In PRINCE2®, customer's quality expectations (CQEs) are a high-level statement of what the customer expects from the project and are often expressed in broad terms. They are not necessarily measurable on their own but provide a sense of general quality requirements. In contrast, acceptance criteria are specific and precise; they form the list of conditions that a project product must meet to be accepted by key stakeholders. Therefore, statement 1 is false, and statement 2 correctly describes the customer's quality expectations.References: PRINCE2® 7 Foundation handbook and official documents.

In the PRINCE2 customer/supplier environment, it is typically the customer's responsibility to specify the desired result of the project. This responsibility involves defining what the project should achieve in terms of outcomes and benefits, aligning with the customer's business objectives. References: PRINCE2® Foundation official study materials.

The purpose of the Managing Product Delivery process is to ensure that there is a controlled link between the Project Manager and the Team Managers. This link facilitates the proper execution and delivery of Work Packages, ensuring that work is carried out effectively, monitored, and controlled. References: PRINCE2® Foundation official documentation and study materials.

One of the objectives of the Closing a Project process is to produce a Benefits Review Plan. This plan outlines how the benefits of the project will be measured and reviewed after the project has been closed. It is crucial for ensuring that the benefits expected from the project are tracked and assessed in the post-project phase. References: PRINCE2® Foundation official study guide and materials.

The Project Board acts as the primary communication channel between a project and corporate or programme management. This role involves ensuring that the project aligns with corporate objectives, communicating the needs and constraints of the project to higher management, and securing necessary resources and support. References: PRINCE2 Foundation manual, PRINCE2 official resources

During the Closing a Project process in PRINCE2®, the ownership of the project's products is formally transferred to the customer, ensuring that all deliverables have been accepted and are ready for operational use. This transfer marks the formal completion of the project. References: PRINCE2® Foundation official study guide and materials.

The purpose of the Controlling a Stage process in PRINCE2® is to monitor and control a stage within its authorized tolerances. During this process, the Project Manager assigns work, monitors work progress, deals with issues, reports stage status to the Project Board, and takes necessary corrective actions to stay within the stage's tolerances. References: PRINCE2® Foundation official documentation and study materials.

The objective of the Closing a Project process in PRINCE2 includes reviewing the performance of the project against its baseline. This ensures that all objectives have been achieved, the project has delivered the required products, and stakeholders are satisfied with the outcomes. It provides a formal closure to the project by ensuring all project work is completed and assessed. References: PRINCE2 Foundation manual, PRINCE2 official resources

The Plans theme in PRINCE2® is responsible for estimating the cost of delivering the project. This theme involves the development of plans that outline how, when, and by whom the project's objectives are to be achieved, including the necessary resources and associated costs. References: PRINCE2® Foundation official documentation and study materials.

The guiding obligations and good practices which determine whether a project is genuinely being managed using PRINCE2 form the 'Principles' of the method. PRINCE2 is founded on seven principles that must be present in the project management approach to consider the project being managed using PRINCE2. References: PRINCE2 Foundation manual, PRINCE2 official resources

The Project Plan in PRINCE2 identifies the management stages and timescales of a project. This plan provides an overview of how and when the project’s objectives are to be achieved, by showing the major products, activities and resources required for the project, and structuring them within a timescale. References: PRINCE2 Foundation manual, PRINCE2 official resources

According to PRINCE2®, a project outcome is defined as the result of the change derived from utilizing the project's outputs. Outcomes are what the project seeks to achieve which may involve a change in the way an organization operates. References: PRINCE2® Foundation official guide and study material.

The Organization theme does not include defining the level of tolerance for each level of the project management team. Tolerance levels are typically set within the Plans theme, which deals with how the project is structured in terms of stages and the delegation of authority within those tolerances. The Organization theme primarily focuses on defining roles and responsibilities. References: PRINCE2® Foundation official study guide and materials.

The mechanisms established by the Progress theme in PRINCE2 are used by all levels of management to control any unacceptable deviations. This includes the Project Board, Project Manager, and higher management levels, ensuring that everyone involved in the project management team can effectively monitor and control the project's progress and address issues as they arise. References: PRINCE2 Foundation manual, PRINCE2 official resources

PRINCE2 is designed to make efficient and economic use of management time, ensuring that project management is effective without being overly bureaucratic or time-consuming. This approach helps to maximize the value received from management efforts and resources. References: PRINCE2® Foundation official study materials.

In the context of PRINCE2, the integrated elements include the principles, themes, processes, and tailoring PRINCE2 to the project environment. 'The products' are not listed as one of these integrated elements. Instead, they are outputs or deliverables that result from applying the PRINCE2 methodology to project management. References: PRINCE2 Foundation manual, PRINCE2 official resources

The Communication Management Strategy is used in PRINCE2 to maintain a record of stakeholders who have an interest in the project and their information requirements. This document outlines how and when stakeholders will be kept informed about the project’s progress and any issues that may arise. References: PRINCE2 Foundation manual, PRINCE2 official resources

This answer remains the same as question 3. The Benefits Review Plan's purpose does not typically include defining the period for the cost-benefit analysis. Instead, it focuses on outlining how the benefits of the project are to be reviewed and measured after the project's closure. References: PRINCE2® Foundation official guide and study material.

These answers are derived from the official PRINCE2® documentation and study materials available for the PRINCE2® Foundation certification.

