PRINCE2 Practitioner Workbook with Exam (Foundation + Practitioner) for Trainer

PRINCE2

Version 5.8.1

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Workbook with ExamsFOR TRAINER

PRACTITIONER

Effective Learnin Solutions

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PRINCE2® practitioner workbook with exams

Booklet 1: Tips, scenario and answers

Booklet 2: Questions

This book is sold subject to the condition that it, or any part of it, shall not by way of trade or otherwise, be sold, lent, re-sold, displayed, advertised or otherwise circulated, without the publisher’s prior written consent, in any form of binding, cover or title other than that in which it is published and

without a similar condition including this condition being imposed on the subsequent purchaser(s).

©Copyright 2013 by ITpreneurs Nederland B.V. All rights reserved.

PRINCE2® is a registered trade mark of the Cabinet Office. The Swirl logo™ is a trade mark of the Cabinet Office.

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Table of contents

Schedule .............................................................................................................................7

Practitioner exam tips ...........................................................................................................9

Sample Practitioner exam 1 ................................................................................................. 17

Scenario Booklet ............................................................................................................ 17 Project Scenario ........................................................................................................................ 18 1 Business Case theme - Additional Information ............................................................................ 19 2 Organisation Theme - Additional Information .............................................................................. 20 3 Quality Theme - Additional Information ..................................................................................... 21 4 Starting up a Project + Initiating a Project - Additional Information ............................................... 22 5 Risk Theme - Additional Information .......................................................................................... 23 6 Plans Theme - Additional Information ........................................................................................ 24

Marking Scheme Exam 1 ..................................................................................................... 27

1 Business Case Marking Scheme .................................................................................... 27 2 Organisation Theme Marking Scheme ............................................................................ 27 3 Quality Theme Marking Scheme .................................................................................... 28 4 Starting Up a Project + Initiating a Project Marking Scheme ............................................. 28 5 Risk Theme Marking Scheme ........................................................................................ 29 6 Plans Theme Marking Scheme ....................................................................................... 29 7 Progress Theme Marking Scheme .................................................................................. 30 8 Directing a Project + Managing a Stage Boundary + Closing a Project Marking Scheme ....... 31 Plus+ Change Theme Marking Scheme ............................................................................. 31

Rationale Exam 1 ............................................................................................................... 33

1 Business Case Rationale - Part: A .................................................................................. 33 1 Business Case Rationale - Part: B .................................................................................. 35 2 Organisation Theme Rationale - Part: A ......................................................................... 35 2 Organisation Theme Rationale - Part: B ......................................................................... 37 3 Quality Theme Rationale - Part: A ................................................................................. 38 3 Quality Theme Rationale - Part: B ................................................................................. 38 3 Quality Theme Rationale - Part: C ................................................................................. 38 4 Starting Up a Project + Initiating a Project Rationale - Part: A .......................................... 39 4 Starting Up a Project + Initiating a Project Rationale - Part: B .......................................... 40 4 Starting Up a Project + Initiating a Project Rationale - Part: C .......................................... 40 4 Starting Up a Project + Initiating a Project Rationale Part Plus+ ........................................ 42 5 Risk Theme Rationale - Part: A ..................................................................................... 43 5 Risk Theme Rationale - Part: B ..................................................................................... 44 6 Plans Theme Rationale - Part: A .................................................................................... 44 6 Plans Theme Rationale - Part: B .................................................................................... 45 6 Plans Theme Rationale - Part: C .................................................................................... 47 6 Plans Theme Rationale - Plus+ ...................................................................................... 48 7 Progress Theme Rationale - Part: A ............................................................................... 49 7 Progress Theme Rationale - Part: B ............................................................................... 51 8 Directing a Project + Managing a Stage Boundary + Closing a Project Rationale - Part: A .... 51 8 Directing a Project + Managing a Stage Boundary + Closing a Project Rationale - Part: B .... 52 8 Directing a Project + Managing a Stage Boundary + Closing a Project Rationale - Part: Plus+52 Plus+ Change Theme Rationale - Part: A .......................................................................... 54 Change Theme Rationale - Part: B ................................................................................... 54

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Sample Practitioner exam 2 ................................................................................................. 57

Scenario Booklet ............................................................................................................ 57 Project Scenario ........................................................................................................................ 58 2 Organisation Theme - Additional information .............................................................................. 59 3 Quality Theme - Additional Information ..................................................................................... 60 6 Change Theme - Additional Information ..................................................................................... 62 7 Progress Theme - Additional Information ................................................................................... 63

Marking Scheme Exam 2 ..................................................................................................... 65

1 Starting Up a Project + Initiating a Project Processes Marking scheme ............................... 65 2 Organisation Theme Marking scheme ............................................................................. 66 3 Quality Theme Marking scheme .....................................................................................66 4 Plans Theme Marking scheme ....................................................................................... 67 5 Risk Theme Marking scheme .........................................................................................67 6 Change Theme Marking scheme .................................................................................... 68 7 Progress Theme Marking scheme .................................................................................. 68 8 Controlling a Stage + Managing Product Delivery Marking scheme..................................... 69 Plus+ Business Case Theme Marking scheme .................................................................... 69

Rationale Exam 2 ...............................................................................................................71

