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

In stage 4, the Heritage Director delegates a review of the inspection arrangements to the Heritage Manager.
The Heritage Manager will work with the BuildyBrick CEO and the project manager, then report whether the planned inspections will provide adequate assurance about impacts on historic buildings.
Is this an appropriate application of the 'define roles, responsibilities and relationships' principle, and why?

• A. Yes, because the Heritage Manager needs a clear understanding of what the Heritage Director requires of them and of what they may reasonably expect from the other parties involved
• B. No, because the Heritage Director, as senior user, should personally conduct the assurance review of the inspection plans rather than delegating to the Heritage Manager
• C. Yes, because the principle requires that communication channels between all internal and external project team members remain open and transparent at all times
• D. No, because it is the project manager's responsibility to specify how inspections of historically significant buildings should be planned and executed

During stage 3, several BuildyBrick subcontractors are working on different work packages. The project manager is concerned that lessons identified by one team will not reach the others and could lead to rework, delay or additional cost. The project manager therefore holds a fortnightly cross-team 'lunch and learn' session.
Is this an appropriate application of the 'learn from experience' principle, and why?

• A. No, because the Regeneration Manager should gather lessons through individual interviews with team managers and document them formally in a lessons report at the end of the stage
• B. Yes, because the subcontractors are expected to contribute lessons from previous construction projects that are directly relevant to the current stage
• C. Yes, because the regular knowledge-sharing sessions provide a structured mechanism for team managers to identify and apply lessons arising during the current stage
• D. No, because subcontractors should concentrate on meeting their work package commitments and tolerances rather than attending sessions that take them away from delivery

At the start of stage 3, an approved request for change adds a promotional video to the stage. BuildyBrick has agreed to produce it, a product description has been prepared, and the project manager now needs to instruct the BuildyBrick team manager to begin the work.
During which 'controlling a stage' activity should this instruction be given?

• A. Evaluate work package status
• B. Take corrective action
• C. Capture issues and risks
• D. Authorize a work package

Before the end of stage 2, the project board authorizes a change that adds more trees and seating to the external landscaping. The change can be delivered in stage 3 without any forecast breach of project tolerance.
While preparing the next stage plan, the project manager incorporates the additional products and work, updates the relevant product descriptions and product register entries, and reviews whether the project initiation documentation needs to be updated.
Is this an appropriate application of 'prepare the next stage plan', and why?

• A. No, because project assurance should prepare the next stage plan and update the affected product information independently of the project manager
• B. Yes, because the next stage plan should reflect authorized changes, with affected product information and the project initiation documentation updated where necessary
• C. No, because authorized changes should remain outside the next stage plan until the project has been re- authorized by the business layer
• D. Yes, because every authorized change must be implemented through an exception plan before the related work may enter the following stage

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. 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
• B. 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
• 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 Portfolio Director, as the commissioning authority, has the right to determine the reporting frequency and format that best suit portfolio-level oversight