In PRINCE2® quality review meetings, the recommended roles include a Chair, Presenter, Reviewer, and an Administrator. The Administrator is crucial as they organize the logistics of the review meeting, ensure that the necessary materials are provided to the participants in advance, and take on the responsibility of recording results and follow-up actions. Project Manager, Assurance, and Project Support do not specifically align with the roles within a quality review team.References: PRINCE2® 7 Foundation resources and study materials.

The first task of product-based planning in PRINCE2 is to write the Project Product Description. This description defines the project's main output, outcome, or benefit and includes the project's scope and major deliverables, forming the basis for more detailed planning. References: PRINCE2 Foundation manual, PRINCE2 official resources

The Highlight Report in PRINCE2 is used by the Project Manager to review the performance of a Work Package against its cost tolerance, among other factors. This report provides the Project Board with a summary of the stage status, and is a key tool for monitoring overall project progress, including financial performance. References: PRINCE2 Foundation manual, PRINCE2 official resources

The characteristic of a project that reflects different perspectives and motivations for customers and suppliers is its "Unique" nature. Projects typically bring together diverse groups, each with distinct objectives and expectations. The uniqueness of a project involves these varied stakeholder inputs and requirements, which often need to be balanced and managed. References: PRINCE2 Foundation manual, PRINCE2 official resources

A member of the Project Board is responsible for quality assurance in PRINCE2. Quality assurance is concerned with ensuring that the project's products meet the quality requirements set out in the project and that the project adheres to the appropriate corporate, programme management, or customer quality standards. References: PRINCE2 Foundation manual, PRINCE2 official resources

In PRINCE2, a risk is defined as any uncertain event or set of events that, if it occurs, will have an impact on the achievement of project objectives. This definition emphasizes the uncertainty and potential effect on objectives, rather than the certainty or immediate occurrence of an event. References: PRINCE2® Foundation Training Manual; PRINCE2® 2017 Foundation handbook.

Follow-on action recommendations are used to document any uncompleted work or additional actions required after the project closure. These recommendations ensure that any outstanding issues or incomplete deliverables are addressed, even after the project has officially closed. References: PRINCE2® Foundation official study guide and materials.

These responses are crafted based on the official PRINCE2® guidelines and documentation, ensuring that they are reflective of the most current practices within the PRINCE2® methodology.

To control the size of the Project Board on a project that involves multiple users and suppliers, creating user and supplier groups is an effective strategy. These groups can represent broader interests and provide input to the Project Board, helping to streamline decision-making processes without overloading the board with members. References: PRINCE2 Foundation manual, PRINCE2 official resources

The statement that the quality review technique defines the quality responsibilities of the project team is false. The quality review technique in PRINCE2 primarily focuses on checking the product's fitness for purpose, involving key parties to gain wider acceptance, and providing a baseline to manage future changes, but does not specifically define the quality responsibilities of the team. References: PRINCE2® Foundation Training Manual; PRINCE2® 2017 Foundation handbook.

The Project Board within the PRINCE2® framework is made up of three key roles: the Executive, the Senior User, and the Senior Supplier. These roles represent the business, user, and supplier interests respectively, ensuring that the project's decision-making is balanced across these three perspectives. References: PRINCE2® Foundation official documentation and study materials.

The Quality theme in PRINCE2 ensures that the project's products meet the required standards and fulfill the business needs. This theme guides the management and control of quality throughout the project, emphasizing the importance of delivering products that align with the business's expectations. References: PRINCE2® Foundation Training Manual; PRINCE2® 2017 Foundation handbook.

The purpose of the Initiating a Project process is to establish solid foundations for the project, ensuring that there is a clear understanding of the reasons for the project, the benefits expected, and how the delivery will be managed. This foundation is crucial for the successful management and delivery of the project. References: PRINCE2 Foundation manual, PRINCE2 official resources

The PRINCE2 principle supported by the setting of tolerances for the three levels of plan (Project, Stage, and Team Plans) is "Manage by exception." This principle allows management to set predefined tolerances for project objectives, and only escalate issues to higher management if these tolerances are exceeded, thereby facilitating efficient use of management time and focus. References: PRINCE2 Foundation manual, PRINCE2 official resources

An objective of the Managing Product Delivery process is to ensure that work on products is authorized and agreed with the team. This process involves the Project Manager providing Work Packages to the Team Managers, who then complete the work agreed upon within the defined tolerances. References: PRINCE2® Foundation official documentation and study materials.

The Risk Register in PRINCE2® is a document used to detail all identified risks associated with the project, including both threats and opportunities. This register includes descriptions of each risk, their status, and the responses planned or taken to manage these risks, serving as a key tool for risk management throughout the project lifecycle.References: = PRINCE2® 7 Foundation Training Manual and official PRINCE2® website documentation

The principle of "Ensure continued business justification" in PRINCE2 is designed to ensure that a project remains aligned with the objectives of the investing organization(s) throughout its life. This principle requires that the business case be reviewed continually to confirm that the project remains viable and desirable in light of evolving business circumstances and objectives.References: (PRINCE2® 7 Foundation Handbook, AXELOS)

In PRINCE2, issue management and change control are closely related, where issue management is considered a subset of change control. Change control is a broader process that encompasses all aspects of managing changes within the project, including issues that might impact the project’s scope, timescales, costs, or quality. Issue management specifically deals with resolving issues that can affect the progress of the project.References: (PRINCE2® 7 Foundation Handbook, AXELOS)

The purpose of the 'managing product delivery' process in PRINCE2 is to control the link between the project manager and the team managers. This process ensures that the work on products meets the requirements specified by the project and is agreed upon between the project manager and the team manager, focusing on the acceptance, execution, and delivery of work packages.References: PRINCE2® 7 Foundation materials on the 'managing product delivery' process.

