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

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

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Über den Vortrag

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

Quiz zum Vortrag

  1. 'Continued business justification', because the justification for starting the project needs to be recorded in some form of a business case.
  2. 'Continued business justification', because it is the executive who drafts the outline business case at the beginning of a project.
  3. 'Learn from experience', because it is important to consider lessons from previous projects at the beginning of a new project.
  4. 'Learn from experience', because the project management team should learn from more experienced corporate management.
  1. 'Learn from experience', because project teams should learn from what occurred on similar projects.
  2. 'Continued business justification', because there is sufficient reason to start this project.
  3. 'Continued business justification', because the project's justification should remain unchanged.
  4. 'Learn from experience', because the project should continue to learn from its own experiences.
  1. No, because the project board should assess project viability on completion of work planned for stage 2.
  2. Yes, because moving the work to stage 3 avoided an exception situation in stage 2.
  3. Yes, because stage 3 is not the final stage so work can be moved from stage 2.
  4. No, because work in stage 3 should start while work planned for stage 2 is being completed.
  1. It applies it well, because the executive needs to be confident that controls and tolerances are being implemented effectively.
  2. It applies it well, because a PRINCE2 project should structure the project into management stages to enable approval on a stage-by-stage basis
  3. It applies it poorly, because roles should be combined in a small project as long as there is no conflict of interest
  4. It applies it poorly, because a PRINCE2 project should focus on delivering quality outputs rather than on the work required to deliver the products.
  1. 'Focus on products', because the work done will contribute to the products being delivered to the required standards.
  2. 'Manage by stages', because an output-oriented project should define the products prior to producing them.
  3. 'Manage by stages', because users are more likely to be satisfied if the products are agreed at the start of the project.
  4. 'Focus on products', because the project manager should make key decisions prior to the start of detailed work.
  1. No, because the Vice President cannot judge if the project can be feasibly delivered by all supply streams.
  2. Yes, because the Vice President can represent all three primary stakeholder interests.
  3. Yes, because appointing the Vice President provides an explicit project management team structure.
  4. No, because having defined roles should help each person to answer 'what is expected of me?'.
  1. 'Manage by stages', because the project manager reviews the contents of the project initiation documentation when planning stage 4
  2. 'Manage by stages', because the project manager reviews the status of stage 3 products at the end of the stage.
  3. 'Manage by exception', because the project board delegates the authority to the project manager on a stage-by-stage basis.
  4. 'Manage by exception', because the team manager's performance should be reviewed before authorizing the next work package
  1. Yes, because the controls applied need to be appropriate to the organization's governance.
  2. Yes, because this provides control points during the project for decisions to be made.
  3. No, because producing slides takes more effort than producing written documents.
  4. No, because applying the 'manage by exception' principle removes the need for meetings.
  1. No, because the graphic designer's business justification should not be part of the project's business case.
  2. Yes, because project costs should be recorded as part of the project's business case.
  3. Yes, because the project's business case should record any benefits for the project's stakeholder.
  4. No, because the project, as part of a programme, should be provided with the approach to the business case
  1. No, because the senior user should be accountable for specifying the benefits which justify the project.
  2. Yes, because the agent has the skills required to be responsible for forecasting the album sales.
  3. Yes, because the agent identified the size of the market for this type of music during the initiation stage.
  4. No, because the senior user should be responsible for the development of the detailed business case.
  1. No, because the Recording Studio Manager's business justification may conflict with the interests of the executive.
  2. Yes, because the Recording Studio Manager is responsible for the delivery of the 'recorded album'.
  3. Yes, because the Recording Studio Manager has the experience required to deliver the 'recorded album'.
  4. No, because the Recording Studio Manager will not be available throughout the project lifecycle.
  1. Yes, because the project manager can take on a team manager role if they have the specialist skills.
  2. Yes, because in a commercial environment the project manager should understand supplier contractual obligations
  3. No, because the team manager should come from the graphic design company to avoid conflicts of interest.
  4. No, because the project manager should plan roles during the 'starting up a project' process.
  1. Record the requirement in the quality management approach, because compliance with external standards should be addressed when determining the approach to quality.
  2. Record the need to meet this requirement during stage 2, because the 'artwork' will be delivered to the specified quality criteria during stage 3.
  3. Record the need to meet this requirement during stage 2, because the product description for the 'artwork' will specify the required quality criteria.
