PRINCE2 PRINCE2-7-Practitioner Value Pack (Frequently Bought Together)

Immediately after initiation is authorized, the Head of the Portfolio Office instructs the LouisShopping project to adopt the Council's mature issue management approach without any project-specific review or tailoring.
Is this an appropriate application of the issues practice, and why?

• A. Yes, because portfolio funding gives the portfolio office authority to prohibit all project-level tailoring
• B. Yes, because a mature organizational approach should always be used without alteration
• C. No, because the project manager should consider the nature of the products, delivery method and project context when preparing the issue management approach
• D. No, because product version control must be decided outside the issue management approach by the delivery teams alone

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 executive
• B. Team manager
• C. Project assurance
• D. 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.
• E. Project manager

At the start of stage 3, the project board inserts detailed recycling tolerances directly into each work package without the project manager agreeing the delegated targets with the relevant team managers.
Is this an appropriate application of the progress practice, and why?

• A. Yes, because team managers generally need to comply with sustainability metrics set directly by the project board
• B. Yes, because the project board should collect and review work-package progress directly from each delivery team
• C. No, because the project manager should authorize the work packages and agree the delegated sustainability tolerances
• D. No, because sustainability tolerances should be recorded only at project level rather than delegated through work packages

At the end of the initiation stage, the Regeneration Manager submits the project plan and business case for review. The Portfolio Director releases funding for both stages 2 and 3 and instructs the project manager to provide only a progress report at the end of stage 2, without a project board decision before stage 3 begins.
Is this an appropriate application of the 'manage by stages' principle, and why?

• A. Yes, because the Portfolio Director, as the commissioning authority, has the right to determine the reporting frequency and format that best suit portfolio-level oversight
• B. No, because it is the City Council, rather than the Portfolio Director, that should hold the authority to commit funding across multiple stages of the project
• C. No, because the project board must review the continued viability of the business case and authorize the next stage at each stage boundary, rather than approving multiple stages in advance
• D. Yes, because the project manager is authorized to manage the project on a day-to-day basis within set tolerances throughout each stage, without requiring additional project board decisions

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. 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
• D. 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