The project manager should review the 'issue register' to know what modifications have been proposed to an approved product during the stage. The issue register records all issues that may impact the project, including requests for change, concerns, and off-specifications, providing an overview of current and potential problems affecting project products. References: PRINCE2® Foundation training materials and issue management guidance.

The definition of management in the context of PRINCE2 involves directing the execution of project tasks as agreed for the project. Management encompasses the actions and decisions necessary to ensure that the project's tasks are completed as planned, aligning with the agreed methods and standards.References: PRINCE2® 7 Foundation resources on project management principles.

The definition of management within the context of PRINCE2 relates to instructing the execution of tasks according to predefined, agreed-upon methods or standards. This encapsulates the directive aspects of management, ensuring tasks are completed as planned and in alignment with the project's goals and processes.References: PRINCE2® 7 Foundation handbook and guide on management principles.

In PRINCE2, the 'Issue and Change Control' procedure encompasses the management of issues throughout the project lifecycle, including capturing, examining, and deciding on issues. Archiving superseded versions is part of the final step in the 'Deciding on changes' phase, where decisions are made on the issues and subsequent actions, including updates to project baselines and documentation, are implemented and archived as necessary.References: PRINCE2® 7 Foundation handbook and official resources on issue management technique.

The objectives of the 'Closing a Project' process in PRINCE2® include ensuring that provisions are made for ongoing benefit realization reviews (objective 1) and handing over any ongoing issues, including unresolved risks or threats, to operational maintenance or support teams (objective 4). This process is about wrapping up the project cleanly, ensuring that all project objectives related to closure are met, and preparing for the sustained realization of benefits post-project.References: = PRINCE2® 7 Foundation Training Manual and official PRINCE2® website documentation

The Project Product Description in PRINCE2® is a document where the project manager records specific requirements that must be met for the user to accept the final product, including criteria for user satisfaction. This document provides a detailed description of the purpose, composition, derivation, and quality criteria of the project's main deliverable or product.References: = PRINCE2® 7 Foundation Training Manual and official PRINCE2® website documentation

To know whether the response to a threat has been actioned, the project manager should review the Risk Register. The Risk Register contains details about each identified risk, including the planned responses and their current status. It provides a comprehensive overview of how risks are being managed and whether the responses have been implemented as planned.References: (PRINCE2® 7 Foundation Handbook, AXELOS)

A Work Breakdown Structure (WBS) is most useful when managing projects with multiple work packages that involve a combination of internal and external resources. The WBS helps in organizing and defining the total scope of the project by breaking down the project deliverables into smaller, more manageable components, facilitating better planning, allocation, and control of resources.References: (PRINCE2® 7 Foundation Handbook, AXELOS)

hen the project board reviews the Project Initiation Documentation (PID), it is essential to ensure that the PID is aligned with the business objectives. The PID should encapsulate the project's definition, including the reasons for undertaking the project, the benefits expected, and how it aligns with the broader business goals. Ensuring this alignment helps validate that the project remains viable and worthwhile as it progresses.References: (PRINCE2® 7 Foundation Handbook, AXELOS)

The 'managing product delivery' process in PRINCE2 defines the work needed to deliver major products, ensuring effective use of organizational resources. This process focuses on the acceptance, execution, and delivery of project products according to agreed plans between the project manager and the team manager.References: PRINCE2® 7 Foundation guide on the 'managing product delivery' process.

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In PRINCE2, a Team Plan is a type of plan that might only be produced for very large or complex projects. It is typically more detailed and is specifically designed to manage a segment of the project within a certain team or group. This plan provides detailed guidance on the delivery of the products assigned to the team within the constraints set by the Stage Plan.References: (PRINCE2® 7 Foundation Handbook, AXELOS)

In PRINCE2, an 'internal' dependency refers to a relationship between two products of a project that is under the control of the project team. These dependencies are managed within the project's boundaries, unlike external dependencies which involve elements outside the project's direct control.References: PRINCE2® 7 Foundation materials on product dependencies.

The definition of 'culture' in the context of PRINCE2® and project management is the set of shared attitudes, values, goals, and ways of working that characterize a group of people. Culture impacts how project teams operate and interact, influencing decision-making, teamwork, and the overall success of a project. References: PRINCE2® training materials and project management culture insights.

One of the best reasons for a PRINCE2 project to have at least two stages is that it provides structured decision points. At the end of each stage, the project board reviews progress and decides whether to proceed with the next stage, ensuring that the project remains viable and aligns with business objectives before committing further resources.References: PRINCE2® 7 Foundation resources on stage management.