1 Starting Up a Project + Initiating a Project Processes Rationale - Part: A ............................71 1 Starting Up a Project + Initiating a Project Processes Rationale - Part: B ............................71 1 Starting Up a Project + Initiating a Project Processes Rationale - Part: C ............................72 1 Starting Up a Project + Initiating a Project Processes Rationale - Part: Plus+ 1 ................... 73 1 Starting Up a Project + Initiating a Project Processes Rationale - Part: Plus+ 2 ................... 74 2 Organisation Theme Rationale - Part: A ..........................................................................75 2 Organisation Theme Rationale - Part: B ..........................................................................77 3 Quality Theme Rationale - Part: A ................................................................................. 77 3 Quality Theme Rationale - Part: B ................................................................................. 78 3 Quality Theme Rationale - Part: C ................................................................................. 79 4 Plans Theme Rationale - Part: A .................................................................................... 80 4 Plans Theme Rationale - Part: B .................................................................................... 81 5 Risk Theme Rationale - Part: A ..................................................................................... 81 5 Risk Theme Rationale - Part: B ..................................................................................... 83 6 Change Theme Rationale - Part: A .................................................................................83 6 Change Theme Rationale - Part: B .................................................................................84 6 Change Theme Rationale - Part: C .................................................................................85 7 Progress Theme Rationale - Part: A ............................................................................... 85 7 Progress Theme Rationale - Part: C ............................................................................... 86 7 Progress Theme Rationale - Part: Plus+ ......................................................................... 87 8 Controlling a Stage + Managing Product Delivery Processes Rationale - Part: A ...................87 8 Controlling a Stage + Managing Product Delivery Rationale - Part: B ................................. 87 8 Controlling a Stage + Managing Product Delivery Rationale - Part: C ................................. 88 Plus+ Business Case Theme Rationale - Part: A ................................................................. 89 Plus+ Business Case Theme Rationale - Part: B ................................................................. 90

Question Booklet Exam 1..................................................................................................... 95

Syllabus areas covered ................................................................................................... 95 1 Business Case Theme Part A ......................................................................................... 96 1 Business Case Theme Part B ......................................................................................... 98 2 Organisation Theme Part A ........................................................................................... 99 2 Organisation Theme Part B ......................................................................................... 101

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3 Quality Theme Part A ................................................................................................. 102 3 Quality Theme Part B ................................................................................................. 103 3 Quality Theme Part C ................................................................................................. 104 4 Starting Up a Project + Initiating a Project Processes Part A ........................................... 105 4 Starting Up a Project + Initiating a Project Processes Part B ........................................... 105 4 Starting Up a Project + Initiating a Project Processes Part C ........................................... 106 4 Starting up a Project + Initiating a Project Processes - Part Plus+ ................................... 108 5 Risk Theme Part A ..................................................................................................... 109 5 Risk Theme Part B ..................................................................................................... 110 6 Plans Theme Part A ................................................................................................... 111 6 Plans Theme Part B ................................................................................................... 112 6 Plans Theme Part C ................................................................................................... 113 6 Plans Theme Part Plus+ ............................................................................................. 115 7 Progress Theme Part A ............................................................................................... 116 7 Progress Theme Part B ............................................................................................... 117 8 Directing a Project + Managing a Stage Boundary + Closing a Project Processes Part A ..... 118 8 Directing a Project + Managing a Stage Boundary + Closing a Project processes Part B ..... 119 8 Directing a Project + Managing a Stage Boundary +Closing a Project Processes Part Plus+ 120 Plus+: Change Theme Part A ......................................................................................... 122 Plus+ Change Theme Part B .......................................................................................... 123 Plus+ Change Theme Part C .......................................................................................... 124

Question Booklet Exam 2 .................................................................................................. 125

Syllabus areas covered: ................................................................................................ 125 1 Starting Up a Project + Initiating a Project Processes Part A ........................................... 126 1 Starting Up a Project + Initiating a Project Processes Part B ........................................... 127 1 Starting Up a Project + Initiating a Project Processes Part C ........................................... 128 1 Starting Up a Project + Initiating a Project Processes Part Plus+ 1 .................................. 129 1 Starting Up a Project + Initiating a Project Processes Part Plus+ 2 .................................. 130 2 Organisation Theme Part A ......................................................................................... 131 2 Organisation Theme Part B ......................................................................................... 133 3 Quality Theme Part A ................................................................................................. 134 3 Quality Theme Part B ................................................................................................. 135 3 Quality Theme Part C ................................................................................................. 136 4 Plans Theme Part A ................................................................................................... 137 4 Plans Theme Part B ................................................................................................... 138 5 Risk Theme Part A ..................................................................................................... 139 5 Risk Theme Part B ..................................................................................................... 141 6 Change Theme Part A ................................................................................................ 142 6 Change Theme Part B ................................................................................................ 143 6 Change Theme Part C ................................................................................................ 144 7 Progress Theme Part A ............................................................................................... 145 7 Progress Theme Part B ............................................................................................... 146 7 Progress Theme Plus+ ............................................................................................... 147 8 Controlling a Stage + Managing Product Delivery Processes Part A .................................. 148 8 Controlling a Stage + Managing Product Delivery Processes Part B .................................. 149 8 Controlling a Stage + Managing Product Delivery Processes Part C .................................. 150 Plus+ Business Case Theme Part A ................................................................................. 152 Plus+ Business Case Theme Part B ................................................................................. 154

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Schedule Starting daily at 9:00am, finishing daily at 17:00 with a minimum of 2 hours of homework each night.

Day 1 16:30 Exam tips, exam technique

Homework: Sample Practitioner examination paper #1

Day 2 9:00 Exam tips, exam technique

10:00 Review/practise exam questions - from sample exam paper #1

12:00 Lunch

Afternoon Review/practise exam questions - from sample exam paper #1

Homework: Sample Practitioner examination paper #2

Day 3 9:00 Review/practise exam questions - from sample exam paper #2

12:00 Lunch

14:00 Practitioner exam (9 questions, 2:30 hours, PRINCE2 manual only)

Exam papers used in this workbook:

FX02, version 1.4, released in November 2012 (as pre release for January 2013)

FX03, version 1.2, released in November 2012 (as pre release for January 2013)

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Practitioner exam tips Exam technique is important for all exams. It ensures you feel confident in clearly demonstrating your level of understanding of the material to the examiner and ensures you achieve your highest possible mark. In the following sections we aim to give you advice on how to approach the exam questions to ensure your final mark reflects your ability of PRINCE2 and is not tainted by any shortfall in exam technique.

