2.1 Assess Whether an Approach to Leadership and Management of Teams Is Appropriate (3.3, 3.1) PRINCE2-PRACTITIONER-VERSION-7 Practice Questions (Page 1)

Questions 1–5

1. 1expert · hard

   A project manager is leading a large, multi-national project with a diverse team. The project has high visibility and significant risk. The project manager has been using a highly participative style, but the project is falling behind. The stakeholders are demanding more decisive action. What should the project manager do?

   • ADelegate all decision-making to the team leads to speed up the process.
   • BShift to a more directive style, making key decisions and communicating them clearly to the team.
   • CMaintain the participative style, as it is important for team morale and buy-in.
   • DIncrease the frequency of team meetings to build consensus.
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2. 2expert · hard

   A project manager is leading a project with a fixed price contract. The client is very demanding and frequently requests changes. The project manager's team is experienced but is becoming frustrated with the constant changes. The project manager needs to manage the client's expectations while keeping the team motivated. What is the most appropriate approach?

   • AEstablish a formal change control process and communicate it clearly to both the client and the team.
   • BDelegate the management of client changes to the team lead to shield the project manager.
   • CAccept all client changes to maintain a good relationship, and ask the team to work overtime to accommodate them.
   • DUse a coercive style with the team to ensure they accept the changes without complaint.
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4. 3application · medium

   A project manager is assigned to a project with a tight deadline and a team that is new to the organization and lacks experience with the technology being used. The project manager needs to ensure tasks are completed correctly and on time. Which team management approach is most appropriate?

   • ACommand-and-control, with the project manager closely directing tasks and monitoring progress.
   • BFull delegation, allowing the team to make all decisions independently.
   • CLaissez-faire, leaving the team to manage itself without intervention.
   • DEmpowerment, giving the team authority to set their own goals and methods.
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5. 4expert · hard

   A project manager is leading a project with a tight budget and a fixed deadline. The team is experienced but has a history of over-engineering solutions. The project manager needs to ensure the team delivers a fit-for-purpose solution without exceeding the budget. Which approach is most appropriate?

   • AAdopt a pacesetting style, pushing the team to work faster to meet the deadline.
   • BSet clear boundaries and constraints, and empower the team to find the most efficient solution within those limits.
   • CUse command-and-control, dictating every step of the solution design to prevent over-engineering.
   • DDelegate the entire solution design to the team, trusting them to manage the budget.
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6. 5foundation · easy

   When assessing the appropriateness of a team management approach, which project characteristic should be considered?

   • AThe project manager's years of experience.
   • BThe color scheme used in the project's branding.
   • CThe number of pages in the project plan.
   • DThe complexity of the project and the level of uncertainty involved.
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