The objectives of the 'Starting up a Project' process in PRINCE2® include giving authority to initiate the project (ensuring there is a solid foundation before significant expenditure is committed), and appointing the resources needed to undertake the initiation phase of the project. This process sets the project up for success by confirming its scope, defining how it will be managed, and allocating the necessary resources.References: = PRINCE2® 7 Foundation Training Manual and official PRINCE2® website documentation

Under the 'exception management technique' in PRINCE2, the roles most likely to identify issues that exceed stage tolerances are the Project Executive and the Project Manager. The Project Manager monitors the project's progress against its plans and will identify any deviations that might breach the set tolerances. The Project Executive, being accountable for the project's overall success, also plays a crucial role in overseeing tolerance thresholds and taking appropriate actions when these are exceeded.References: (PRINCE2® 7 Foundation Handbook, AXELOS)

The principle of 'manage by exception' in PRINCE2 involves setting limits on delegated authority concerning time, cost, quality, scope, risk, and benefits. Here, the aspect of performance that sets limits against the cost of aggregated threats is "Cost". This includes setting tolerances for what can be considered acceptable deviations from the plan before an issue needs to be escalated to a higher authority. Managing by exception helps in efficient use of management time and focuses on deviations that might affect the project's success.References: (PRINCE2® 7 Foundation Handbook, AXELOS)

During the 'Maintain' step of the 'business case management' technique in PRINCE2, the project manager assesses the ongoing viability of the project against the business case, including whether the outcomes are likely to deliver the expected performance improvements post-project. This is a continuous process that ensures the project remains aligned with business needs and expected benefits throughout its lifecycle.References: PRINCE2® 7 Foundation documentation on business case management.

The term 'off-specification' is defined as a product that will not meet its quality specifications. This indicates a variance from what was agreed upon in the product description, requiring attention and potentially corrective action to ensure the project's outputs meet the required standards. References: PRINCE2® Foundation glossary and project documentation guidelines.

Effective issue management in PRINCE2 should involve creating new versions of management products whenever a change is approved. This practice ensures that all documentation reflects the most current understanding and agreements regarding the project's scope and requirements. It helps maintain the integrity and relevance of the project documentation throughout its lifecycle, facilitating effective governance and control.References: (PRINCE2® 7 Foundation Handbook, AXELOS)

The objectives of the 'Starting Up a Project' process include providing an interface between the corporate or program environment and the project (objective 1) and providing business justification for initiating the project (objective 4). This process ensures that the project is viable and worthwhile before further resources are committed and that there is a clear link to corporate strategies and ongoing work.References: (PRINCE2® 7 Foundation Handbook, AXELOS)

When the senior user ensures that the outputs will be effectively used to achieve the outcomes and realize the benefits, they are applying the element of "Planning benefit reviews during the project" within effective business case management. This involves scheduling and conducting reviews to assess how the project's outputs are being used and whether the expected benefits are being realized, ensuring alignment with the project's business case.References: (PRINCE2® 7 Foundation Handbook, AXELOS)

The principle of 'Ensure continued business justification' in PRINCE2® requires that the project remains justified throughout its lifecycle. By reviewing the benefits management approach to ensure it includes sufficient benefit reviews after the project's closure, the project board is applying this principle to confirm that the project continues to provide value and that its benefits are realized as planned, even post-project.References: = PRINCE2® 7 Foundation Training Manual and official PRINCE2® website documentation

The project manager needs to prioritize several criteria that the project product must meet for acceptance during the step of 'Describing the quality management approach'. This step involves defining how quality will be managed throughout the project, ensuring that all quality criteria are clearly identified, prioritized, and agreed upon by stakeholders. References: PRINCE2® Foundation manual and quality management technique guidelines.

In PRINCE2, an 'outcome' is defined as the result achieved by the project after implementing changes through its activities. Outcomes are the new states enabled by the project's outputs, differing from benefits in that they are not necessarily quantified as improvements until later evaluated as such.References: PRINCE2® 7 Foundation documentation on project outputs, outcomes, and benefits.

In the PRINCE2 framework, the team manager is the role primarily responsible for the welfare, including the safety and well-being, of the project team. This role involves managing the team environment and ensuring that team members are supported throughout the project's lifecycle.References: PRINCE2® 7 Foundation guide and resources detailing project roles and responsibilities.

Approved plans enable control primarily by defining what is included within the approved project scope, which helps to avoid scope creep. These plans establish clear boundaries and deliverables for the project, which are essential for managing resources and ensuring that the project team remains focused on delivering the specified outputs without unnecessary expansion of the project scope.References: (PRINCE2® 7 Foundation Handbook, AXELOS)

The expected success level for benefits, time, cost, quality, scope, sustainability, and risk in a project should be set by the project baseline. The baseline establishes the initial scope of what the project is expected to deliver, including standards and targets against which project performance can be measured.References: PRINCE2® 7 Foundation sources on project planning and control.

Product-based planning in PRINCE2 focuses on defining and understanding the project's outputs or products. This method helps in determining the project's approach by clarifying what products must be delivered, thus guiding the planning of activities and resources needed to create these products. It ensures that the project's structure and execution strategy are aligned with delivering tangible, well-defined outcomes.References: PRINCE2® 7 Foundation resources on product-based planning.

When a project manager plans to keep the CO2 emissions of the project aligned with the business strategy, this addresses 'benefits sustainability'. This aspect involves ensuring that the project's outcomes and benefits are sustainable and align with broader business strategies, such as environmental objectives and corporate responsibility goals.References: PRINCE2® 7 Foundation documentation on sustainability in project management.