In the PRINCE2 practitioner exam there are 80 possible marks awarded, these are spread evenly through 8 topics chosen from a total of ten syllabus areas. ALL but one of the themes will be tested along with two of the three process syllabus areas. The ten syllabus areas are:

Business Case theme

Organisation theme

Quality theme

Plans theme

Risk theme

Change theme

Progress theme

Starting up a Project and Initiating a Project Processes

Directing a Project, Managing a Stage Boundary and Closing a Project Processes

Controlling a Stage and Managing Product Delivery Processes

Each topic question can be made up of multiple parts, usually there are 2 to 3 parts. Each question within the parts is worth one mark. Sometimes multiple correct options need to be selected to be awarded the one mark. No part marks are awarded. Some questions have multiple correct options - even though you may only be expected to choose one. Don't dwell on those questions that appear to have multiple correct options - choose the best and move on.

Time is your biggest enemy There are two possible ways to ensure time becomes your friend. You could either apply the two pass technique or use a question start schedule.

Two pass technique

This is where you attempt all those questions you feel confident in and do not cost too much time, making notes as you go on the question booklet. Then you pass through the exam again and tackle those questions remaining. This technique has one major drawback: it is difficult to know how many questions you have left in the available time. It is also recommended that you complete a question part rather than leave it incomplete.

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Use a question start schedule!

In the first few minutes of the exam calculate and write the time for each question into the question booklet. Stick to that timing, we suggest 18 minutes per question. Closer to the end of the exam time come back to any topic parts you may have missed out.

Beware! Hand everything back

All papers handed out, including the scenario and question booklets, must be returned to the invigilator immediately following the exam. Failure to do so will result in delayed results or a fail.

Techniques

The best lies are shrouded in truth

For a sentence to be true every phrase contained in it must be true, if any phrase of the sentence is false, the whole sentence is false despite many other true statements. In other words false (incorrect) phrases in statements negate all true (correct) phrases before and after. This means that if you are reading a sentence made of a number of phrases and one is false then the whole sentence is false. For example:

Once it has been approved in the activity authorising a Stage or Exception Plan the Risk Register can only be changed through change control. False, because in the last phrase: Records (of which the Risk Register is one) are dynamic management products that are not subject to change control.

Where possible convert all questions to true/false statements

A method to tackle questions that may look tricky is to consider them as true/false statements. You can do this to all objective questions by considering each option separately. For those inclined to think at a mathematical level this is the same as making each question a series of logic gates.

Eliminate obvious incorrect options

In all questions eliminate any obviously incorrect options to ensure that only the best options are remaining to be selected from.

Rank options to work out the ‘best’ option

While eliminating the obviously incorrect options you may wish to also calculate the best option as opposed to the correct option. Ranking the options is a good way to do this. Just use numbering to work out which option is ‘best’.

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Classic multiple-choice questions

Classic multiple choice (single option answer)

These are in the classic single question with up to 4 options to choose from. Only one option is considered the best.

Classic multiple choice (multiple option answer)

These are the same as classic multiple choice (single option answer) questions however they require more than one option to be selected. Remember that the number of options to be selected can differ between each question part.

Guidelines if you are not sure of the correct answer

When you are not sure of the correct answer you may wish to use the following:

Favour more inclusive options: select the option that encompasses others if in doubt, for example:

The Business Case is refined and updated in:

a) Starting up a Project

b) Initiating a Project

c) Managing a Stage Boundary

d) Initiating a Project and Managing a Stage Boundary

Look for grammatical inconsistencies, an option is nearly always wrong if the question and the answer do not combine to make a grammatically correct sentence. Also, look for repetition of key words from the question in the responses. If words are repeated, the option is worth considering, for example:

The best control to use by corporate or programme management to deal with a very risky project where other projects of this type have historically gone over budget is:

a) Project tolerances

b) Stage tolerances

c) Product descriptions

d) Acceptance criteria

Remember:

Try to rule out any obviously incorrect options

Remember the BEST option is preferred when choosing from multiple correct options

Favour look-alike options

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Assertion reason questions Assertion reason questions are a type of multiple choice question. They ask you to check whether each statement is true or false, then if both are true, to verify if the reason explains the assertion. The trick to these questions is to work down the Assertion column and then down the Reason column, checking the reasoning only when there are two true statements. Do not work across the rows.

Assertion Reason

1) The activity create the Project Plan should be completed prior to completing the activity refine the Business Case T

because F The activity create the Project Plan uses the planning procedure T

2) The Project Manager is responsible for compiling the Project Plan T

because The Project Plan includes detail at the level appropriate for the Project Manager to manage the project on a day to day basis F

3) The Business Case should be refined after the Project Plan has been completed T

because T The Business Case should include the costs and time frames that are developed as part of the Project Plan T

Once you have ascertained if each statement is correct or false, and if the reason justifies the assertion you can translate these results into an option for the answer booklet: a, b, c, d or e:

Each line in the table below consists of an assertion statement and a reason statement. For each line identify the appropriate option, from options A to E, that applies. Each option can be used once, more than once or not at all. Option Assertion Reason

A True True AND the reason explains the assertion B True True BUT the reason does not explain the assertion C True False D False TrueE False False

Tip: Out of sight out of mind

You may wish to cover the right hand column with your right hand to ensure you apply this technique appropriately.

Add/remove/modify/delete content questions For those questions that ask about modification of a management product's content try the following steps. It is recommended that you a) analyse the additional information first and b) avoid looking at the reasoning.

