Free PRINCE2 Practitioner Exam Flashcards

Reassess continued business justification using the updated business case. Managing by stages gives the board a decision point before the next commitment. If the investment can no longer be justified, the project should stop.

Use the lesson to improve the work while it can still help. For example, build a recovery rehearsal into the plan and capture what the team learns from it.

Tailor the record format to the project while keeping roles, responsibilities and relationships explicit. The shared tool should show who does the work, who decides, and how business, user and supplier representatives coordinate.

The forecast breach triggers escalation to the level that delegated the tolerance. Escalating while the stage is still within its budget gives that level time to decide how to respond.

Agree the required product and how it will be judged. For example, define which bookings the kiosk must handle and what users must be able to demonstrate before accepting it.

The change management approach. Plan how stores will move to the target way of working, including actions such as coaching shift leads and checking whether staff adopt the new routine.

Add a channel and cadence that let night-shift staff give and receive feedback. For example, use a shared handover log and assign someone to respond before the next shift.

Engage her as a stakeholder. Her influence on the affected staff makes her a useful partner for testing the rollout plan and surfacing barriers to adoption.

Bring both teams together to agree how to hand off work. Walk through an actual example, agree what a complete handover contains, and try the shared routine on the next delivery.

The measured drop in queue time is the benefit. The tablet is an output, and the change in how patients check in is the outcome that produces the improvement.

Include it as a dis-benefit if the investing organization views that expected deterioration as a disadvantage. Weigh it alongside the gains, costs and risks when comparing options.

In the benefits management approach. Set the measure, assign responsibility and schedule the post-project review while the project team can still arrange the handover.

In the sustainability management approach. Define how the project will measure reuse, who will review the results, and what controls will help it meet the target.

The senior supplier represents the people who provide the skills and resources to deliver the products. The project executive represents the business interest when the board weighs the investment.

The senior user represents the users. The role brings their requirements and expected benefits into board decisions about the portal.

Keep project assurance separate from project support and arrange an independent check. Board members remain accountable for assurance in their respective areas.

In the project product description. It sets out the user’s quality expectations and the criteria and methods for accepting the overall project product.

The product flow diagram. It shows the sequence and dependencies among products and helps the team build a schedule that respects those dependencies.

Team plans are optional. Use one when the team needs extra detail to coordinate the work. The team still works to the agreed work package requirements and tolerances.

The approved exception plan replaces the stage plan in exception. It becomes the basis for controlling the remaining stage work.

In its product description as a quality specification. It gives the people checking the machine a measurable basis for the test.

The quality register records planned quality activities and their results. The product register tracks the products to be delivered and their status.

In the quality management approach. It establishes how the project will carry out quality management, including its standards, techniques and responsibilities.

Quality control. The measurement checks the product against its specification and provides evidence for deciding whether it meets the agreed requirement.

Risk action owner, also called risk actionee. The technician carries out the agreed test, and the facilities lead remains responsible for the overall response to the risk.

Risk proximity. Risk velocity describes how quickly the consequences follow once the storm arrives.

A contingent plan. The team prepares the alternative in advance and activates it when the agreed trigger occurs.

Transfer. The insurer takes on the financial consequences covered by the policy. The project still needs to manage any impact on delivery.

Capture it as an issue and assess its actual impact on the project. Update the risk record to show what happened and track any remaining uncertainty separately.

An off-specification. The team should assess the consequences and route any proposed acceptance or change through the agreed decision authority.

Refer the assessed request to the authorized decision-maker under the issue management approach. That may be a delegated change authority or the project board, depending on the limits.

The issue report provides the detailed assessment and recommendation for the decision. The issue register keeps the issue’s record and status.

A highlight report. It goes from the project manager to the project board. The checkpoint report goes from the delivery team to the project manager and covers work package progress.

Raise an issue with the project manager. The project manager assesses the impact on the stage and whether the forecast also requires escalation to the board.

The business layer. The project board refers a forecast project-level breach to the commissioning authority because that level set the project tolerance.

Starting Up a Project. Use the mandate to investigate the proposal and assemble enough evidence for the board to decide whether to authorize initiation.

The initiation stage plan. It sets out the work and resources needed for initiation so the board can make an informed decision about that initial commitment.

Authorize the project, an activity in Directing a Project. The board reviews the foundations set out during initiation before committing to project delivery.

Give ongoing direction, within Directing a Project. The board provides advice or makes a decision within its authority, and the project manager handles day-to-day execution.

In the project initiation documentation (PID). The assembled PID gives the board a basis for project authorization and subsequent control.

Establish project controls. Set the reporting and escalation arrangements the project manager and board will use, and capture them in the PID.

Controlling a Stage. The project manager authorizes the work package and agrees the delivery expectations with the team.

Take corrective action in Controlling a Stage. For example, resequence work within the project manager’s authority and monitor whether the action restores the forecast.

Receive the completed work package. Check the completion and approval evidence against the agreed work package, then reflect the result in the stage’s status.

During acceptance of the work package in Managing Product Delivery. Agree achievable delivery, reporting and quality arrangements before execution.

Notify work package completion in Managing Product Delivery. The team manager provides the agreed completion evidence to the project manager.

Managing a Stage Boundary. The project manager evaluates the current stage, prepares the next stage plan and updates the project plan and business case as needed for the board’s decision.

Managing a Stage Boundary. The board’s request can trigger exception planning during any stage, including the final stage.

Use Closing a Project to prepare an orderly premature closure. Agree what happens to usable products and record follow-on actions for unresolved risks and issues.

Confirm that the receiving organization can operate and support the products after handover. Product acceptance and readiness for ongoing support both inform the closure request.