In PRINCE2, the requirements for a product should be captured early in the process, specifically when the project team realizes the need for that product. This approach ensures that the project delivers what is actually required and expected. Capturing requirements early helps in detailed planning and allows for effective quality management throughout the product's development and delivery phases.References: (PRINCE2® 7 Foundation Handbook, AXELOS)

The 'Plans' practice in PRINCE2® is essential for setting up the basis for project control. This includes monitoring, reporting, and responding to project progress in comparison to the planned objectives and outcomes. It ensures that the project stays on track in terms of scope, time, cost, quality, risk, and benefits, and provides a clear mechanism to gauge progress against the initial plan.References: = PRINCE2® 7 Foundation Training Manual and official PRINCE2® website documentation

In PRINCE2®, the management of ongoing changes to the project ecosystem involves adapting the project's approach and scope based on real-time information and challenges that arise during the lifecycle of the project. This step is critical when new tasks or changes in tasks are identified, as outlined by the project manager. This ensures that the project remains aligned with its intended outcomes and can adapt to internal and external influences effectively.References: = PRINCE2® 7 Foundation Training Manual and official PRINCE2® website documentation

The Quality Register in PRINCE2® should record all quality activities planned and executed to ensure the products are fit for purpose (1), and the roles responsible for reviewing the project's products (4). This register helps in tracking and managing the quality review process effectively.References: = PRINCE2® 7 Foundation handbook and online resources

One advantage of applying the 'manage by stages' principle in PRINCE2® is that the project is broken down into manageable stages, providing decision points (stage boundaries). This helps in maintaining control by providing opportunities to review and, if necessary, adjust the project’s direction and ensure it does not run on in an uncontrolled manner.References: PRINCE2® Foundation Manual

The Benefits Management Approach in PRINCE2® defines the specific actions that will be taken to ensure the project's outcomes are achieved. This approach includes plans for realizing benefits both during and after the project's lifecycle, ensuring that the project delivers the expected value to its stakeholders.References: = PRINCE2® 7 Foundation handbook and online resources

The Project Board is accountable for approving proposals based on lessons learned from previous projects. This role involves decision-making at a higher level to ensure that the project aligns with the organization's overall strategy and governance framework. The Project Board's approval is crucial for implementing changes that can impact the project's direction and management. References: PRINCE2 Foundation Guide, "Organization" theme

The 'Controlling a Stage' process in PRINCE2® is used to manage and control each 'delivery stage' of a project. This process focuses on the day-to-day management of the project stages, ensuring that the project remains within its agreed tolerances and effectively addressing issues as they arise.References: PRINCE2® Foundation Manual

One of the minimum requirements when applying the 'risk' theme in PRINCE2® is to assess whether risks could materially impact the business justification of the project. This assessment is crucial because it directly influences whether the project remains viable and worth continuing, in alignment with the continued business justification principle.References: PRINCE2® Foundation Manual

A new team member looking to understand the project team structure and reporting lines should review the 'Role Descriptions'. This management product provides detailed information about each role within the project, including responsibilities and reporting relationships, which helps new members understand their place within the team and to whom they report. References: PRINCE2® Foundation official guide and project management templates.

While team managers in PRINCE2® are primarily responsible for the production of the work packages assigned to them, they may also provide valuable advice on tailoring the methodology to better manage these work packages within the specific context of the project. Their practical experience and direct involvement with project delivery can offer insights into how PRINCE2® can be adapted to enhance efficiency and effectiveness at the team level.References: PRINCE2® Foundation Manual

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In PRINCE2®, stakeholders of a project are defined as all individuals or groups that are either involved in, affected by, or can affect the project's outcomes. This broad definition ensures that the project management considers all relevant perspectives and interests, which can impact the project's success.References: = PRINCE2® 7 Foundation handbook and online resources

Project assurance personnel should support the project manager by providing an independent view on the progress and performance of the project, ensuring that it adheres to the project plan and meets its objectives without directly managing any of the project activities.References: = PRINCE2® 7 Foundation handbook and online resources

The purpose of the 'controlling a stage' process in PRINCE2® is to ensure that the stage stays on course and reacts to unexpected events. Part of this process involves producing regular highlight reports for the project board, which summarizes the stage’s progress, highlights any issues or risks, and keeps the board informed about ongoing activities.References: PRINCE2® Foundation Manual

A fundamental assumption in the PRINCE2® framework regarding the customer/supplier environment is that the customer will specify the desired result. This assumption underlines the relationship where the customer defines what they want to achieve from the project, and the supplier provides the resources and expertise to deliver the project's outputs that meet these specifications.References: PRINCE2® Foundation Manual

The 'managing product delivery' process provides a controlled link between a team manager and the project manager. This process ensures that the work assigned to the team is authorized and managed according to the project's requirements, facilitating clear communication and effective delivery of project products.References: = PRINCE2® 7 Foundation handbook and online resources

The 'Starting up a Project' process in PRINCE2® is typically triggered when a project mandate is available. The project mandate provides the basic information necessary to define whether there is sufficient justification to proceed with the project's setup.References: PRINCE2® Foundation Manual