1. Familiarise yourself with the relevant management product heading(s) (see Appendix A in the PRINCE2 manual), you may skip this step if you feel comfortable with each heading's definition

2. On the management product excerpt supplied as additional information evaluate each sentence, note if you agree or disagree with the proposed heading content

3. Using the options supplied in each sentence evaluate each recommendation to see if it fits with your evaluation of each sentence, avoid looking at the reasoning in the sentence as this may distract you, mark these as candidates for being correct options

4. Evaluate the 'add' and 'modify' options, mark those you agree as candidates for being correct options

5. Ensure you are left with the correct number of options (usually two) otherwise use reasoning to rule out from those candidate options remaining.

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See page 104 for a question to help demonstrate this technique.

Tell participants to remember to try and review the whole additional information before they tackle each question.

Tip: Accept relevant, don't expect complete sentences

Don't rule out the sample sentences in example management products just because they don't meet all those criteria specified for that management product heading.The sentences just have to be relevant, not complete.

Aim for high yields when there is little time Tackle the topic parts with no additional scenario information before those topic parts that do have scenario information. Evaluate topic parts using the following criteria:

Number of marks to be gained

Estimated time to spend answering based on (1 mark =85 seconds reference time)

Additional scenario information required to be read

Referencing PRINCE2 manual required.

Specific PRINCE2 tips when answering questions When answering questions about Project Board members remember that the board member can always do his/her own Project Assurance

Phrases such as 'avoid', 'pass-by' or 'circumvent' are a warning sign to not choose that option –there are very few occasions (if any) where a process/procedure in PRINCE2 can be missed out, in other words there are few exceptions to the rule! For example:

The Project Manager can avoid writing a Highlight Report when no Checkpoint Reports have been submitted.

Be careful not to miss scenario information that goes onto multiple pages

Rule out the 'doers' from organisational charts, as they are unlikely to have any management position on a PRINCE2 Project Management team.

Plan headings: external dependency, planning assumptions and plan pre-requisites

When asked about a plan's content it is difficult to ascertain the differences between the headings: external dependency, planning assumption and plan prerequisite. This is challenging when there is, for example, an external assumption. We recommend that you ask the following and stop once you identify the correct description:

Step 1: Is something external to the project or external to the plan being described, eg, an external product on the product breakdown structure? If so this applies to the EXTERNAL DEPENDENCY heading

Step 2: Is there a degree of uncertainty being described? eg. "There is an assumption that ....." If so this applies to the PLANNING ASSUMPTION heading

Step 3: Is there a requirement for the items being described to be in place constantly? If so this applies to the PLAN PREREQUISITE heading.

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Words to look for

Qualifiers

These are words that restrict or open up general statements, words like relevant, sometimes, often,frequently, ordinarily or generally open up the possibilities of making accurate statements. They make more modest claims, are more likely to reflect reality, and usually indicate true answers.

Absolute words restrict possibilities, the words should, must, no, never, none, always, every, all, entirely and only imply the statement must be true 100% of the time and usually indicate false answers, due to the limited application of 100% correct statements within a project scenario.

Raise a cup to 'true statements'

The question part introduction may mention that 'the following are true statements'. If this is the case it means you do not have to assess the validity of each statement but ascertain as to whether it is a) relevant to the stage or project and b) that the statement is correct for the question. This saves time, and avoids you having to check each statement is valid to scenario or additional information.

Risky words

When evaluating a sentence as to whether it correctly describes a risk look for words like may, could and might to suggest uncertainty. Words like will, should and have indicate current or certain events and are therefore more likely to be issues, not risks.

Analyse the scenario When reading the scenario keep an eye out for topics and phrases that might help you in the exam. In particular you may wish to look for:

limits or inclusions of scope for both the project, and any stages, look for phrases like 'another project', 'external', 'existing' or 'excluded'.

total number of stages, and the numbering; is the initiation stage counted as 'stage one' or is does the numbering start following the initiation stage?

business options vs project approach options ie. project approaches are the way the business option is to be implemented.

reasons for the project (same as ;reason heading in the business case), usually written as problem statements or opportunity statements.

any dependencies eg. it will not be possible to do this project without the support of government legislation.

uncertainties, where ever you see the use of 'risky' words.

tolerances, in particular those related to benefits.

dates and relative points in the project.

With this information it could be useful to create a diagram of the project timeline and name the stages, perhaps even include major deliverables as described in the scenario.

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Available resources

Open book

Do not underestimate the preparation needed for an open book exam: your time will be limited, so the key is proper organisation in order to quickly find information. Make your PRINCE2 manual as user-friendly as possible so that you don't lose time locating what you need:

Familiarize yourself with its format, layout and structure

For speedy retrieval index the chapters and concepts with pointers and/or page numbers

Develop a system of tabs/sticky notes, colour coding, concept maps, etc. to mark important summaries, sections, sections

Write short, manageable summaries of content for each grouping

Add page numbers on the first page of Appendix A to assist in quick navigation in the manual

Beware! No extras in your PRINCE2 manual

You cannot include sticky notes or staple additional pages etc. in your PRINCE2 manual.

Modifying the PRINCE2 manual

Put chapter tabs on the right hand side, put useful diagrams or reference tabs at the top namely:

Page Item of interest

17 A summary of the themes within PRINCE2 (useful for those questions on themes)

23 Useful diagram on the Business Case development path

33 Useful diagram of the organisation structure recommended by PRINCE2

49 Quality audit trail, this diagram has been used in some practitioner questions

55 This is one of only two 'grey boxes' that are included in the syllabus (the other being product based planning)

63 Diagram showing the planning procedure

86 List of risk threat and opportunity responses

95 Change management procedure

102 The six tolerances areas by level

115 If you have a magnifying glass this diagram could be useful!

216 The factors that lead to tailoring the method

219 This diagram shows a project in the context of a programme

222 Table with examples of different scales of projects

235 In appendix A the product descriptions are in alphabetical order, and should be referenced as needed

269 In appendix C the roles and responsibilities are in alphabetical order and may be useful when tackling the organisation questions.

