3.7 Progress PRINCE2-PRACTITIONER-VERSION-7 Practice Questions (Page 2)

Questions 6–10

1. 6application · medium

   A project manager is running a small, low-risk software enhancement project with a six-week duration. The team works in the same office and communicates daily. The project board has asked for regular progress visibility but does not want to be overwhelmed with paperwork. According to PRINCE2, what is the most appropriate way to tailor progress reporting for this project?

   • AAsk the team manager to produce a daily highlight report for the project board instead of checkpoint reports.
   • BContinue producing weekly checkpoint reports for the team and fortnightly highlight reports for the board, as these are mandatory PRINCE2 products.
   • CEliminate all formal progress reporting and rely solely on the project manager's memory to update the project board at stage end.
   • DReplace checkpoint reports with informal daily stand-ups and provide the project board with a single highlight report at the end of each stage.
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2. 7application · medium

   A project manager is establishing baselines for a project. The project board has approved the project plan and the stage plan for the first stage. During the first stage, a change request is approved that will increase the scope of the project. What should the project manager do?

   • ADo not update the baselines; the change will be reflected in the next stage plan.
   • BCreate a new project plan and discard the old one.
   • CUpdate the project plan and stage plan baselines to reflect the approved change.
   • DRecord the change in the project log but do not update the baselines.
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4. 8application · medium

   A project manager is setting up progress controls for a project. The project board has set a stage tolerance of ±5% on cost. The team manager is responsible for delivering a work package with a cost tolerance of ±2%. During the stage, the team manager forecasts a cost overrun of 4% on the work package. What should the team manager do?

   • AContinue working and hope the cost overrun does not materialize.
   • BAdjust the work package scope to bring the cost back within tolerance.
   • CInform the project board directly because the stage tolerance is at risk.
   • DEscalate the forecast to the project manager because the work package tolerance has been exceeded.
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5. 9foundation · easy

   Which management product is used to capture informal issues, actions, and thoughts that are not yet formalized as project issues or risks?

   • ACheckpoint report
   • BLessons log
   • CDaily log
   • DException report
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6. 10application · medium

   A project manager is reviewing the progress practice for a project. The project board has set a stage tolerance of ±5% on time. The project manager has delegated the management of a work package to a team manager with a time tolerance of ±2%. The team manager reports that the work package is on schedule but may be delayed by 3% due to an unforeseen issue. What should the team manager do?

   • AAdjust the work package plan to recover the delay without informing the project manager.
   • BInform the project board directly because the stage tolerance is at risk.
   • CContinue working and hope the delay does not materialize.
   • DEscalate the issue to the project manager because the work package tolerance has been exceeded.
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