A project manager is managing a project where a supplier has informed the team that a critical delivery will be delayed by four weeks. This delay will cause the project to exceed its time tolerance. What should the project manager do?

Escalate the issue to the project board as an exception

Update the project plan and continue without escalation

Ask the supplier to expedite the delivery without informing the board

Record the delay in the lessons log and move on

In PRINCE2, what is the purpose of forecasting?

To allocate resources to work packages

To predict future project performance based on current data and trends

To record past performance for the lessons report

A project manager discovers that the project's cost is forecast to exceed the cost tolerance by 5%. The project board is currently unavailable for a week. What should the project manager do?

Escalate the forecast to the project board immediately, even though they are unavailable

Wait until the project board is available and then escalate

Use the project manager's authority to adjust the cost tolerance

Continue the project and hope the cost overrun does not materialize

How do management systems support progress management in PRINCE2?

By automating the collection and analysis of progress data

By automatically making decisions for the project manager

By replacing the need for progress reports

By eliminating the need for project controls

Home/Organizations/PeopleCert/Exam PRINCE2-FOUNDATION-VERSION-7/4.7.5 Describe the guidance for effective management of progress/Practice Page 1

PRINCE2 Foundation (Version 7)

Domain 4Objective 42

4.7.5 Describe the Guidance for Effective Management of Progress PRINCE2-FOUNDATION-VERSION-7 Practice Questions (Page 1)

Part of the Understand the PRINCE2 practices and how they are applied throughout the project domain, which accounts for 60% of the PRINCE2-FOUNDATION-VERSION-7 exam. PeopleCert does not publish an official question count, but from its 60-minute exam (~25–40 total, ~15–24 in this domain), expect 1–1 from this objective — we provide 25 practice questions to prepare you well beyond it. (estimate)

25questions here

5free pages

7concepts

60%of the exam

Curriculum map

Understand key concepts relating to projects and PRINCE2
Understand how the PRINCE2 principles underpin the PRINCE2 method
Understand the importance of people in successful projects
Understand the PRINCE2 practices and how they are applied throughout the project
Understand the PRINCE2 processes and how they are carried out throughout the project

7 Concepts in This Objective

Tolerances for progress control
Types of control
Reviewing progress and lessons
Reporting progress and lessons
Forecasting
Escalating
Use of data and systems in progress management

All 5 pages of PRINCE2-FOUNDATION-VERSION-7 4.7.5 Describe the guidance for effective management of progress practice

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Questions 1–5

1application · medium
A project manager is managing a project where a supplier has informed the team that a critical delivery will be delayed by four weeks. This delay will cause the project to exceed its time tolerance. What should the project manager do?
Select an answer first
2foundation · easy
In PRINCE2, what is the purpose of forecasting?
Select an answer first
3expert · hard
A project manager discovers that the project's cost is forecast to exceed the cost tolerance by 5%. The project board is currently unavailable for a week. What should the project manager do?
Select an answer first
4foundation · easy
Which of the following is an example of a forecasting technique used in PRINCE2?
Select an answer first
5foundation · easy
How do management systems support progress management in PRINCE2?
Select an answer first

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Other objectives in Understand the PRINCE2 practices and how they are applied throughout the project