According to the ‘defined roles and responsibilities’ principle in PRINCE2®, three categories of stakeholder interest need to be represented in the project management team: business (represented by the Executive), user (represented by the Senior User), and supplier (represented by the Senior Supplier). This ensures that the key perspectives on the project’s outputs, outcomes, and processes are fully integrated into decision-making and governance structures.References: PRINCE2® Foundation ManualAccording to the ‘defined roles and responsibilities’ principle in PRINCE2®, three categories of stakeholder interest need to be represented in the project management team: business (represented by the Executive), user (represented by the Senior User), and supplier (represented by the Senior Supplier). This ensures that the key perspectives on the project’s outputs, outcomes, and processes are fully integrated into decision-making and governance structures.References: PRINCE2® Foundation Manual

Applying the organization theme in PRINCE2® mandates that the project's approach to engaging with its stakeholders must be clearly defined. This ensures that roles and responsibilities in relation to stakeholder engagement are explicitly outlined and understood, facilitating effective communication and management of stakeholder expectations throughout the project.References: = PRINCE2® 7 Foundation handbook and online resources

In PRINCE2® terminology, a dis-benefit is defined as a measurable decline resulting from a negative outcome. Dis-benefits are considered alongside benefits to assess the overall value and impact of the project. They represent outcomes that are perceived as negative by one or more stakeholders.References: PRINCE2® Foundation Manual

PRINCE2® mandates that the roles of the project board be used as defined, including the Executive, Senior User, and Senior Supplier. However, it also allows flexibility to define additional roles as required by the organization or project context, ensuring adaptability and compliance with the method while accommodating specific project needs.References: = PRINCE2® 7 Foundation handbook and online resources

The 'Controlling a Stage' process should be used during each delivery stage of a project. This process is essential for the day-to-day management of the project stage by the project manager. It includes monitoring, reporting, and responding to issues within the stage to ensure the project remains within agreed tolerances.References: = PRINCE2® 7 Foundation handbook and online resources

During the 'Initiating a Project' process in PRINCE2®, the project is considered from the perspective of the project board. This process ensures that the project board has all the necessary information to commit to the project, understanding its scope, timescales, costs, risks, and overall approach before granting formal approval to proceed.References: PRINCE2® Foundation Manual

In the 'planning' technique, a team manager should break down the cost of delivering a work package during the 'Preparing estimates' step. This involves estimating the resources and time required to deliver each component of the work package, which are critical for budgeting and resource allocation. References: PRINCE2® Foundation course material on planning techniques and project management documentation.

The purpose of a Quality Register in PRINCE2® is to provide a detailed record of all quality activities that are planned and carried out over the course of the project. It includes information such as who will perform the quality check, what standards must be met, and the status and outcome of these quality activities. This ensures that each product meets its defined quality criteria before being deemed complete.References: = PRINCE2® 7 Foundation handbook and online resources

A time-driven control is defined as a monitoring system that is based on a fixed time interval, such as weekly or monthly progress reports. The expected frequency of progress reports specified in a work package represents a time-driven control, where updates are required at predefined intervals irrespective of the state of the project at those times.References: = PRINCE2® 7 Foundation handbook and online resources

The purpose of the quality theme in PRINCE2® is to ensure that the project outputs meet the requirements that have been agreed upon. This theme guides the processes and activities required to verify that deliverables are fit for purpose and meet the standards expected by stakeholders.References: = PRINCE2® 7 Foundation handbook and online resources

The 'learn from experience' principle in PRINCE2® encourages continuous learning and adaptation within the project team. By applying this principle, teams are able to capture and act upon lessons learned throughout the project, thereby identifying and implementing improvements in real-time, which can enhance project outcomes.References: = PRINCE2® 7 Foundation handbook and online resources

The purpose of the 'Progress' practice in PRINCE2® is to provide a mechanism to monitor and compare the actual project progress against the planned objectives, particularly in terms of time and cost. This monitoring helps in identifying any deviations from the plan and facilitates timely corrective actions to keep the project on track.References: = PRINCE2® 7 Foundation Training Manual and official PRINCE2® website documentation

A minimum requirement for applying the change theme in PRINCE2® is to identify whether an issue has the potential to affect the continuation of the project. This involves assessing the impact of potential changes or issues on the project's objectives and deciding whether they warrant considering the project as unviable in its current form.References: = PRINCE2® 7 Foundation handbook and online resources

A risk budget should be used to implement contingency plans (2) and actions to avoid a risk from occurring (3). This budget is set aside to fund specific actions that are part of the project’s risk management strategy, enabling proactive and reactive responses to identified risks, ensuring the project remains on track despite uncertainties.References: = PRINCE2® 7 Foundation handbook and online resources

To meet the minimum requirements when applying the change theme in PRINCE2®, it is necessary to maintain records of the decisions made on all issues. This includes documenting how each issue was addressed and any subsequent changes made to project plans or products. This record-keeping is crucial for traceability, accountability, and ensuring that decisions are aligned with project objectives and governance.References: PRINCE2® Foundation Manual

According to the 'exception management' technique, the team manager should raise an issue when they predict that a product will cause a work package to exceed its time tolerance. This proactive approach allows for timely decision-making and corrective action by the Project Board, ensuring that project delivery is kept on track and within the agreed tolerances. References: PRINCE2® methodology and exception management guidance.

