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Prince2: Project Management In A Controlled Environment2

Instructions:
  • Answer 50 questions in 15 minutes.
  • If you are not ready to take this test, you can study here.
  • Match each statement with the correct term.
  • Don't refresh. All questions and answers are randomly picked and ordered every time you load a test.

This is a study tool. The 3 wrong answers for each question are randomly chosen from answers to other questions. So, you might find at times the answers obvious, but you will see it re-enforces your understanding as you take the test each time.
1. A description of the means and frequency of communication between the project and the project stakeholders.






2. The measurable improvement resulting from an outcome perceived as an advantage by one or more stakeholders.






3. The right to allocate resources and make decisions (applies to project - stage - and team levels)






4. A progress report of the information gathered at a checkpoint - which is given by a team to the Project Manager and which provides reporting data as defined in the Work Package






5. This is plan that often follows an Exception Report. For a Stage Plan exception - it covers the period from the present to the end of the current stage - if the exception were at project level - the Project Plan would be replaced.






6. A risk response to an opportunity where proactive actions are taken to enhance both the probability of the event occurring and the impact of the event should it occur.






7. A risk response to a threat where a conscious and deliberate decision is taken to retain the threat - having discerned that it is more economical to do so than to attempt a risk response action. The threat should continue to be monitored to ensure t






8. The procedure that ensures that all changes that may affect the project's agreed objectives are identified - assessed and either approved - rejected or deferred.






9. An outcome that is perceived as negative by one or more stakeholders. It is an actual consequence of an activity whereas - by definition - a risk has some uncertainty about whether it will materialize.






10. A record that describes the status - version and variant of a configuration item - and any details of important relationships between them.






11. Used to record problems/concerns that can be handled by the Project Manager informally.






12. A risk response to an opportunity by seizing the opportunity to ensure that it will happen and that the impact will be realized.






13. A process - function or task that occurs over time - has recognizable results and is managed. It is usually defined as part of a process or plan.






14. A risk response to a threat by putting in place a fallback plan for the actions that will be taken to reduce the impact of the threat should the risk occur.






15. A corporate coordinating function for portfolios - programs and projects providing standards - consistency of methods and processes - knowledge management - assurance and training.






16. A recommendation prepared by the Project Manager for the Project Board to send as a project closure notification when the board is satisfied that the project can be closed.






17. A plan that defines how and when a measurement of the achievement of the project's benefits can be made. If the project is being managed within a program - this information may be created and maintained at the program level.






18. The person or group (e.g. a Project Board) who is identified and authorized to approve a (management or specialist) product as being complete and fit for purpose.






19. A statement that is taken as being true for the purposes of planning - but which could change later. An assumption is made where some facts are not yet known or decided - and is usually reserved for matters of such significance that - if they chan






20. An agile delivery framework developed and owned by the DSDM consortium. Atern uses a time-boxed and iterative approach to product development and is compatible with Prince2.






21. A situation where it can be forecast that there will be a deviation beyond the tolerance levels agreed between Project Manager and Project Board (or between Project Board and corporate or program management)






22. A tangible or intangible object produced as a result of the project that is intended to be delivered to a customer (either internal or external). A deliverable could be a report - a document - a server upgrade or any other building block of an over






23. Technical and administrative activities concerned with the creation - maintenance and controlled change of configuration throughout the life of the product.






24. The relationship between products or activities. For example - the development of Product C cannot start until Products A and B have been completed. Dependencies can be internal or external. Internal dependencies are those under the control of the P






25. A report given by the Project Manger to the Project Board - that confirms the handover of all products and provides and updated Business Case and an assessment of how well the project has done against the original Project Initiation Documentation.






26. Reference levels against which an entity is monitored and controlled.






27. A team-level - time-driven review of progress.






28. A prioritized list of criteria that the project product must meet before the customer will accept it - i.e. measurable definitions of the attributes required for the set of products to be acceptable to key stakeholders






29. Something that is held in reserve typically to handle time and cost variances - or risks. Prince2 does not advocate the use of contingency because estimating variances are managed by setting tolerances - and risks are managed through appropriate ri






30. A risk response to a threat where the threat either can no longer have an impact or can no longer happen






31. What an organization needs to do to adopt Prince2 as its corporate project management method. See also - in contrast - 'tailoring' - which defines what a project needs to do to apply the method to a specific project environment.






32. A person or group to which the Project Board may delegate responsibility for the consideration of requests for change or off-specifications. The Change Authority may be given a change budget and can approve changes within the budget.






33. A statement about the quality expected from the project product - captured in the Project Product Description.


34. The restrictions or limitations that the project is bound by.






35. The justification for an organizational activity (project) - which typically contains costs - benefits - risks and time scales - and against which continuing viability is tested.






36. The point at which an authority is granted.






37. The permissible deviation in the expected benefit that is allowed before the deviation needs to be escalated to the next level of management. Benefits tolerance is documented in the Business Case . See also 'tolerance'






38. A control that takes place when a specific event occurs. This could be - for example - the end of a stage - the completion of the Project Initiation Documentation - or the creation of an Exception Report - it could also include organizational ev






39. The money allocated to the Change Authority available to be spent on authorized requests for change.






40. The formal act of acknowledging that the project has met agreed acceptance criteria and thereby met the requirements of its stakeholders






41. An entity that is subject to configuration management. The entity may be a component of a product - a product - or a set of products in a release.






42. The set of processes - tools and databases that are used to manage configuration data. Typically - a project will use the configuration management system of either the customer or supplier organization.






43. A description of the exception situation - its impact - options - recommendations and impact of the recommendation. This report is prepared by the Project Manager for the Project Board.






44. The formal confirmation that a product is complete and meets its requirements (less any concessions) as defined by its Product Description.






45. All the systematic necessary to provide confidence that the target (system - process - organization - program - project - outcome - benefit - capability - product output - deliverable) is appropriate. Appropriateness might be defined subject






46. A description of how and by whom the project's products will be controlled and protected.






47. The person or group who commissioned the work and will benefit from the end results.






48. This is a review by the Project Board to approve (or reject) an Exception Plan.






49. The review by the Project Board and Project Manager of the End Stage Report to decide whether to approve the Stage Plan. According to the size and criticality of the project - the review may be formal or informal. The authority to process should be






50. A type of management product that defines aspects of the project and - once approved - is subject to change control.






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