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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. 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.






2. Advice from the Project Board to inform all stakeholders and the host sites that the project resources can be disbanded and support services - such as space - equipment and access - demobilized. It should indicate a closure date for costs t the pr






3. A report given by the Project Manager to the Project Board at the end of each management stage of the project. This provides information about the project performance during the stage and the project status at stage end.






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






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






6. Principally - software development methods that apply the project approach of using short time-boxed iterations where products are incrementally developed. Prince2 is compatible with agile principles.






7. The permissible deviation in a plan's cost that is allowed before the deviation needs to be escalated to the next level of management. Cost tolerance is documented in the respective plan. See also 'tolerance'.






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






10. 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.






11. 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.






12. 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.






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






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






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






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






19. 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.






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






21. 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






22. A set of actions to resolve a threat to a plan's tolerances or a defect in a product.






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






24. An off-specification that is accepted by the Project Board without corrective action.






25. 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






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






27. 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






28. 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






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


30. 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.






31. These are over-arching standards that the project must adhere to. They will influence the four project strategies ( Communication Management Strategy - Configuration Management Strategy - Quality Management Strategy and the Risk Management Strategy






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






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






34. 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.






35. The single individual with overall responsibility that the project meets its objectives and delivers the projected benefits. This individual should ensure that the project maintains its business focus - that it has clear authority - and that the wo






36. 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'






37. 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






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






39. 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.






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






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






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






43. A description of the means and frequency of communication between the project and the project stakeholders.






44. 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






45. 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






46. The point at which an authority is granted.






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






48. 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)






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






50. 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.