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

PRINCE2® Foundation: Sample Exam (2) von Dion Training

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Über den Vortrag

Der Vortrag „PRINCE2® Foundation: Sample Exam (2)“ von Dion Training ist Bestandteil des Kurses „PRINCE2® – Foundation 6th Edition including Exam (EN)“.

Quiz zum Vortrag

  1. A checkpoint report is a time-driven control
  2. A highlight report is an event-driven control
  3. An exception report is a time-driven control
  4. A daily log is an event-driven control
  1. Communication management approach
  2. Change control approach
  3. End project report
  4. Project brief
  1. Controlling a stage
  2. Directing a project
  3. Managing a stage boundary
  4. Closing a project
  1. 1 and 4
  2. 1 and 2
  3. 2 and 3
  4. 3 and 4
  1. Defined roles and responsibilities
  2. Manage by stages
  3. Focus on products
  4. Learn from experience
  1. During the 'closing a project' process
  2. During the final end stage assessment
  3. During the 'controlling a stage' process
  4. During the 'managing product delivery' process
  1. Project assurance provides assurance to the project's stakeholders whereas quality assurance provides assurance to the wider corporate, programme or customer organization
  2. They are both the responsibility of the project board, but project assurance may be delegated
  3. They are both independent of the project management team
  4. Project assurance and quality assurance are both the responsibility of corporate, programme management or the customer
  1. Issue and change control
  2. Risk management
  3. Exception management
  4. Quality control
  1. Tolerances for the project
  2. Scope of the project
  3. Costs of the project
  4. Timescales for the project
  1. 1 and 2
  2. 2 and 3
  3. 3 and 4
  4. 1 and 4
  1. To take action so that the stage remains within tolerance
  2. To agree, perform and deliver project work
  3. To draft a plan for the next stage
  4. To agree tolerances for the stage
  1. Unnecessary management effort
  2. Project risks
  3. Training
  4. Procurement procedures
  1. To accept authorized work packages from the project manager
  2. To review the highlight report for the previous reporting period
  3. To review the tailoring approach and its implications for project controls
  4. To examine and escalate issues, taking necessary corrective actions
  1. To manage a long initiation stage of a complex project
  2. To manage the activities of a complex programme
  3. To organize support activities following the handover of products to operations
  4. To create an exception plan to replace the current stage plan
  1. Identify activities and dependencies
  2. Describe the means of communication for the project
  3. Implement responses for opportunities
  4. Baseline the project deliverables
  1. It allows the project team to identify improvements to be made during the project
  2. It allows the project board to delegate cost tolerances to the project manager
  3. It allows the project team to fully understand their roles and responsibilities
  4. It allows the project manager to delegate time tolerances to the team managers
  1. To ensure the project represents value for money
  2. To set tolerance levels for the project
  3. To confirm the project delivers the required functionality
  4. To check the required quality levels are achieved by the project's products
  1. It has project processes that satisfy the objectives of PRINCE2 processes
  2. It has a permanent project organization to deliver a long-term result
  3. It has established technology to improve business as usual
  4. It applies some of the PRINCE2 principles
  1. A measure of the likelihood of the risk occurring
  2. The scale of the risk should it occur
  3. The probable effect on the project being able to deliver its objectives
  4. A probable timeframe within which the risk may occur
  1. The risk owner and the risk actionee carry out activities to control and deal with the risk
  2. Project support allocates the risk budget to fund the selected risk responses
  3. The risk owner decides the best response to control the risk
  4. The project manager formulates the risk management approach
  1. To summarize how the organization's project management method will be tailored for the project
  2. To ensure that there is authority to initiate the project
  3. To prepare the plans for the subsequent delivery stages
  4. To request authority from programme, corporate management or the customer to deliver the project
  1. To record identified threats in a risk register
  2. To assign risk actionees to undertake planned risk responses
  3. To escalate identified threats to the project board
  4. To establish a risk budget to fund responses to risks
  1. By raising an issue
  2. By submitting an exception report
  3. By submitting an exception plan
  4. By raising a risk
  1. Project manager
  2. Executive
  3. Team manager
  4. Project support
  1. To define the project's approach to project assurance
  2. To define the use and format of quality records
  3. To define the project's approach to quality assurance
  4. To define proxy measures that indicate achievable benefits
  1. To look for ways to improve the effectiveness of the management of the project
  2. To establish the mechanisms to judge whether a project is desirable and achievable
  3. To control uncertainty to improve the ability of the project to succeed
  4. To establish mechanisms to control any unacceptable deviation
  1. To establish methods to judge whether the ongoing project is justified
  2. To establish mechanisms for managing issues that may impact the baseline
  3. To assess and control uncertain events or situations
  4. To describe how products will be delivered that are fit for purpose
  1. Initiating a project
  2. Managing product delivery
  3. Controlling a stage
  4. Directing a project
  1. 1 and 2
  2. 2 and 3
  3. 3 and 4
  4. 1 and 4
  1. Product status account
  2. Issue register
  3. Product description
  4. Configuration item record
