PRINCE2 FOUNDATION STYLE EXAM CONSIST OF 45 QUESTIONS IN TOTAL IN 50 MINS.
Low risk
Avoids stresses and strains between organizations
Business as usual
Cross- Functional
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Prevent Change to anything agreed in the PID
Ensure any potential changes to baselined products are controlled
Ensure that the correct versions are delivered to the customer
Assess changes to only the specialist products
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Performance
Reliability
Scope
Ease of use
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Senior Supplier (s)
Team Manager (s)
Project Assurance
Senior User (s)
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Executive
Project Assurance
Senior Supplier
Team Manager
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Problem or concern
Risk advice
Off Tolerance
Specification update
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Project Manager
Project Support
Project Assurance
Team Manager
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Stage Plan
Issue Register
Daily Log
Quality Register
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Off-specification, request for change and concession
Off-specification, request for change and problem or concern
Request for change, problem or concern, and Issue Report
Request for change, Issue Report and risk
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Ensures the establishment of procedures to monitor and evaluate actual achievements versus those planned.
Establishes methods to judge whether the ongoing project is justified, in order to support decision making
Improves the potential for project success through assessment and control of uncertain events or situations
Describes how, when and at what cost products can be delivered so facilitating communication and control
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Quality
Role Descriptions
Processes
Product Descriptions
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Ensuring that the prerequisites for initiating the project are in place
Establishing that the Project plan can meet the required target dates
Creating the Project initiation documentation so the project can be initiated
Confirming to corporate or programme management that quality expectations will be met
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Business Case
Change
Progress
Quality
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All outputs have tangible benefits
Outcomes are the long term results of benefits
Outputs are changes in the way the project's products are used
Benefits are improvements resulting from project outcomes
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Continued Business Justification
Defined roles and responsibilities
Manage by stages
Manage by exception
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Continued Business Justification
Focus on Products
Manage by Exception
Manage by Stages
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Promotes consistency of project work
Project is not seen as an end in itself
Clarity of what a project will deliver, why, when and by whom
Efficient and economic use of management time
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Manage by Stages
Tailor to suit the project environment
Focus on products
Manage by exception
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Supports the Project Manager in ensuring products are delivered within the tolerances agreed with the Project Board
Encourages the Project Manager to review the progress of the stage and log any lessons
Requires escalation of issues and risks to the Project Board which threatens the stage or project tolerance
Recommends a Works Package is created to deliver products that require specific skills
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Project Manager
Project Board
Corporate or programme management
Project Assurance
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1,2,3
1,2,4
1,3,4
2,3,4
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Chair
Presenter
Reviewer
Administrator
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Project Resource Requirements
Projects acceptance criteria
Responsibilities for managing teams
Jobs for Individuals to perform
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Delegating responsibility for changes to the Change Authority
Documenting the Communication Management Strategy
Approving stage tolerances
Approving the customers quality expectations
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Near the end of the current stage
After completion of the current stage
When creating the Project Plan
At the start of the initiation stage
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A project can be scheduled without management stages
There can be several management stages within a technical stage
Several management stages can be scheduled to run concurrently
Technical stages and management stages should always end together
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Project Plan
Project plan and Stage plan
Project plan, stage plan and Team Plan
Project plan, Stage plan, Team plan and Exception plan
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Continued business justification
Manage by exception
Focus on products
Manage by Stages
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New accounting procedure
Staffing costs reduced by 20%
Faster and more accurate processing of all sales invoices
Quick access to all detailed reports and accounts
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Managing Product Delivery
Directing a Project
Controlling a Stage
Managing a Stage Boundary
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Project board
Project Manager
Team Manager
Project Support
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Starting up a project
Directing a Project
Initiating a Project
Managing Product Delivery
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Project Plan
Project Product Description
Project Initiation Document
Project Brief
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Product Status Account
Stage Plan
Benefits Review Plan
Lesson Log
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Describes how risk management will be implemented throughout the organization
Capture and maintains information on all identified risks relating to the project
Documents specific actions for responding to risks
Describes procedures and techniques for managing project risks
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Project plan
Exception plan
Team plan
Initiation stage plan
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Checks that all the projects products have been signed off by the users
Prepares for the final stage of the project
Captures the customer's quality expectations
Ensures that all benefits have been achieved
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Controlling a stage
Managing a stage boundary
Managing a product delivery
Directing a project
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Sending regular Checkpoint reports
Authorizing one stage at a time
Creating Exception reports when tolerance are threatened
During project closure
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Prepares and distributes an interim report on what has gone well
Documents the agreed level of quality for each of the deliverables of the next stage
Re plans a stage in response to a forecast deviation from tolerance
Reviews and if necessary updates the project management team for the next stage
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Suppliers understand what is expected of them.
Products of appropriate quality are delivered
The project board is kept informed of progress on the products
Work for the team is agreed with the Project Manager
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Highlight Report
Exception Report
PID
End of a stage
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Has a higher degree of risk than business as usual
Involves people with different skills introducing a change that will impact others outside of the team
Has a lifespan that usually covers the delivery of the desired outcomes and the realization of the expected benefits.
A temporary management structure created for the implementation of business products.
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Benefits Review plan
Issue Register
Highlight Report
Product Status Account
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Project Mandate
Project Product Description
Outline Business Case
Project approach
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Allows the project to be broken into manageable stages
Offers levels of plan for which tolerance can be set
Provides an overview Project plan and a detailed Stage plan
Reviews any change to the Business case at end stage assessments
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Any issue resolution that would introduce a threat to tolerance must be escalated to the Project Board
Any change to a Configuration Item Record must be escalated to the Project Board
Any creation of a product variant will trigger an Exception Report
An exception plan must be accompanied by a Product Status Account
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