PRINCE2 PRINCE2-7-Practitioner Exam Questions : PRINCE2 Project Management Practitioner (Version 7)

During the 'starting up a project' process, the project team decides that the complex LouisShopping infrastructure project will use a traditional, linear-sequential delivery method.
Which role is accountable for selecting the project approach?

• A. Senior supplier
• B. Business layer
• C. Project executive
• D. Project manager

During stage 2, the design team is developing measures to minimize disruption to residents and local businesses. To build a relationship with this large external stakeholder group, the Sustainability Manager arranges a monthly newspaper article explaining the measures and inviting feedback.
Which PRINCE2 Project Management principle is MOST directly demonstrated, and why?

• A. Tailor to suit the project, because the Portfolio Director is personally accountable for preparing all stakeholder communications
• B. Define roles, responsibilities and relationships, because the project is actively engaging and communicating with an external stakeholder group
• C. Tailor to suit the project, because every large project is required to communicate through a local newspaper
• D. Define roles, responsibilities and relationships, because the Sustainability Manager must be the sole spokesperson for every project communication

While preparing the risk management approach, the project manager holds a workshop to review the project context: the historic surroundings, sustainability targets and the need to minimize disruption to residents and businesses.
Is this an appropriate application of the risk practice, and why?

• A. Yes, because understanding the project's context and objectives is necessary to design a risk management approach
• B. Yes, because the contextual statement is itself a complete set of cause-event-effect risk descriptions
• C. No, because project objectives should not influence how risk is managed
• D. No, because risk responses must be selected before the risk management approach can be fully prepared

In stage 4, the Heritage Director delegates a review of the inspection arrangements to the Heritage Manager.
The Heritage Manager will work with the BuildyBrick CEO and the project manager, then report whether the planned inspections will provide adequate assurance about impacts on historic buildings.
Is this an appropriate application of the 'define roles, responsibilities and relationships' principle, and why?

• A. No, because it is the project manager's responsibility to specify how inspections of historically significant buildings should be planned and executed
• B. Yes, because the principle requires that communication channels between all internal and external project team members remain open and transparent at all times
• C. No, because the Heritage Director, as senior user, should personally conduct the assurance review of the inspection plans rather than delegating to the Heritage Manager
• D. Yes, because the Heritage Manager needs a clear understanding of what the Heritage Director requires of them and of what they may reasonably expect from the other parties involved

The Chief Technology Officer is an influential stakeholder who strongly supports several unproven technologies for the shopping centre. Concerned about delivery risk and reputation, the project executive asks the project manager to limit the CTO's contact with the project team and other stakeholders.
Is this an appropriate approach to leading successful change, and why?

• A. Yes, because influential stakeholders should be excluded when their preferred solutions create delivery uncertainty
• B. Yes, because restricting the CTO's involvement would protect the project's reputation from untested proposals
• C. No, because the CTO should remain engaged so that their influence can support adoption across the organizational ecosystem
• D. No, because the project manager should record the technological concerns only as risks requiring formal responses