  1. 2 and 3
  2. 1 and 2
  3. 3 and 4
  4. 1 and 4
  1. The overall approach to managing by exception
  2. The tailoring required for progress reports
  3. The tolerance areas that will not be controlled
  4. The levels of management control that will be used
  1. Progress
  2. Plans
  3. Change
  4. Quality
  1. Risk owner
  2. Project support
  3. Risk actionee
  4. Project assurance
  1. To approve or reject requests for change within the delegated limits
  2. To ensure an acceptable solution is being developed
  3. To prepare a team plan and agree it with the project manager
  4. To maintain project files according to document control procedures
  1. That the project is properly initiated before work begins on delivery of the project's outputs
  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 only started and continued if it is desirable, viable and achievable
  1. Lower
  2. Complex
  3. Understood
  4. Higher
  1. Ownership of the project's products is transferred to the customer
  2. The post-project benefits reviews are performed
  3. An end stage report is prepared for the final stage
  4. The project closure notification is reviewed and approved
  1. To do the minimum to decide whether it is worthwhile initiating the project
  2. To understand the resources and costs to deliver the project's products
  3. To ensure that there is authority to deliver the project's products
  4. To create the management product required to control the project
  1. To deliver the outputs of the project
  2. To deliver the benefits of the project
  3. To provide the project mandate
  4. To provide the requirements for the products
  1. To ensure that all the responsibilities of the project board are fulfilled
  2. To ensure the senior user verifies user requirements
  3. To ensure that the change authority is delegated
  4. To ensure that the supplier resources are available
  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. It enables the project board to assure that there is continued business justification
  2. It covers the day-to-day activities of the project manager
  3. It ensures there are regular progress meetings
  4. It begins on completion of the 'initiating a project' process
  1. To define the means of delivering the products
  2. To identify, assess and control uncertainty within the project
  3. To establish a coding system for all components of the project's products
  4. To produce a benefits management approach
  1. To define the quality standards to be applied to a project
  2. To define the customer's quality expectations for the project
  3. To identify the level of quality required for each of the project's products
  4. To summarize the planned quality management activities
  1. By providing an explicit understanding of what the project must deliver
  2. By providing the project's tolerances so that authority can be delegated
  3. By providing the responsibilities for the project management team
  4. By providing the justification for the project to be initiated
  1. It promotes continual learning in organizations
  2. It is a method specifically designed for technical projects
  3. It includes many motivational techniques
  4. It is designed to manage both projects and programmes
  1. Executive and project manager
  2. Project board and change authority
  3. Project manager and team manager
  4. Project manager and project support
  1. It involves cross-functional teams
  2. It is considered low risk
  3. It avoids stresses and strains between organizations
  4. It maintains business as usual
  1. To request authorization to start the next stage
  2. To ensure that all threats and opportunities for the current stage have been closed
  3. To ensure that work on products allocated to the team for the next stage is authorized
  4. To implement actions to resolve tolerance deviations from the stage plan
  1. Directing a project
  2. Starting up a project
  3. Initiating a project
  4. Managing a stage boundary
  1. To document the responsibility for defining the standards for the business case
  2. To appoint a senior user from an area of the business impacted by the project
  3. To have the benefits management approach approved by the participants of benefits reviews
  4. To delegate the development of the business justification to the project manager
  1. It is used as the basis for comparing the original aim of the project against what was actually achieved
  2. It provides the controls for the final stage of the project
  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. Initiating a project
  2. Starting up a project
  3. Directing a project
  4. Managing product delivery
  1. Close to the end of each management stage
  2. Close to the start of each management stage
  3. At the end of the final stage
  4. At the end of the 'starting up a project' process
  1. The result of the change derived from using the project's outputs
  2. A measurable improvement that is perceived as an advantage by one or more stakeholders
  3. The reason for the project
  4. The project's specialist products
  1. Benefits, quality, risk
  2. Benefits, change, risk
  3. Change, quality, risk
  4. Benefits, change, quality
  1. Initiation, and at least one other stage for the rest of the project
  2. Starting up, initiation, and at least one other stage for the rest of the project
  3. At least one stage for developing products, and a closing stage
  4. Initiation, at least one stage for developing products, and a closing stage
  1. All three principle categories of stakeholder have their interests represented by the project board
  2. All stakeholders must be identified at the start of the project
  3. All stakeholders are members of the project board
  4. All stakeholders are external to the corporate organization
  1. Terms of reference for a project
  2. A detailed business case
  3. Tolerances for each management stage
  4. A plan for the initiation stage

Dozent des Vortrages PRINCE2® 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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