During the 'Initiating a Project' process in PRINCE2®, it is the responsibility of the project board to specify the required level of management control. This includes defining how the project will be managed, monitored, and controlled throughout its lifecycle. The project board ensures that the project remains viable and that management decisions are made with the appropriate level of oversight.References: = PRINCE2® 7 Foundation handbook and online resources

When tailoring PRINCE2 to suit the project environment, changes can be made to the terminology used to better align with the organization’s existing standards, policies, or practices. This helps in integrating PRINCE2 within the organization more seamlessly without altering the core principles and themes which are foundational to the methodology's effectiveness. References: PRINCE2 Foundation Guide, Tailoring PRINCE2 section

The 'Managing a Stage Boundary' process is used near the end of each stage of a project. This process includes the review of the current stage, preparation for the project board to authorize the next stage, updating a project plan, and, if necessary, updating the business case and project initiation documentation.References: = PRINCE2® 7 Foundation handbook and online resources

When defining the number of management stages in a PRINCE2® project, it is essential to consider when key decisions need to be made by the project board. Stages are often structured around the need for key decision points, enabling the project board to review progress and make informed decisions about whether and how the project should continue. References: PRINCE2® Foundation Handbook, Tailoring PRINCE2 - Stages section.

Part of quality control within PRINCE2 involves undertaking quality reviews. These reviews are essential for ensuring that the project's outputs meet the required quality standards and are fit for purpose, aligning with the defined quality criteria set out in the product descriptions. References: PRINCE2® Foundation Training Manual; PRINCE2® 2017 Foundation handbook.

A risk budget may fund the implementation of a fallback plan, which is activated if a risk materializes. This ensures that resources are available to manage and mitigate the impact of risks on the project, aligning with proactive risk management strategies in PRINCE2. References: PRINCE2® 7 Foundation Handbook and official training materials.

The 'managing product delivery' process in PRINCE2® ensures that the planned products meet their quality criteria (ensuring products are fit for purpose) and that these products are delivered within the agreed tolerances (ensuring delivery within time, cost, quality, scope, risk, and benefit tolerances). References: PRINCE2® Foundation Handbook, Managing Product Delivery section.

A minimum requirement for applying the Organization Theme in PRINCE2 is to document the project management team structure. This documentation includes defining the roles and responsibilities of each team member, facilitating clear communication and effective management throughout the project lifecycle. References: PRINCE2® 7 Foundation Handbook and official training materials.

Both Quality Assurance and Project Assurance are independent of the project manager, and they both ensure that applicable standards are used in the project. Quality Assurance is typically an external function that checks the project is using the right processes, while Project Assurance is internal to the project and provided by the project board, ensuring that the project continues to align with its objectives and the organizational environment. References: PRINCE2® 7 Foundation Handbook and official training materials.

Risk response refers to the actions identified and implemented to bring the risk exposure to an acceptable level. These actions are part of the risk management process and aim to reduce, avoid, transfer, or accept risks depending on their potential impact on the project. References: PRINCE2® Foundation Training Manual; PRINCE2® 2017 Foundation handbook.

The project plan supports the 'manage by stages' principle in PRINCE2® by identifying major control points and milestones. These serve as points at which the project board can review progress and decide whether to continue with the project. This principle ensures that the project is manageable, controllable, and that decisions can be made with proper governance at each stage. References: PRINCE2® Foundation Handbook, Manage by Stages section.

The level of tailoring in PRINCE2® should be defined during the initiation stage of the project. This stage involves setting up the proper foundation for the project by adapting the method to suit the project’s environment, including deciding how much and which parts of the methodology to apply. References: PRINCE2® Foundation Handbook, Tailoring PRINCE2 section.

The missing word in the sentence is "processes." PRINCE2 is a method that addresses project management through four integrated elements: principles, themes, processes, and tailoring the method to suit the project environment. The processes component includes a series of steps and activities to be carried out during the project’s lifecycle. References: PRINCE2® 7 Foundation Handbook and official training materials.

The Managing a Stage Boundary process provides the Project Board with information necessary to review the success of the current stage and decide whether there remains a justified business reason to continue with the project. This process includes the evaluation of the stage's performance and the ongoing viability of the project. References: PRINCE2® Foundation Training Manual; PRINCE2® 2017 Foundation handbook.

One of the objectives of the 'Starting up a Project' process in PRINCE2 is to appoint the project management team. This step ensures that the necessary leadership and management roles are filled with competent individuals who can plan, oversee, and execute the project effectively from its initiation through to closure. References: PRINCE2® 7 Foundation Handbook and official training materials.

A minimum requirement for applying the Business Case theme in PRINCE2 is to define the actions necessary to confirm that the project’s benefits are realized. This involves planning how benefits will be measured and managed both during and after the project to ensure they deliver the intended value and outcomes. References: PRINCE2® 7 Foundation Handbook and official training materials.

The purpose of the 'Identify the Risks' step within the recommended risk management procedure is to identify uncertainties that may impact the achievement of project objectives. This step involves recognizing potential issues and challenges that could threaten the project's success, enabling proactive management and mitigation strategies. References: PRINCE2® 7 Foundation Handbook and official training materials.

In PRINCE2, the supplier is responsible for providing the resources necessary for delivering the project outputs. This includes supplying the skills, materials, and technologies required to produce the products of the project, ensuring that these resources meet the project's specifications and quality requirements. References: PRINCE2® 7 Foundation Handbook and official training materials.