4.1 Explain the Purpose of PRINCE2 Management Products, Including4 pages of practice
4.1.1 Explain the Purpose of the ‘business Case’ Practice (5.1)5 pages of practice
4.1.2 Describe the Key Relationships Between the ‘business Case’ Practice and the Principles (5.7, Tab 5.2)6 pages of practice
4.1.3 Explain the Purpose of the Key Management Products Required to Support the ‘business Case’ Practice (5.5)3 pages of practice
4.1.4 Define Key Concepts Related to the ‘business Case’ Practice: (5.1)4 pages of practice
4.1.5 Describe the Guidance for Effective Management of the Business Case, Including: (5.2)4 pages of practice
4.1.6 Describe the PRINCE2 Technique for the ‘business Case’ Practice (5.3.1)6 pages of practice
4.2.1 Explain the Purpose of the ‘organizing’ Practice (6.1)5 pages of practice
4.2.2 Describe the Key Relationships Between the ‘organizing’ Practice and the Principles (6.7, Tab 6.5)7 pages of practice
4.2.3 Explain the Purpose of the Key Management Products Required to Support the ‘organization’ Practice: (6.5)4 pages of practice
4.2.4 Define Key Concepts Related to the ‘organizing’ Practice5 pages of practice
4.2.5 Describe the Guidance for Effective Organizing Of4 pages of practice
4.2.6 Describe the PRINCE2 Technique for the ‘organizing’ Practice (6.3.1)6 pages of practice
4.3.1 Explain the Purpose of the ‘plans’ Practice (7.1)4 pages of practice
4.3.2 Describe the Key Relationships Between the ‘plans’ Practice and the Principles (7.7, Tab 7.2)6 pages of practice
4.3.3 Explain the Purpose of the Key Management Products Required to Support the ‘plans’ Practice: (7.5)4 pages of practice
4.3.4 Define Key Concepts Related to the ‘plans’ Practice6 pages of practice
4.3.5 Describe the Guidance for Effective Management of Plans5 pages of practice
4.3.6 Describe the PRINCE2 Technique for the ‘plans’ Practice (7.3.1)7 pages of practice
4.4.1 Explain the Purpose of the ‘quality’ Practice (8.1)6 pages of practice
4.4.2 Describe the Key Relationships Between the ‘quality’ Practice and the Principles (8.7, Tab 8.3)6 pages of practice
4.4.3 Explain the Purpose of the Key Management Products Required to Support the ‘quality’ Practice: (8.5)5 pages of practice
4.4.4 Define Key Concepts Related to the ‘quality’ Practice5 pages of practice
4.4.5 Describe the Guidance for Effective Management of Quality4 pages of practice
4.4.6 Describe the PRINCE2 Technique for the ‘quality’ Practice (8.3.1)7 pages of practice
4.5.1 Explain the Purpose of the ‘risk’ Practice (9.1)6 pages of practice
4.5.2 Describe the Key Relationships Between the ‘risk’ Practice and the Principles (9.7, Tab 9.4)5 pages of practice
4.5.3 Explain the Purpose of the Key Management Products Required to Support the ‘risk’ Practice: (9.5)4 pages of practice
4.5.4 Define Key Concepts Related to the ‘risk’ Practice5 pages of practice
4.5.5 Describe the Guidance for Effective Management of Risk7 pages of practice
4.5.6 Describe the PRINCE2 Technique for the ‘risk’ Practice (9.3.1)7 pages of practice
4.6.1 Explain the Purpose of the ‘issues’ Practice (10.1)4 pages of practice
4.6.2 Describe the Key Relationships Between the ‘issues’ Practice and the Principles (10.7, Tab 10.3)6 pages of practice
4.6.3 Explain the Purpose of the Key Management Products Required to Support the ‘issues’ Practice: (10.5)5 pages of practice
4.6.4 Define Key Concepts Related to the ‘issues’ Practice4 pages of practice
4.6.5 Describe the Guidance for Effective Management of Issues3 pages of practice
4.6.6 Describe the PRINCE2 Technique for the ‘issues’ Practice (10.3.1)6 pages of practice
4.7.1 Explain the Purpose of the ‘progress’ Practice (11.1)3 pages of practice
4.7.2 Describe the Key Relationships Between the ‘progress’ Practice and the Principles (11.7, Tab 11.4)6 pages of practice
4.7.3 Explain the Purpose of the Key Management Products Required to Support the ‘progress’ Practice: (11.5)4 pages of practice
4.7.4 Define Key Concepts Related to the ‘progress’ Practice4 pages of practice
4.7.6 Describe the PRINCE2 Technique for the ‘progress’ Practice (11.3.1)5 pages of practice

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