  4. Record the requirement in the quality management approach, because independent quality assurance needs to be planned at the beginning of the project.
  1. The quality checking of the 'recorded sample songs' needs to be aligned with the incremental delivery approach.
  2. The quality that the singer expects from the 'recorded sample songs' needs to be documented.
  3. The acceptance criteria for the 'recorded sample songs' need to be prioritized by the singer.
  4. The acceptance criteria for the 'recorded album' could change as a result of recording the sample songs.
  1. Yes, because team plans can be created in parallel with the project manager creating the stage plan.
  2. Yes, because the team plans for stage 4 should be approved by the project board before the stage begins.
  3. No, because team plans should be produced as part of the 'managing product delivery' process.
  4. No, because team plans produced by external team managers should comply with supplier standards.
  1. Yes, because the resources that will undertake the work may estimate the work differently.
  2. Yes, because each workshop participant should understand their role.
  3. No, because initial project estimates should be accurate.
  4. No, because one method of estimating should be used throughout the project.
  1. The risk budget, because it should include the funds to cover a contingent plan.
  2. The change budget, because this includes the provision for unknown risks.
  3. The change budget, because the distribution channels are being changed.
  4. The risk budget, because it should be used to fund planned risk tolerances.
  1. 'Reduce a threat', because the threat is being made less likely to occur and would have less impact.
  2. 'Transfer the risk', because using a cheaper company transfers the threat to the third party.
  3. 'Transfer the risk', because using a cheaper company reduces the financial impact on the project.
  4. 'Reduce a threat', because the threat is being made certain by increasing the probability of it occurring.
  1. No, because this is a request for change and should not be funded from stage cost tolerance.
  2. Yes, because all types of issue should be funded from stage cost tolerance.
  3. Yes, because this is a problem and should be funded from stage cost tolerance.
  4. No, because all requests for change should be funded from the change budget.
  1. No, because the project board must agree any change to the quality criteria.
  2. Yes, because the ‘artwork’ is of acceptable quality and project delay will be avoided.
  3. Yes, because the singer has agreed the revisions to his original quality criteria.
  4. No, because corporate, programme management or the customer must approve an off-specification.
  1. Yes, because a checkpoint report can be an oral report.
  2. Yes, because a checkpoint report can be event-driven.
  3. No, because the reporting format cannot be changed during delivery.
  4. No, because only an exception report can be an oral report.
  1. Daily log, because the issue register is not created during the 'starting up a project' process.
  2. Daily log, because it should be used to formally manage issues throughout the project lifecycle.
  3. Issue register, because it should be used to formally manage issues throughout the project lifecycle.
  4. Issue register, because it should be used by the project manager to monitor issues on a regular basis
  1. Yes, because potential security issues that apply to the project should be considered when developing the project brief.
  2. Yes, because the project brief should record any risks identified during the 'starting up a project' process.
  3. No, because it is sufficient to record the issue in the lessons log for the team manager of the focus groups to consider.
  4. No, because it is a serious issue that should be recorded in the issue register and managed formally.
  1. Yes, because the need for the project board to provide informal advice to the project manager increases at the end of a stage
  2. Yes, because the project board should provide advice to the project manager when preparing exception reports
  3. No, because highlight reports should keep the project board informed without the need for other communications.
  4. No, because applying the 'manage by exception' principle should allow for the efficient use of senior managers' time.
  1. Yes, because the reporting should be more frequent when a team is inexperienced, to build confidence.
  2. Yes, because the project board uses highlight reports to monitor progress during management stages.
  3. No, because the frequency of highlight reports should be set in each stage plan to allow a different level of monitoring.
  4. No, because the frequency of highlight reporting should be specified in the communication management approach.
  1. Yes, because using a work package will help to ensure that the output is delivered on time.
  2. Yes, because work packages should be used to manage work during the initiation stage.
  3. No, because the 'controlling a stage' process should be used for work within delivery stages.
  4. No, because the team manager for the sample songs production should select the recording studio.
  1. Agree when the 'recorded album' needs to be completed.
  2. Report the amount spent when producing the 'recorded album'.
  3. Verify that the required sound quality checks have been completed.
  4. Report progress on acceptance of the work package using a checkpoint report.
  1. Consult with project assurance.
  2. Raise a risk with the project manager.
  3. Request a resource from the senior supplier.
  4. Revise the product description.
  1. No, because an issue should be raised so that the project manager can decide on corrective action.
  2. Yes, because this will 'exploit' the opportunity for the focus group to hear the singer perform the songs
  3. Yes, because the team manager is taking corrective action to resolve the issue of the poor-quality recordings.
