4.1 Starting up a Project PRINCE2-PRACTITIONER-VERSION-7 Practice Questions (Page 3)

Questions 11–15

1. 11application · medium

   A large retail organization is considering a major IT transformation project. The CEO has asked for a quick decision on whether to proceed, but the project mandate is vague and the benefits are not yet clearly defined. The organization has a history of starting projects without proper planning, leading to wasted investment. What should the project manager do first in the Starting up a Project process?

   • ADevelop a detailed business case to justify the project before any further steps.
   • BCreate the project plan to outline the major phases and resource requirements.
   • CAppoint the executive and project manager to ensure leadership is in place before planning.
   • DReview the project mandate to ensure there is a clear basis for the project before proceeding.
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2. 12foundation · easy

   Which of the following is an objective of the 'starting up a project' process?

   • ATo monitor and control the project's progress against the project plan.
   • BTo capture lessons from previous projects that may affect the way the project is managed.
   • CTo authorize the project to proceed into the next stage.
   • DTo produce the project's final report and evaluate its success.
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4. 13expert · hard

   A project manager is starting up a project and has produced the project brief, outline business case, and initiation stage plan. The project board is about to make the decision to initiate the project. However, the project manager realizes that the outline business case does not clearly demonstrate value for money. What should the project manager do?

   • AAsk the project board to approve the project based on the project brief alone.
   • BDelegate the revision of the business case to the project support office.
   • CRevise the outline business case to better demonstrate value for money before presenting it to the board.
   • DProceed with the initiation because the project brief is complete and the board can decide.
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5. 14foundation · easy

   How might the 'starting up a project' process be tailored for a small, low-complexity project?

   • ABy combining roles, such as the executive also acting as the project manager.
   • BBy omitting the project brief entirely.
   • CBy skipping the capture of lessons.
   • DBy removing the need for a project board.
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6. 15foundation · easy

   What is a key consideration when tailoring the 'starting up a project' process to an organization's standards?

   • AEliminating all documentation to speed up the process.
   • BAligning the process with existing corporate project management standards and templates.
   • CUsing the same process for all projects regardless of size.
   • DIgnoring the organization's standards to follow PRINCE2 exactly.
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