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Note that the responsibilities tables (see PRINCE2 manual page 160 as an example) are NOT included within the syllabus, so they should not be examinable. You may wish to also add page numbers to the first page that lists the management products for each of the management products found in appendix A.

Disassemble the scenario booklet during the examination

If you find it useful please feel free to separate the exam scenario booklet. This may avoid the need to flick between pages.

Write on the question booklet

Feel free to underline any key points, highlight areas of interest and fold pages over if you intend on returning to them. Use sticky tabs if necessary to keep track of questions for those you are unsure or for those that require further analysis. If you choose to focus on the high yield questions you could use tabs (or page folds) to come back to those questions you missed out.

Read as much as you have to and no more

You can often answer the practitioner questions without reading additional information. We recommend you try to answer the questions, then only if you need to read the additional information as referred to in the introduction text to the topic part. For example if you are asked about errors in a management product just read the content where the errors are mentioned rather than the complete document.

When to use scenario information

Scenario information provided in the scenario booklet, i.e. not "additional information", should be considered for all question parts. Additional information should only be considered for each question part.

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Sample Practitioner exam 1

Scenario Booklet

FX02

Scenario Booklet

This is a 2.5-hour objective test examination. This booklet contains the Project Scenario upon which this exam paper is based. All questions are contained within the Question Booklet.

Additional information is provided within this Scenario Booklet for a number of questions. Where reference should be made to additional information, this is clearly stated within the question to which it is relevant. All information provided within a question must only be applied to that question.

Each of the eight questions is worth 10 marks, giving a maximum of 80 marks in the paper. The pass mark is 55% (44 marks). Within each question the syllabus area to which the question refers is clearly stated. The exam is to be taken with the support of the PRINCE2 Manual only; no material other than the Question Booklet, the Scenario Booklet, the Answer Booklet and the PRINCE2 Manual is to be used.

Candidate Number: ........................................

© The APM Group Ltd 2012. This document is not to be reproduced or re-sold without express permission from The APM Group Ltd. PRINCE2® is a registered trade mark of the Cabinet Office. The Swirl logo™ is a trade mark of the Cabinet Office.

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Project Scenario Calendar Project (the companies and people within the scenario are fictional)

There has been a reduction in the number of orders at the MNO Manufacturing Company due in part to the increased marketing activities of its competitors. To help counter this, the company has decided to create a promotional calendar for next year for all its current and prospective customers.

The end product of this project will be a prepared calendar pack, ready for printing. The design of the calendar will be similar to one sent out previously, and must reflect the company image as described in the existing corporate branding standards. Another project is currently producing a new company logo which is to be printed on each page of the promotional calendar. The prepared calendar pack will consist of:

Design for each month - correctly showing all public holidays and the new company logo

Selected photographs - 12 professionally-produced photographs, showing different members of staff

Selected paper and selected envelope - for printing and mailing the calendar

Chosen label design - a competition to design a label will be held as part of this project

List of customers - names and addresses of customers to whom the calendar will be sent.

The project is currently in initiation and will have two further stages:

Stage 2 will include the activities to:

create the customer list using information from the Accounts and Marketing departments

confirm compliance with the Data Protection Legislation

create a design for each month - this will be done by the internal creative team

select and appoint a professional photographer

gather photograph design ideas from a previous project and agree the photography session schedule

prepare a production cost forecast

select paper and an envelope.

Stage 3 will include the activities to:

produce and select the professionally-taken photographs

hold the label design competition and choose the label design

assemble the prepared calendar pack.

A production cost forecast, based on the options and costs for the paper, envelope, printing and mailing of the calendar is to be produced in stage 2. However, the actual production and distribution of the calendars is not within the scope of this project. The production cost forecast will be reviewed by the Project Board to determine whether the project should continue. It is now 05 October and the prepared calendar pack must be delivered to the print company by 30 November, to enable printing and distribution of the calendar in time for Christmas. The cost of the activities to develop the specialist products and the cost of the project management activities are estimated to be £20,000. There is a project time tolerance of +1 week / -2 weeks and a project cost tolerance of +£6,000 / -£6,000. A change budget of £500 has been allocated but there is no risk budget.

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1 Business Case theme - Additional Information During the initiation stage the Project Manager met with the Marketing Director to find out more about the requirements of the promotional calendar and recorded the following notes:

There has been a reduction in the number of orders at the MNO Manufacturing due in part to the increased marketing activities of its competitors. 10% of customers have not re-ordered in this financial year and staff morale is poor. A number of skilled staff have left as a result and replacement staff have not been recruited due to the reduced operation. If the project is successful, a recruitment campaign will be required to fill the existing staff vacancies and there may be a requirement for additional staff. Operational costs are likely to increase because skilled staff are expensive and difficult to find.

In financial terms, there were a total of 1,500 orders in the last financial year, each with an average profit of £2,000. The Marketing department believes that sending a promotional calendar to our current and prospective customers would increase orders by at least 10% with a minimum of 10 further orders from the list of prospective customers within 12 months from the date of distribution.

The Marketing Director will be funding the project from the business marketing budget. She believes that the effect of a good company image portrayed by a successful calendar would last into a second year. She has forecast the same increase in orders for a second year and predicts that the annual employee satisfaction survey will show a measurable improvement in staff morale.

