A project manager is preparing the schedule for a project. The project manager has created an activity network and estimated the duration of each activity. The project manager now needs to calculate the resource requirements for the project. What should the project manager do?

Use critical path analysis to identify the longest sequence of activities.

Write the plan description, including the plan's prerequisites and external dependencies.

Review the activity network and estimates to determine the resources needed for each activity and the overall project.

Analyze the risks that may affect the plan and incorporate responses.

At which management levels are plans created in PRINCE2?

Strategic, tactical, and operational

Portfolio, program, and project

Initiation, execution, and closure

Which of the following is part of designing a plan in PRINCE2?

Writing the project product description

What is the purpose of the product breakdown structure in PRINCE2 planning?

To break down the project product into smaller, manageable components

To list all the activities required to produce the products

To assign owners to each product

To show the dependencies between products

How are plans tailored in PRINCE2?

To follow a fixed template for all projects

To ensure all plans are identical across the organization

To meet the requirements of the project management office

To suit the project's needs, such as size, complexity, and risk

Home/Organizations/PeopleCert/Exam PRINCE2-FOUNDATION-VERSION-7/4.3.6 Describe the PRINCE2 technique for the ‘plans’ practice (7.3.1)/Practice Page 5

PRINCE2 Foundation (Version 7)

Domain 4Objective 19

4.3.6 Describe the PRINCE2 Technique for the ‘plans’ Practice (7.3.1) PRINCE2-FOUNDATION-VERSION-7 Practice Questions (Page 5)

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 33 practice questions to prepare you well beyond it. (estimate)

33questions here

7free pages

10concepts

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

10 Concepts in This Objective

Purpose of the plans practice
PRINCE2 planning technique overview
Designing the plan
Defining and analyzing products
Identifying activities and dependencies
Preparing estimates
Preparing the schedule
Analyzing risks
Documenting the plan
Application of the plans practice throughout the project

All 7 pages of PRINCE2-FOUNDATION-VERSION-7 4.3.6 Describe the PRINCE2 technique for the ‘plans’ practice (7.3.1) practice

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Questions 21–25

21application · medium
A project manager is preparing the schedule for a project. The project manager has created an activity network and estimated the duration of each activity. The project manager now needs to calculate the resource requirements for the project. What should the project manager do?
Select an answer first
22foundation · easy
At which management levels are plans created in PRINCE2?
Select an answer first
23foundation · easy
Which of the following is part of designing a plan in PRINCE2?
Select an answer first
24foundation · easy
What is the purpose of the product breakdown structure in PRINCE2 planning?
Select an answer first
25foundation · easy
How are plans tailored 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
4.4.1 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
4.7.5 Describe the Guidance for Effective Management of Progress5 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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