The application of the "Continued Business Justification" principle in PRINCE2® helps to define what should be included in a project. This principle ensures that a project remains viable and relevant, with a clear justification for starting and continuing each stage of the project. It supports decision-making about the inclusion of specific components or activities based on their contribution to project objectives and expected benefits. References: PRINCE2® Foundation Handbook, Continued Business Justification section.

The Initiation Stage Plan specifies how the project board should approve management products produced during the 'initiating a project' process. It sets out the plan for the initiation stage, detailing the management and control of this stage, including how deliverables are to be reviewed and approved.References: PRINCE2® 7 Foundation Source: PRINCE2® Foundation handbook and online resources

The Risk Management Approach in PRINCE2 must include, at a minimum, a description of the risk management procedure. This description outlines how risks will be identified, assessed, and controlled throughout the project, ensuring that risk management is systematic and effective. References: PRINCE2® 7 Foundation Handbook and official training materials.

A Project Brief is produced to provide a full and firm foundation for the initiation of a project. This document outlines the project's objectives, scope, constraints, expected benefits, and structure of the project management team. It serves as the basis for the next process, Initiating a Project, where more detailed planning and definition of the project take place.References: PRINCE2® 7 Foundation handbook and official documents.

In PRINCE2®, the role responsible for appointing the Senior User, as well as other key project roles such as the Executive and the Senior Supplier, is typically taken by someone from corporate or program management, or the customer. This aligns with the principle of clearly defined roles and responsibilities, ensuring that the project has clear governance and accountability. The Senior User is appointed to represent the interests of all those who will use the project’s products, who will benefit from the outcomes, and those whose work might be impacted by the change.References: PRINCE2® Foundation Manual

A PRINCE2 project must demonstrate the application of its seven principles throughout the project's lifecycle. These principles are universal, self-validating, and empowering, ensuring that the project management approach is effective and applicable under various project circumstances. References: PRINCE2® Foundation Handbook, Principles section.

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A risk event in PRINCE2® is described as the area of uncertainty in terms of the threat or opportunity. It specifically refers to a specific set of circumstances that may occur and impact the project if the risk materializes. This description encapsulates the nature of a risk as being either a potential threat or an opportunity based on uncertain events that might affect project objectives.References: PRINCE2® 7 Foundation handbook and official documents.

In PRINCE2®, the information about the quality requirements for a product is detailed in the product description. This document specifies the quality criteria, quality methods, and the responsibilities for achieving the required quality. References: PRINCE2® Foundation Handbook, Product Description section.

The 'Manage by Stages' principle in PRINCE2 allows the project board to control the project effectively by reviewing its viability at the end of each management stage. This review process provides regular control points where the continuation of the project is assessed based on its performance and continued business justification. References: PRINCE2® 7 Foundation Handbook and official training materials.

Time-driven controls in PRINCE2 are mechanisms that take place at predetermined intervals, such as end stage assessments or regular progress meetings, to ensure ongoing monitoring of the project’s progression through its stages and the work being completed in work packages. They help in keeping the project on track by providing timely information on performance. References: PRINCE2® 7 Foundation Handbook and official training materials.

The Communication Management Approach is the PRINCE2® product that describes the means and frequency of communication to parties both within and outside the project. It specifically addresses how often and by what methods stakeholders will receive information regarding the project, reflecting their information needs as identified in stakeholder analyses.References: PRINCE2® Foundation Manual

According to PRINCE2, the business justification, or the continued viability of the project, must be reviewed continually throughout each stage of the project. This ensures that the project remains aligned with business needs and objectives and that it is still worth pursuing in light of any developments or changes that may occur. References: PRINCE2® 7 Foundation Handbook and official training materials.

An off-specification in PRINCE2 is a situation where a planned product does not meet its quality criteria or fails to deliver within the set tolerance levels. This could involve producing more or less of a product than was specified, or any other deviation from the product's agreed-upon specifications. References: PRINCE2® 7 Foundation Handbook and official training materials.

The purpose of the 'controlling a stage' process in PRINCE2® is to ensure that the stage stays on course and reacts to unexpected events. This includes taking corrective actions when there are deviations from the stage plan that can be managed within the tolerances set by the project board. References: PRINCE2® Foundation Handbook, Controlling a Stage section.

The project board in PRINCE2® represents the three project interests, which are business (value for money), user (those who will use the project's outputs), and supplier (those who provide the resources and skills). The project board is responsible for overseeing the project, ensuring that it delivers value and meets the requirements set out by these three interest groups. References: PRINCE2® Foundation Handbook, Project Board section.

As part of the 'controlling a stage' process, the actions taken include authorizing work to be done (2) and taking corrective action (3) as necessary to manage the stage effectively and keep the project on track. References: PRINCE2® Foundation Training Manual; PRINCE2® 2017 Foundation handbook.

The 'Initiating a Project' process in PRINCE2 is crucial for establishing a solid foundation for the project. This process is used to ensure that there is a shared understanding of the reasons for undertaking the project, the way its objectives will be achieved, and the related commitments of time and resources before substantial resources are committed. References: PRINCE2® 7 Foundation Handbook and official training materials.

A minimum requirement for applying the Plans theme in PRINCE2® is that team managers in the project must prepare team plans. This ensures that each part of the project controlled by a team manager is adequately planned in line with the overall project plan and stage plans. These team plans provide detailed guidance on how products will be delivered within the constraints set by the project management.References: PRINCE2® 7 Foundation resources and study materials.