project
  2. The power structure of a project team is always determined by positional authority
  3. Project managers never need to rely on influence to accomplish work because they have positional authority on the project team
  4. PRINCE2 defines roles that always align with a person’s job title
  1. Management
  2. Collaboration
  3. Co-creation
  4. Leadership
  1. Encouraging conflict to build team resilience and adaptability
  2. Considering how key relationships will be developed and maintained over the length of the project
  3. Considering the benefits of co-locating an office-based project team to facilitate the organic relationship building that occurs during non-structured activities
  4. People meeting in a purposeful way on a regular basis
  1. Knowledge sharing enables people to benefit from each other’s experience and improve the organization
  2. The integrated element of people doesn’t relate to the learn from experience principle
  3. Factors like behavior, culture, and relationships are easy to document and assist social learning
  4. Factors like behavior, culture, and relationships are not easy to document and are best learned through academic instruction
  1. Produce and maintain a benefits management approach
  2. Produce and maintain a quality management approach
  3. Produce and maintain a communications management approach
  4. Produce and maintain a risk management approach
  1. Organizing
  2. Business case
  3. Quality
  4. Change
  1. Communication management approach
  2. Risk management approach
  3. Quality management approach
  4. Benefits management approach
  1. Ensure that all the responsibilities of the project board are fulfilled
  2. Ensure the user representative verifies user requirements
  3. Ensure that the change authority is delegated
  4. Ensure that supplier resources are available
  1. The role is a single point of accountability for the project
  2. The role is optional for a PRINCE2 project
  3. The role can be combined with the project manager role
  4. The role is responsible for the day-to-day management of a project
  1. To examine and escalate issues, while taking necessary corrective actions
  2. To ensure effective communication both within the project team and with external stakeholders
  3. To ensure the production of products with approved work packages
  4. To be accountable to the business, user, and supplier interests for the success or failure of the project
  1. 1 and 2
  2. 1 and 4
  3. 3 and 4
  4. 2 and 3
  1. Project support
  2. Risk actionee
  3. Project assurance
  4. Risk owner
  1. To identify changes needed to the project as a result of acting on lessons
  2. To ensure any potential changes to baselined products are controlled
  3. To prevent changes to what was agreed upon in the project initiation documentation
  4. To assess and control a project's threats and opportunities
  1. Quality
  2. Plans
  3. Issues
  4. Progress
  1. Quality
  2. Progress
  3. Issues
  4. Plans
  1. The project's approach to quality control
  2. The project's approach to quality planning
  3. The quality tools and techniques to be used
  4. The definition of the quality records required
  1. Identified threats and opportunities must be documented
  2. A risk breakdown structure must be created
  3. Risk checklists must be used to ensure risks are identified
  4. A risk budget must be established for managing risks
  1. An uncertain event that could have a favorable impact on objectives
  2. An uncertain event that could have a negative impact on objectives
  3. An event that has occurred resulting in a favorable impact on objectives
  4. An event that has occurred resulting in a negative impact on objectives
  1. The risk owner decides the best response to control the risk
  2. The project manager formulates the risk management approach
  3. Project support allocates the risk budget to fund the selected risk responses
  4. The risk owner and the risk actionee carry out activities to control and deal with the risk
  1. Assess
  2. Implement
  3. Plan
  4. Identify
  1. Change
  2. Plans
  3. Risk
  4. Progress
  1. Issue register
  2. Configuration item record
  3. Change budget
  4. Product status account
  1. 1 and 2
  2. 2 and 3
  3. 3 and 4
  4. 1 and 4
  1. Issue and change control
  2. Exception management
  3. Risk management
  4. Quality control
  1. Exception
  2. Highlight
  3. Checkpoint
  4. Lessons
  1. Lessons report
  2. Checkpoint report
  3. Highlight report
  4. Product status account
  1. An exception report is an event-driven control
  2. A checkpoint report is an event-driven control
  3. A highlight report is an event-driven control
  4. A daily log is a time-driven control
  1. If it is forecasted that project-level tolerance will be exceeded
  2. If the supplier representative or user representative needs to be changed
  3. When any request for change needs to be approved
  4. When the stage requires resources
  1. Tolerance
  2. Risk
  3. Exception
  4. Control
  1. Maintain
  2. Confirm
  3. Develop
  4. Check
  1. Executive
  2. Project manager
  3. Senior supplier
  4. Senior user
  1. It prepares role descriptions for the project
  2. It appoints the project executive
  3. It provides the communications standards required by the business
  4. It provides information to the project as defined in the communications management approach
  1. Provides the communications standards required by the business
  2. Advises on the people aspects of the supplier teams
  3. Agrees to the commercial management approach (if appropriate)
  4. Ensures appropriate level of involvement of people from the supplier community
  1. Requirement
  2. Acceptance criteria
  3. Quality
  4. Quality specification
  1. Acceptance criteria
  2. Requirement
  3. Quality
  4. Quality specification
  1. Quantitative
  2. Functional
  3. Non-functional
  4. Qualitative
  1. Groupthink
  2. Loss aversion
  3. Proximity
  4. Optimism
  1. Proximity
  2. Loss aversion
  3. Optimism
  4. Groupthink
  1. The characteristics of the project change control tools but not the associated data
  2. The products to be delivered and the degree of uncertainty or volatility in their quality specifications
  3. The scale of the project and the number or diversity of stakeholders
  4. The sensitivity of issues and the project baseline
  1. Earned value management
  2. Burn charts
  3. Daily stand-ups
  4. Retrospectives
  1. To enable overall control of a project by the project board
  2. To provide the information required to initiate a project
  3. To establish the level of control required after initiation
  4. To provide sufficient information to approve the next stage plan
  1. It provides the controls for the final stage of the project
  2. It is used as the basis for comparing the original aim of the project against what was actually achieved
  3. It is updated to include relevant lessons from previous projects
  4. It provides the project product description for approval by the project board
  1. To establish the level of control required after initiation
  2. To enable overall control of a project by the project board
  3. To provide sufficient information to approve the next stage plan
  4. To provide the information required to initiate a project
  1. Starting up a project
  2. Controlling a stage
  3. Managing a stage boundary
  4. Managing product delivery
  1. To ensure a periodic review is carried out to approve the completed products created within the current stage
  2. Assure the project board that all products in the stage plan for the current management stage have been completed and approved
  3. To enable the project board to commit resources and expenditure required for the initiation stage
  4. To review and, if necessary, update the project initiation documentation
  1. To capture the customer's quality expectations
  2. To check that all the project's products have been accepted by the users
  3. To ensure that all benefits have been achieved
  4. To prepare for the final stage of the project
  1. Managing a stage boundary
  2. Controlling a stage
  3. Directing a project
  4. Closing a project
  1. Ownership of the project's products are transferred to the customer
  2. An end stage report is prepared for the final stage
  3. The post-project benefits reviews are performed
  4. The project closure notification is reviewed and approved
  1. Assemblly of the PID
  2. Authorization of a stage plan for the next stage
  3. Production of highlight reports
  4. Production of an exception plan

Dozent des Vortrages PRINCE2® 7 Foundation: Sample Exam 3

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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