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

PROGRESS
Here are three actions related to the 'progress' practice for the LouisShopping project.
Which role (A-E) should be responsible for each action?
Choose only ONE role for each action. Each role can be used once, more than once, or not at all.

• A. Project assurance
• B. Project manager
• C. Project executive
• D. Team manager
• E. Project support
  Action 1:
  Assist the project manager in compiling the lessons report, including the recommendation that future projects allow more time for testing and inspections.
  Action 2:
  When delays to the floor installation cause the stage to be forecast beyond tolerance, submit an exception report to the project board for a decision.
  Action 3:
  Review the exception plan and decide whether to approve it, including the revised stage targets and tolerances.

During the 'starting up a project' process, the Business Opportunities Director appoints the Regeneration Manager as project manager and states that the portfolio's standard role description will apply without discussion. The Regeneration Manager asks to confirm the responsibilities, but the Director refuses because the project is urgent.
Is the refusal an appropriate application of the 'define roles, responsibilities and relationships' principle, and why?

• A. Yes, because standardized portfolio role descriptions give every project manager a consistent and well- understood baseline of responsibilities, removing the need for individual discussion
• B. No, because each project manager must have a clear understanding of their own individual responsibilities and formally accept those responsibilities before commencing project work
• C. No, because it is the portfolio manager's role, rather than the project executive's, to define the project manager's responsibilities for projects within the portfolio
• D. Yes, because it is the project executive's responsibility to appoint the project manager and establish their responsibilities as part of the 'starting up a project' process

At project closure, the project manager prepares the end project report, noting that the project exceeded its budget by 10% and planned duration by 15% because of additional heritage protection work. The findings are summarized for the project board and shared with the LOB Portfolio Director so that other projects can learn from them.
Which practice is being applied?

• A. Business case
• B. Progress
• C. Quality
• D. Plans

During stage 1, the City Council purchasing team must prepare the contract that will govern BuildyBrick's later design and construction work. The project manager agrees with the purchasing team the products, time and cost for this work package.
Which practice is being applied through the 'controlling a stage' process?

• A. Business case
• B. Quality
• C. Organization
• D. Plans

While the project mandate is being prepared, the Mayor asks the LOB Portfolio Director, acting at the business layer, to select and appoint a suitable project executive for LouisShopping.
Is this an appropriate application of the organization practice, and why?

• A. No, because the responsibility for commissioning and initiating projects within the LOB portfolio rests with the Head of Portfolio Office, not the Portfolio Director
• B. Yes, because the Portfolio Director, as the business layer representative, takes responsibility for appointing the project executive
• C. Yes, because the Mayor may delegate responsibility for appointing the project executive to any senior stakeholder involved in the project
• D. No, because it is the Mayor, as the senior elected authority, who should personally select and appoint the project executive for a project of this civic significance