A number of alternatives were explored, including:

20% discount for all repeat customers - not cost-effective and very short term

A promotional calendar as a free Christmas gift - would target current and prospective customers and the benefits would last into a second year

A series of television and press advertisements - would be too expensive

A direct mail shot to all customers - benefit would be short term

Creation of an internet website - would not suit all customers

The calendar is seen as the favoured option, as long as the company's competitors do not increase their marketing activity. Whilst the Marketing department wants a very high quality, glossy product, the project management team must be aware of the cost this will incur.

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2 Organisation Theme - Additional Information Chief Executive Officer (CEO): He started the company 25 years ago and knows his job very well. He injured his leg two years ago which has restricted his visits to the engineering area. As CEO he has an overall perspective of the business strategic requirements and the authority to commit resources as required.

Marketing Director: She has been with the company for three years, following a successful career with a publicity company. She has the ability to represent the needs of the business, particularly as this is a marketing project. She has the authority to commit the annual business marketing budget, from which the project will be funded, as she sees appropriate. She will be responsible for monitoring the expected benefits of the calendar, in particular the improvement of the company's image.

Engineering Manager: He has been responsible for many engineering innovations in the company and is still as keen and energetic as the day he started. Whilst he will not be part of the project team, his staff will feature in the photographs for the promotional calendar.

Central Records: This group of five staff looks after all company records and document control. They now maintain all project files.

Bright Lights: This is the local office supplies company. It supplies all the stationery and office equipment needs of the company and will supply the stationery for this project.

Portraits Ltd: This is a professional photography company with a number of excellent photographers and a history of successful work. This company has been selected to take the photographs for the company calendar. It has yet to be decided which of the photographers to use.

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3 Quality Theme - Additional Information Extract from the Project Product Description (with errors)

Composition 1. Design for each month

2. 100gsm glossy paper not appropriate

3. Full colour not appropriate

4. Selected envelope

5. Chosen label design

6. List of customers

7. Selected photographs

8. Photography session schedule

Derivation 9. New company logo design

10. Previous calendar designs

11. Internal creative team not appropriate

12. Production cost forecast not appropriate

Development skills required

13. Photographer

14. Internal creative team

15. Print company not appropriate

Customer’s quality expectations

16. Professional photographs

17. 10% more calendars than required should be printed than required to allow for any late additions to the list of customers not appropriate

18. Compliance with applicable corporate standards

19. The calendar should reflect the company image as described in the corporate branding standards

20. The calendar will increase orders from the list of prospective customers within 12 months not appropriate

Acceptance criteria 21. Appearance: each photograph should be sufficiently attractive and humorous that the customer wants to display it not appropriate

22. Appearance: new company logo promotes strong image not appropriate

23. Security: complies with Data Protection Legislation

24. Accuracy: public holidays match the list supplied by the Marketing department

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4 Starting up a Project + Initiating a Project - Additional Information Extract from the Communication Management Strategy.

The project information in the table below is true, but it may not be recorded under the correct heading or be in the correct document.

Introduction 1. This document contains details of how the project management team will send information to individuals working on the Calendar project, and receive information from them.

Communication procedure

2. See MNO Manufacturing Company standards for all internal company communications. Note that there is a need to read the communication management strategy's product description purpose in the PRINCE2 manual to gather that external communication is also applicable here, so carefully consider the 'modify' options in these questions.

Tools and techniques 3. Use the staff newsletter to launch the label design competition and to promote the chosen label design.

4. Using the number of responses to the label design competition as a measure, report fortnightly to the Project Board on the effectiveness of the staff newsletter as a vehicle for communication. not appropriate

5. Use the company website to advertise the promotional calendar to customers. not appropriate

Records 6. A record should be maintained for each product of the project. At a minimum this should show the project name, product name, product title, and version number.not appropriate

7. External email and correspondence relating to the Calendar project should be recorded electronically in the project folder.

8. Information received in hard copy should, where possible, be scanned and filed as above.

Timing of communication activities

9. At the end of each stage, audit and report on the performance of the communication methods being used.

10. Highlight Reports to be provided to appropriate stakeholders, at the frequency defined in each Stage Plan.

Stakeholder analysis: Interested parties

11. Photographer.

12. Print company.

Information needs for each interested party

13. Weekly updates will be provided by email to the individual producing the staff newsletter.

14. The prepared calendar pack must be delivered to the print company by 30 November. not appropriate

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5 Risk Theme - Additional Information A photographer from Portraits Ltd, a professional photography company, has taken on the role of Team Manager after taking some time to understand the requirements of the project. A contract for his services has been set up and is being monitored by the Purchasing Manager, and a Work Package has been agreed. This contract specifies that the photographer must arrange a meeting with the Engineering Manager to establish a schedule for the photography sessions to minimise the impact on the Engineering staff. This meeting should have occurred a week ago. The photography sessions are scheduled to take place in two days time.

The Engineering Manager was made aware of this requirement. However, when asked by the Project Manager, he reported that he had received no communication from the photographer. The Project Manager has tried to call the photographer and has had no response. The Project Manager believes there is a risk that Portraits Ltd are overbooking work and prioritising other clients' work. If Portraits Ltd do not deliver on schedule the project will be delayed and the expected benefits will be reduced.

The contract is to be reviewed and Portraits Ltd reminded of their agreement.

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6 Plans Theme - Additional Information Product Summary

A list of customers will be collated. This will use existing [[information from the Accounts department]]about current customers, and existing information from the Marketing department about prospective customers.

Using the [[tariff of mailing costs]] available from the Post Office, a [production cost forecast] will be produced to allow the CEO and the Marketing Director to decide whether to continue with the project. If they decide to continue, they will give the approval to launch the internal label design competition. Competition rules will be drawn up and details of the competition will be communicated to staff. The [label design] will then be chosen from the competition entries.

