PRINCE2 Practitioner Dumps Questions With Valid Answers

Scenario
A central government department, the Ministry of Food Hygiene (MFH), faces increasing pressure
to cut costs, better manage suppliers’ performance and reduce the confusion caused by
inadequate internal controls, outdated standards and outdated technology. External consultants
were employed to conduct a feasibility study to identify options to address the problems, and the
likely costs and benefits. The following options were considered:
Do nothing.
Re-engineer selected business functions.
Outsource selected business functions.
The feasibility study concluded that there was a case for outsourcing the MFH Information
Technology
Division and the Facilities Division (maintenance of buildings and grounds). The recommendations
were:
One service provider should be contracted to provide the services currently provided by the
Information Technology Division and the Facilities Division.
A 10-year service contract should be agreed with the selected service provider.
The feasibility study developed high-level designs of the current organization, processes, systems
and
operating models, plus an outline Business Case for the required project. The external consultants
also made the following recommendations for the management of the project:
Use PRINCE2.
Set up the project with 4 management stages:
Stage 1. Standard PRINCE2 initiation activities.
Stage 2. Create detailed designs (future organization, processes, systems and operating
models) and the service level agreement between MFH and the future service
provider.
Stage 3. Request and evaluate proposals, select service provider and agree contract.
Stage 4. Transfer equipment and staff, transfer responsibility for service provision and run
trial period.
Initial estimates indicated that the project would cost £2.5m and take two years to complete.
MFH senior management agreed that there was a case for outsourcing, and accepted the
recommendations as a basis for the project. There is an expected saving of £20m over 10 years.
The Outsourcing project has completed the Starting up a Project process and is now in the
initiation stage. Because of the strategic importance of the project, the MFH Chief Executive
Officer has taken the role of Executive. A PRINCE2-experienced Project Manager has been
appointed from within MFH. Staff within the business functions being outsourced will work
external consultants who conducted the feasibility study to define the detailed designs.
Which 2 statements should be recorded under the Business options heading?

When considering the business options in the business case, which of these is NOT an option?

Additional Information

Further information on some resources who could be involved in the project:
Outcome Account Manager: He represents Outcome which is a recruitment agency that
provides specialist outsourcing resources. Outcome provided the consultants who carried out the
feasibility study and the same consultants will be providing support and guidance to the
Information Technology and Facilities teams during the project.
Director of Finance Division: She was transferred from the Information Technology Division 12
months ago. She is responsible for ensuring a cost-conscious approach is adopted in all
operational and project activities across the Ministry of Food Hygiene.
Hardware Manager: Reports to the Director of Information Technology. He provides computer
hardware to all business functions but has little awareness of the needs of his colleagues working
in software.
Payroll Manager: Reports to the Director of Finance. He is a very experienced and efficient
qualified accountant who has much of the responsibility of running the Finance Division on behalf
of the Director of Finance. He has been involved in drafting the Ministry's business strategy and
assisting in a full business risk assessment. He also drafted the corporate Business Case
standards.
Which 2 alternative actions apply to the proposed business assurance for this 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.

Using the Project Scenario, select the appropriate response to each of the following 5 questions
which have been raised by the Project Board.
The project is now at the end of the initiation stage. Having decided that the Calendar project is a
relatively simple project, the Project Manager combined the Starting Up a Project process and the
Initiating a Project process. No Project Brief has been produced. Instead the Project Manager
used the project mandate to produce a simple Project Initiation Documentation (PlO). The PlO
includes the Business Case, a product checklist and several Product Descriptions, Including the
Project Product Description. Short sections are also included for each of the strategies and the
controls to be applied. The Project Manager has elected to use the Daily Log to record all risks,
issues. lessons and quality - results.
After the initiation stage there will be two further stages during which a small number of Work
Packages will be authorized. While these are being managed, the Project Manager will hold
regular checkpoints, which will support the production of weekly Highlight Reports to the Project
Board.
There is no Project Brief. How can there be a common understanding of the desired outcomes for
the prepared calendar pack?

Which of the following statements are True:
1. Quality management is the complete set of quality standards, procedures and responsibilities
for a site or organization.
2. Quality planning is about defining products required of the project with their respective quality
criteria, methods and responsibilities.
3. Quality control focuses on the operational techniques and activities used to carry out quality
inspections
4. Quality assurance ensures that quality methods are being correctly followed.