1. PRINCE2® – Foundation 6th Edition including Exam (EN)

PRINCE2® Foundation: Sample Exam (1) von Dion Training

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Über den Vortrag

Der Vortrag „PRINCE2® Foundation: Sample Exam (1)“ von Dion Training ist Bestandteil des Kurses „PRINCE2® – Foundation 6th Edition including Exam (EN)“.

Quiz zum Vortrag

  1. Identify
  2. Assess
  3. Implement
  4. Plan
  1. 1 and 4
  2. 1 and 2
  3. 2 and 3
  4. 3 and 4
  1. Progress
  2. Change
  3. Plans
  4. Risk
  1. To define the approach to engaging with stakeholders
  2. To define the project assurance role of team managers
  3. To combine roles, where possible, to simplify the organization
  4. To appoint a business change manager as senior user when the project is part of a programme
  1. When the project's progress will be reviewed
  2. Which of the six tolerance areas will be included
  3. Which primary stakeholder interests will be represented
  4. When the project's outputs will be delivered
  1. The chosen option must provide value for money
  2. The justification for compulsory projects does not need approval
  3. There must be no change to the reasons for a project
  4. A formal business case document is mandatory
  1. Highlight report
  2. Lessons report
  3. Product status account
  4. Checkpoint report
  1. It can be performed by the project manager
  2. It is an optional role for a PRINCE2 project
  3. It produces checkpoint reports for the project manager
  4. It can be combined with the project assurance role
  1. A hierarchy of all the products to be produced during a plan
  2. A record of the issues that are being formally managed during a plan
  3. A diagram showing the sequence of production of the planned products
  4. A record of the major risks relating to the project plan
  1. To document a common understanding of the starting point for the project
  2. To capture lessons from previous projects
  3. To confirm that the project is able to deliver the detailed business case
  4. To define the quality techniques to be applied during the project
  1. To ensure that work on products is authorized
  2. To sign off completed work packages
  3. To ensure that the business case is kept under review
  4. To report progress to the project board
  1. Managing product delivery
  2. Initiating a project
  3. Controlling a stage
  4. Managing a stage boundary
  1. By reviewing the management of previous projects
  2. By defining the customer's expectations of the project's products
  3. By defining cost tolerances for project objectives
  4. By delegating responsibilities to a different level of management
  1. Checkpoint report
  2. End stage report
  3. Exception report
  4. Lessons report
  1. If it is forecast that project level tolerance will be exceeded
  2. When the stage requires resources
  3. If the senior supplier or senior user needs to be changed
  4. When any request for change needs to be approved
  1. Because more than one function may be involved in the project
  2. Because each project will have unique outputs
  3. Because projects may have duplicated or inconsistent objectives
  4. Because stages provide senior management with control points
  1. Directing a project
  2. Starting up a project
  3. Initiating a project
  4. Managing a stage boundary
  1. To confirm that there are no known restrictions that would prevent the project from being delivered
  2. To ensure that all team managers understand their responsibilities
  3. To obtain approval for the project plan from corporate, programme management or customer
  4. To prepare the project initiation documentation for authorization to initiate the project
  1. Focus on products
  2. Continued business justification
  3. Learn from experience
  4. Manage by stages
  1. Identified threats and opportunities must be documented
  2. A risk breakdown structure must be created
  3. A risk budget must be established for managing risks
  4. Risk checklists must be used to ensure risks are identified
  1. 2 and 3
  2. 1 and 2
  3. 3 and 4
  4. 1 and 4
  1. To provide a schedule for measuring the achievement of benefits
  2. To document the justification for undertaking a project
  3. To summarize project performance to date for the project board to decide what action to take next
  4. To provide the reasons for the project, to put into the business case
  1. To specify the desired result
  2. To provide the skills to deliver the desired result
  3. To ensure the technical integrity of a project
  4. To develop the project's products
  1. To define the techniques to be used when assessing project risks
  2. To summarize exposure to strategic, programme, project and operational risks
  3. To recommend responses for each of the project risks
  4. To identify suitable risk owners for each of the project risks
  1. Quality register
  2. Risk register
  3. Issue register
  4. Lessons log
  1. Initiating a project
  2. Managing product delivery
  3. Directing a project
  4. Managing a stage boundary
  1. 1 and 2
  2. 2 and 3
  3. 3 and 4
  4. 1 and 4
  1. A request for change
  2. An off-specification
  3. A problem
  4. A concern
  1. It introduces business change
  2. It produces benefits
  3. It manages stakeholders
  4. It incurs cost
  1. Managing product delivery
  2. Initiating a project
  3. Controlling a stage
  4. Managing a stage boundary
  1. The people or organizations that benefit from using the project’s product
  2. The people or organizations that design the project's products
  3. Corporate, programme management or customer
  4. Project delivery teams
  1. Any of the project's specialist products
  2. The result of the change derived from using the project's products
  3. The measurable improvement resulting from an outcome
  4. A negative outcome
  1. The formats for communicating project information to stakeholders