The photographs for the calendar must be based on [[existing photograph design ideas]] available from the Marketing department. [Designs for each month] will be created to show the required layout for each page.

Additional Information continues on the next page.

[[External product]]

[Product within scope]

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Plans Theme - Additional Information continued. Extract from Stage Plan for stage 3.

(All entries are true statements but may not be shown under the correct heading or in the correct document).

Plan description 1. Stage 3 is the final stage of the project and will deliver the photographs, the label design competition entries, the winning label design and the prepared calendar pack.

Plan prerequisites 2. Increase in orders and improved company image. not appropriate

3. The production cost forecast must be acceptable to the Project Board if the photography and label design competition are to go ahead.

4. The customer list is accurate and complete. not appropriate

External dependencies 5. A separate project has been reviewing the company's branding. The company logo, required for the label design competition, is being updated. The new company logo is to be supplied by the other project in two weeks time.

6. Customer details will be supplied from the Accounts department and the Marketing department customer databases for the customer list. not appropriate

7. The label design must contain the new company logo. not appropriate

Planning assumptions 8. A suitable entry will be received from the label design competition.

9. The photography session schedule created two weeks ago correctly reflects the availability of the engineering staff.

10. Each photograph must feature different members of the Engineering team. not appropriate

Monitoring and control 11. The Project Plan is to be updated with actuals throughout the stage. not appropriate

12. A Highlight Report will be created for corporate/programme management every two weeks.

13. The Stage Plan will be reviewed at the end of each day, to assess forecast against actuals.

14. Product Status Accounts will be produced by Project Support, at the request of the Project Manager, which summarises current and historical data concerning each of the project’s products.

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Practitioner workbook with exams Version 5.8Prince2®| samPLe Practitioner exam 1 Version 5.8.1

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Marking Scheme Exam 1 Note: for Multiple Response (MR) questions, 1 point is scored if and only if all correct options are selected. Otherwise 0 points are scored.

1 Business Case Marking Scheme Question Part Type Response A B C D E F G H I

1 (BC) A MR 1 0 1 0 0 1

2 1 0 0 0 1

3 1 0 1 0 0

4 0 1 0 1 0

5 0 0 1 1 0

6 0 1 0 0 1

Plus+ 0 0 1 1 0

B AR 1 0 0 1 0 0

2 0 0 0 0 1

3 1 0 0 0 0

4 0 0 0 0 1

Plus+ 0 1 0 0 0

2 Organisation Theme Marking Scheme Question Part Type Response A B C D E F G H I

2 (OR) A MR 1 0 0 1 1 0

2 0 0 0 1 1

3 1 0 1 0 0

4 0 0 1 0 1

5 1 1 0 0 0

6 0 1 1 0 0

Plus+ 1 0 0 0 1

B AR 1 0 0 0 0 1

2 1 0 0 0 0

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Question Part Type Response A B C D E F G H I

3 1 0 0 0 0

4 0 1 0 0 0

Plus+ 0 0 1 0 0

3 Quality Theme Marking Scheme Question Part Type Response A B C D E F G H I

3 (QU) A MG 1 0 0 1

2 0 1 0

3 1 0 0

B MG 1 0 1 0 0 0

2 1 0 0 0 0

3 0 0 0 0 1

4 0 0 1 0 0

C MR 1 0 0 1 1 0

2 0 1 0 0 1

3 1 0 1 0 0

Plus+ 1 1 1 0 0 0

Plus+ 2 0 0 0 1 1

4 Starting Up a Project + Initiating a Project Marking Scheme


4 (SI) A SM 1 1 0 0 0

2 0 0 1 0

3 0 1 0 0

B CL 1 1 0 0 0

2 0 1 0 0

C CL 1 0 0 1 0

2 0 0 0 1

3 1 0 0 0

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4 0 1 0 0

5 0 1 0 0

Plus+ 0 0 1 0

Plus+ 1 0 1 0

2 0 1 0

3 1 0 0

4 0 1 0

5 1 0 0

6 0 1 0

5 Risk Theme Marking Scheme Question Part Type Response A B C D E F G H I

5 (RK) A MG 1 0 0 0 0 1 0

2 1 0 0 0 0 0

3 0 1 0 0 0 0

4 0 0 1 0 0 0

5 0 0 0 0 1 0

Plus+ 0 1 0 0 0 0

B AR 1 0 1 0 0 0

2 0 0 1 0 0

3 0 0 1 0 0

4 0 0 0 0 1

5 0 0 0 0 1

Plus+ 1 0 0 0 0

6 Plans Theme Marking Scheme Question Part Type Response A B C D E F G H I

6 (PL) A MR 1 0 0 1 0 1

2 0 1 0 1 0

B CL 1 0 1 0 0

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2 0 1 0 0

3 0 0 0 1

4 1 0 0 0

Plus+ 0 0 1 0

C MR 1 1 0 1 0 0

2 0 0 0 1 1

3 1 0 0 0 1

4 1 1 0 0 0

Plus+ 1 0 0 1 0

Plus+ 1 0 0 1 0

2 0 1 0 0

7 Progress Theme Marking Scheme Question Part Type Response A B C D E F G H I

7 (PG) A CL 1 0 1 0 0

2 0 1 0 0

3 0 0 1 0

4 0 0 0 1

5 0 0 0 1

Plus+ 1 0 0 0

B AR 1 0 0 0 0 1

2 1 0 0 0 0

3 0 0 0 0 1

4 0 0 0 1 0

5 0 0 1 0 0

Plus+ 0 0 1 0 0

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8 Directing a Project + Managing a Stage Boundary + Closing a Project Marking Scheme


