4.4 Controlling a Stage PRINCE2-PRACTITIONER-VERSION-7 Practice Questions (Page 4)

Questions 16–20

1. 16foundation · easy

   Which activity is part of the 'Controlling a Stage' process?

   • AAuthorize the work packages
   • BProduce the business case
   • CReview the project's benefits
   • DCreate the project plan
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2. 17foundation · easy

   In a project where the team manager is highly experienced and the work is routine, which tailoring of 'Controlling a Stage' activities would be most effective?

   • AIncreasing the number of checkpoints
   • BEliminating the issue register
   • CReducing the frequency of progress checks
   • DRemoving the stage plan
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4. 18application · medium

   A project manager is controlling a stage and receives a request from a team manager to change a work package's specification. The change is within the stage's tolerance. According to PRINCE2, which practice is most directly applied when the project manager assesses the impact of this change on the stage plan?

   • AChange
   • BRisk
   • CPlans
   • DQuality
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5. 19expert · hard

   A project manager is controlling a stage in a highly regulated environment where formal documentation is required for compliance. The project manager is considering how to tailor the controlling a stage process. What is the most appropriate approach?

   • ASimplify documentation to reduce overhead, as PRINCE2 encourages minimal documentation.
   • BUse informal communication for all reporting to speed up the process.
   • CEliminate all PRINCE2 management products because they are not required by the regulator.
   • DMaintain formal documentation and reporting as required by the regulatory environment, while still applying PRINCE2 principles.
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6. 20application · medium

   In a project, the project manager is also the team manager for all work packages. The project manager is controlling a stage and must produce checkpoint reports and review progress. According to PRINCE2, is this role combination effective?

   • AYes, but only if the project board also acts as the team manager.
   • BYes, if the project manager can still objectively monitor progress and manage issues, even though the roles are combined.
   • CNo, because the project manager cannot produce checkpoint reports for their own work.
   • DNo, because the project manager and team manager roles must always be separate.
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