  2. The different ways that the project product can be delivered
  3. That all of the information to develop the project brief is available
  4. That any constraints which could affect the project have been removed
  1. 1 and 2
  2. 2 and 3
  3. 3 and 4
  4. 1 and 4
  1. Define a change authority
  2. Establish a change budget
  3. Request a product status account
  4. Agree acceptable corrective actions
  1. An uncertain event that could have a negative impact on objectives
  2. An uncertain event that could have a favourable impact on objectives
  3. An event that has occurred resulting in a negative impact on objectives
  4. An event that has occurred resulting in a favourable impact on objectives
  1. Scope
  2. Timescale
  3. Risk
  4. Costs
  1. Processes
  2. Quality
  3. Role descriptions
  4. Product descriptions
  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. By setting controls to warn the higher level of management of potential problems
  2. By dividing the project into a minimum of two management stages
  3. By ensuring that the project continues to be desirable, viable and achievable
  4. By providing lessons so that mistakes made in previous projects do not happen
  1. To ensure that the products are produced within the constraints agreed with the project board
  2. To set project-level tolerances
  3. To approve the stage completion of each stage
  4. To appoint the roles in project management team
  1. A known situation which creates uncertainty
  2. A negative consequence of a threat occurring
  3. An area of uncertainty that could create a problem
  4. A positive consequence of an exploited opportunity
  1. To provide a fixed point at which acceptance of the project product is confirmed
  2. To inform the project board that the final stage is about to start
  3. To provide the project board with sufficient information to confirm continued business justification
  4. To define the handover procedures for the project's products
  1. The project will have review and decision points so that progress can be assessed
  2. The project management team will understand the tolerances allowed
  3. The project management team will understand the customer's expectations
  4. The key stakeholders in the project will have representation on the project board
  1. It provides established and proven best practice and governance for project management
  2. It includes techniques for critical path analysis and earned value analysis
  3. It enables a project manager to be accountable for the success of a project
  4. It prevents any changes after the scope of a project has been agreed
  1. To check that all the project's products have been accepted by the users
  2. To prepare for the final stage of the project
  3. To capture the customer’s quality expectations
  4. To ensure that all benefits have been achieved
  1. Stage authorization
  2. Highlight reporting
  3. Work package authorization
  4. Checkpoint reporting
  1. The approach to managing project assurance
  2. The quality tools and techniques to be used
  3. The project's approach to quality planning
  4. The definition of the quality records required
  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. The project board
  2. Corporate, programme management or customer
  3. Project support
  4. The change authority
  1. To define the structure of accountability and responsibilities on the project
  2. To set the tolerance on the cost of resources
  3. To plan the training needed for the delivery of the project
  4. To implement the controls required to manage by exception
  1. To ensure any potential changes to baselined products are controlled
  2. To prevent changes to what was agreed in the project initiation documentation
  3. To assess and control a project's threats and opportunities
  4. To identify changes needed to the project as a result of acting on lessons
  1. Planning
  2. Assurance
  3. Control
  4. Tolerance
  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 assemble the project initiation documentation so the project can be initiated
  4. To confirm to corporate, programme management or customer that quality expectations will be met
  1. There can be more than one delivery step within a management stage
  2. A project can be scheduled without management stages
  3. Several management stages can be scheduled to run at the same time
  4. Delivery steps and management stages should end together
  1. To define how the project will ensure that its products are fit for purpose
  2. To define the procedures for the control and modification of project products
  3. To establish mechanisms to judge whether the project remains desirable and achievable
  4. To enable the assessment of continuing project viability
  1. To review and, if necessary, update the project initiation documentation
  2. To enable the project board to commit resources and expenditure required for the initiation stage
  3. To act as a break between those managing the project and those creating products
  4. To ensure a periodic review is carried out to approve the products created within the completed stage
  1. Create the product flow diagram
  2. Design the plan
  3. Analyze the risks
  4. Prepare the schedule
  1. Produce an exception plan
  2. Produce highlight reports
  3. Take corrective action within stage tolerances
  4. Authorize a stage plan for the next stage
  1. Information for the project board to decide if the project is aligned to business objectives
  2. Approval from the project board to proceed with the project, if it is worthwhile
  3. Approval from the project manager for work to be started by delivery teams
  4. Definition of the suppliers' obligations for controlling the work package delivery

Dozent des Vortrages PRINCE2® 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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