8 (DC) A MG 1 0 1 0 0 0

2 0 0 0 1 0

3 0 0 0 0 1

4 0 1 0 0 0

5 0 0 0 1 0

B AR 1 0 0 0 0 1

2 0 0 0 1 0

3 1 0 0 0 0

4 0 0 0 0 1

5 0 0 0 1 0

Plus+ 0 0 0 1 0

Plus+ 1 0 0 0 1

2 0 1 0 0

3 0 0 0 1

4 0 1 0 0

5 0 0 1 0

6 0 0 1 0

Plus+ Change Theme Marking Scheme Question Part Type Response A B C D E F G H I

Plus+ (CH) A MG 1 0 1 0

2 1 0 0

3 0 1 0

4 0 0 1

5 1 0 0

Plus+ 1 0 0

B AR 1 1 0 0 0 0

2 0 0 0 1 0

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3 0 1 0 0 0

4 0 0 0 1 0

5 0 0 1 0 0

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Rationale Exam 1

1 Business Case Rationale - Part: A 1 A Incorrect: This is an Expected Benefit of this project. The Reasons should show why the project outcome is

needed, the background. Ref. A2.1 / 4.3.2.1.

B Correct: This is an explanation of why the project is required. Ref. A2.1 / 4.3.4.1.

C Incorrect: This is the total number of orders last year, the position to measure against. It is not the expected benefit for this project. Ref. Scenario Booklet / 4.3.4.3.

D Incorrect: This is an Expected Benefit of this project. The Reasons should show why the project outcome is needed, the background. Ref. A.2.1 / 4.3.4.1.

E Correct: This is an explanation of why the project is required. Ref. A.2.1 / 4.3.4.1.

2 A Correct: This is one of the options considered to achieve the project outcome. Ref. 4.3.4.2 / A.2.1.

B Incorrect: This is an approach to deliver the required products and should therefore be documented in the Project Brief. Ref. A.19.2.

C Incorrect: This is an approach to deliver the required products and should therefore be documented in the Project Brief. Ref. A.19.2.

D Incorrect: This is an approach to deliver the required products and should therefore be documented in the Project Brief. Ref. A.19.2.

E Correct: This option is always considered in the Business Case as a starting point to act as a comparison for other options. Ref. 4.3.4.2 / A.2.1.

3 A Correct: This is a stated measurable benefit anticipated from this project. Ref. 4.3.4.3 / A.2.1.

B Incorrect: Using a similar format to previous years may have contributed to the selection of the business option but it is a not project benefit. Ref. 4.3.4.3 / A.2.1.

C Correct: This is a stated measurable benefit anticipated from this project. Ref. 4.3.4.3 / A.2.1.

D Incorrect: The Business Case does not contain a breakdown of the products to be delivered within the project. This would be documented under 'Composition' in the associated Product Description. Ref. A.17.2.

E Incorrect: This is a requirement of the project product which should be stated in the Project Product Description. Ref. A.21.2.

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4 A Incorrect: This relates to the cost of quality within the deliverables. It is NOT a negative consequence of the project. Ref. 4.3.4.4.

B Correct: This is a negative consequence of the calendar project. Ref. 4.3.4.4 / A.2.1.

C Incorrect: This is a threat to the expected benefits, NOT a negative consequence of the project. Ref. 4.3.4.4 / 8.2.1.

D Correct: This is a negative consequence of the calendar project. Ref. 4.3.4.4 / A.2.1.

E Incorrect: This is a threat to the expected benefits, NOT a negative consequence of the project. Ref. 4.3.4.4 / 8.2.1.

5 A Incorrect: This is a risk. It has not happened yet, but the impact should be considered and recorded under 'Major Risks'. Ref. 8.2.1.

B Incorrect: The recruitment campaign is likely to be a follow-on action that is not within the scope of this project. Ref. 18.4.4.

C Correct: When benefits are expected to be achieved should be stated under the Timescale heading in the Business Case. Ref. 4.3.4.5 / A.2.1.

D Correct: This is the timescale for project delivery and should be stated under the Timescale heading in the Business Case. Ref. 4.3.4.5 / A.2.1.

E Incorrect: This is not a timescale for project delivery. Ref. 4.3.4.5 / A.2.1.

6 Incorrect: The fact that MNO have allocated £120,000 to the marketing budget for this year is not a cost of the project. Ref. 4.3.4.6 / A.2.1.

B Correct: The Business Case should include details of ongoing operations and maintenance costs and their funding arrangements. Ref. 4.3.4.6 / A.2.1.

C Incorrect: This is an Expected Benefit, it is not a cost of the project, for example. expected income rather than outgoings. Ref. 4.3.4.3 / A.2.1.

D Incorrect: The new company logo is not within the scope of this project. Ref. Scenario Booklet.

E Correct: The Costs heading of the Business Case should include the total of forecast costs, including allocated tolerances, risk and change budgets. Ref. 4.3.4.6 / A.2.1.

Plus+ A Incorrect: This is a dis-benefit of the project outcome, not a risk to the project. Ref. 4.3.4.4 / 8.2.1.

B Incorrect: This is not a risk, this is stated as fact in the Project Scenario. Ref. Project Scenario / 8.2.1.

C Correct: This is a risk to the project. Risks facing the project can either reduce/enhance the benefits or reduce/increase the cost. Ref. 4.3.4.8 / A.2.1.

D Correct: This is a risk to the project. Risks facing the project can either reduce/enhance the benefits or reduce/increase the cost. Ref. 4.3.4.8 / A.2.1.

E Incorrect: This is stated as a fact and not an uncertainty/potential threat. Ref. 8.2.1.

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PRINCE2 Practitioner Workbook with Exam (Foundation + Practitioner) for Trainer

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Transcript of PRINCE2 Practitioner Workbook with Exam (Foundation + Practitioner) for Trainer