  4. No, because the team manager should ask the Recording Studio Manager to take corrective action.
  1. When preparing the stage 4 plan for approval by the project board.
  2. When reporting that stage 3 is now progressing according to plan.
  3. When re-planning stage 3 in response to the increased time tolerance.
  4. When the performance of the whole Music Album Project is reviewed.
  1. Project board.
  2. Programme board.
  3. Project manager with project assurance.
  4. Both project board and programme board.
  1. Prepare an end stage report, because the project board have asked what is outstanding for stage 3.
  2. Prepare an exception report, because it should show the status of the work package.
  3. Prepare an exception report, because it should describe the options for dealing with the deviation.
  4. Prepare an end stage report, because the project is nearing the end of stage 3.
  1. Check the 'album ready for launch' to confirm that it meets the record company's requirements.
  2. Summarize the final amount spent in producing the 'recorded album', for future reference.
  3. Report on the number of downloads for the sample songs and the predicted sales.
  4. Identify the marketing activities that still need to take place to support the launch.
  1. Review the dates when sales of the new album will be measured.
  2. Update the project plan with the actual time taken to plan the launch event.
  3. Check whether the graphic designer can be released to work on another project.
  4. Summarize whether the 'album ready for launch' was delivered on time and to cost.
  1. Project support, when creating the product status account.
  2. Project manager, when updating the end project report with lessons.
  3. Project manager, when identifying follow-on action recommendations.
  4. Project support, when transferring responsibility for the launch event plan.
  1. Senior supplier.
  2. Executive.
  3. Senior user.
  4. Project manager.
  5. Team manager.
  1. Senior user.
  2. Senior supplier.
  3. Project manager.
  4. Team manager.
  5. Project assurance.
  1. Project assurance.
  2. Executive.
  3. Senior user.
  4. Senior supplier.
  5. Project manager.
  1. Marketing Manager.
  2. Vice President.
  3. Production Manager.
  4. Production Assistant.
  5. Music lawyer.
  1. Production Manager.
  2. Vice President.
  3. Production Assistant.
  4. Marketing Manager.
  5. Music lawyer.
  1. Production Assistant.
  2. Vice President.
  3. Production Manager.
  4. Marketing Manager.
  5. Music lawyer.
  1. Composition.
  2. Purpose.
  3. Development skills required.
  4. Project-level quality tolerances.
  5. Acceptance method.
  1. Acceptance responsibilities.
  2. Purpose.
  3. Composition.
  4. Development skills required.
  5. Project-level quality tolerances.
  1. Project-level quality tolerances.
  2. Purpose.
  3. Composition.
  4. Development skills required.
  5. Acceptance method.
  1. Defining and analyzing the products.
  2. Designing a plan.
  3. Identifying activities and dependencies.
  4. Preparing estimates.
  5. Preparing a schedule.
  1. Designing a plan.
  2. Defining and analyzing the products.
  3. Identifying activities and dependencies.
  4. Preparing estimates.
  5. Preparing a schedule.
  1. Defining and analyzing the products.
  2. Designing a plan.
  3. Identifying activities and dependencies.
  4. Preparing a schedule.
  5. Documenting a plan.
  1. Risk actionee.
  2. Probability, impact and expected value
  3. Proximity.
  4. Risk category.
  5. Risk status.
  1. Probability, impact and expected value.
  2. Proximity.
  3. Risk category.
  4. Risk owner.
  5. Risk actionee.
  1. Proximity.
  2. Risk category.
  3. Risk status.
  4. Risk owner.
  5. Risk actionee.
  1. Senior user.
  2. Corporate, programme management or the customer.
  3. Executive.
  4. Project manager.
  5. Project support.
  1. Executive.
  2. Corporate, programme management or the customer.
  3. Senior user.
  4. Project manager.
  5. Project support.
  1. Project manager.
  2. Corporate, programme management or the customer
  3. Executive.
  4. Senior user.
  5. Project support.
  1. Work package.
  2. Checkpoint report.
  3. Highlight report.
  4. End stage report.
  5. Exception report.
  1. Checkpoint report.
  2. Work package.
  3. Highlight report.
  4. End stage report.
  5. Exception report.
  1. End stage report.
  2. Work package.
  3. Checkpoint report.
  4. Highlight report.
  5. Exception report.
  1. Executive.
  2. Senior user.
  3. Senior supplier.
  4. Project manager.
  5. Project support.
  1. Executive.
  2. Senior user.
  3. Senior supplier.
  4. Project manager.
  5. Project assurance.
  1. Project assurance.
  2. Executive.
  3. Senior user.
  4. Senior supplier.
  5. Project manager.
  1. Authorize a stage or exception plan.
  2. Authorize initiation.
  3. Authorize the project.
  4. Give ad hoc direction.
  5. Authorize project closure.
  1. Authorize project closure.
  2. Authorize initiation.
  3. Authorize the project.
  4. Authorize a stage or exception plan.
  5. Give ad hoc direction.
  1. Authorize the project.
  2. Authorize initiation.
  3. Authorize a stage or exception plan.
  4. Give ad hoc direction.
  5. Authorize project closure.
  1. Risk.
  2. Business case.
  3. Organization.
  4. Progress.
  5. Plans.
  1. Business case.
  2. Organization.
  3. Risk.
  4. Progress.
  5. Quality.
  1. Quality.
  2. Organization.
  3. Risk.
  4. Progress.
  5. Plans.
  1. Take corrective action.
  2. Authorize a work package.
  3. Review work package status.
  4. Review the management status
  5. Report highlights.
  1. Review work package status.
  2. Authorize a work package.
  3. Report highlights.
  4. Escalate issues and risks.
  5. Take corrective action.
  1. Report highlights.
  2. Authorize a work package.
  3. Review work package status.
  4. Review the management status.
  5. Escalate issues and risks.

Dozent des Vortrages PRINCE2® Practitioner: 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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