PRINCE2 7 Pract. · PeopleCert · Updated September 2026
PRINCE2 7 Pract. practice questions
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1/10 · The PRINCE2 principles
A software project's business case originally projected a strong return. Eighteen months in, a competitor launches a superior free product that eliminates the anticipated revenue benefits. The Executive tells the Project Board, "We've invested too much to stop now," and instructs the team to continue exactly as planned without revisiting the business case. Which principle is being violated, and why?
AContinued business justification, because a project must remain justified in business terms throughout its life and be stopped, changed, or redirected if it ceases to make sense — continuing due to sunk cost is not a valid justification.
BFocus on products, because the product descriptions were never updated to reflect the changed market conditions.
CManage by exception, because the Executive should have escalated the decision to corporate or programme management before choosing to continue.
DLearn from experience, because the emergence of a competing free product was a lesson that should have been captured from earlier projects.
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2/10 · People management
A team member has consistently and successfully delivered several work packages of similar complexity over the past two years without needing guidance. The Project Manager is about to assign them a new, similarly complex work package. According to PRINCE2 7 guidance on leadership within the People element, which leadership style is most appropriate for the Project Manager to adopt with this individual?
ASupporting — offer encouragement and facilitate the person's own decision-making, since they are competent but their confidence varies.
BDirecting — give precise, close instructions on exactly how the work package should be carried out.
CCoaching — provide two-way dialogue aimed at building the individual's skills and confidence for the task.
DDelegating — assign the work package with minimal supervision and let the individual determine how to complete it.
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3/10 · Business Case practice
A company runs a project to replace its manual invoicing process with an automated invoicing system. Six months after go-live, the finance director reports that invoice processing time has dropped from 5 days to 1 day, and this has reduced late-payment penalty costs by $40,000 per year. Which statement correctly matches each item in this scenario to its PRINCE2 7 definition?
AThe $40,000 saving is the outcome; the reduction in processing time is the benefit; the automated system is the output.
BThe automated invoicing system is the outcome; the reduction in processing time is the output; the $40,000 saving is the benefit.
CThe automated invoicing system is the output; the reduction in processing time to 1 day is the outcome; the $40,000 annual saving is the benefit.
DThe reduction in processing time is the output; the automated system is the outcome; the $40,000 saving is the benefit.
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4/10 · Organizing practice
A Project Board comprising the Executive, Senior User, and Senior Supplier disagrees over whether to continue the project after a supplier delay causes a significant cost increase. The three members cannot reach a consensus despite thorough discussion. According to PRINCE2, whose decision ultimately determines whether the project proceeds?
AThe Senior User, because continuing the project primarily affects whether user benefits will be realized.
BThe Executive, because they are ultimately accountable for the project's success and their decision takes precedence when the Project Board cannot reach consensus.
CThe Project Manager, because they are closest to the day-to-day delivery detail and best placed to judge feasibility.
DProject Assurance, because its role is to make binding recommendations to the Project Board on project viability.
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5/10 · Plans practice
A project to migrate 40 users to a new email client will run for three weeks as a single delivery stage, with no external suppliers and a two-person team working directly under the Project Manager. The Project Manager proposes producing one combined Project Plan and Stage Plan, rather than two separate documents, to reduce administrative overhead. Is this tailoring appropriate?
AYes: when a project has only one delivery stage, the Project Plan and Stage Plan can be merged into a single document without breaching the Plans practice's minimum requirements.
BNo: PRINCE2 requires a distinct Stage Plan for every management stage regardless of project size or complexity.
CNo: combining plans removes the ability to set stage-level tolerances, which are mandatory for every project irrespective of duration.
DYes, but only if the Project Board formally waives the requirement to produce a Business Case, since merging plans removes the need for stage-level justification.
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6/10 · Quality practice
Before the Project Board authorizes the next stage of a data-migration project, the Project Manager works with the Senior Supplier to agree, for each major product, the quality criteria, the quality method to be used (e.g. reconciliation testing, peer review), the required quality skills, and who will carry out and approve each check. Which quality activity is being performed?
AQuality assurance, because an independent party is confirming the project complies with corporate quality policy.
BQuality planning, because it defines the quality criteria, methods, skills and responsibilities for products before they are created.
CQuality control, because the Project Manager is deciding how conformity to requirements will be checked once products are built.
DSetting quality tolerance, because the activity is limited to defining the acceptable range for each product's target measure.
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7/10 · Risk practice
A project is upgrading a data centre. The project manager identifies a threat that a specialist contractor could accidentally cause fire damage to expensive hardware during installation. The project manager arranges for the contractor's public liability insurance to cover the full cost of any such damage, at the contractor's expense, with no other change to how the installation is carried out. Which threat response type has the project manager selected?
AReduce, because arranging insurance lowers the probability that the fire will happen in the first place.
BFallback, because the insurance payout acts as a predetermined contingency action to be triggered once the threat has occurred.
CTransfer, because the financial consequence of the threat, if it occurs, is passed to a third party (the insurer, funded by the contractor) rather than being borne by the project.
DAccept, because the project manager has taken no action and is simply prepared to bear the consequences if the fire occurs.
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8/10 · Issues practice
During testing, a team member finds that a newly built module does not meet one of the acceptance criteria stated in its agreed Product Description. No one has asked for the scope or specification to be changed. How should this be classified under the Issues practice?
AAs a Request for Change, because work will now be needed to fix the module before it can be accepted.
BAs an off-specification, because the product does not meet its agreed specification or acceptance criteria.
CAs a problem/concern, since any issue that is not clearly a risk should default to this category.
DAs a risk, because the eventual cost of fixing it is still uncertain.
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9/10 · The PRINCE2 principles · hard
A Project Manager running a very small, low-risk internal project decides to skip formal end-stage assessments entirely, arguing that "tailoring means we can drop principles we don't need." A colleague challenges this reasoning. According to PRINCE2 7th edition, is this a correct application of tailoring?
AYes, because tailoring explicitly permits project teams to omit any principle judged unnecessary on low-risk projects.
BYes, because manage by stages is one of PRINCE2's seven practices rather than one of its principles, so stage-boundary reviews can be removed freely.
CNo, because all seven principles are universal and must always be applied to every project; tailoring changes how a principle is applied — for example, a brief, informal stage-boundary review — not whether it is applied at all.
DNo, but only because the Project Board rather than the Project Manager has the authority to decide which principles can be dropped from the project.
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10/10 · The PRINCE2 principles · hard
The Project Board sets a stage-level cost tolerance of +/-10% for the Project Manager. Three weeks into the stage, the Project Manager's forecast shows the stage will complete 12% over budget, breaching the agreed tolerance. Believing the situation might still improve, the Project Manager decides to keep managing the team and report the final figures only at the scheduled stage-boundary review six weeks later. Is this consistent with manage by exception?
AYes, because tolerances are only formally checked at stage boundaries, so no action is required from the Project Manager before then.
BYes, because a 12% forecast overrun is close enough to a 10% tolerance to be treated as within acceptable variance.
CNo, but only because the Project Manager should have escalated to corporate or programme management rather than to the Project Board.
DNo, because manage by exception requires the Project Manager to raise an exception to the Project Board as soon as a tolerance breach is forecast, giving the Board the chance to decide on corrective action or an Exception Plan — not to wait for the scheduled boundary.
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PRINCE2 7 Pract. practice — FAQ
Is PRINCE2 7 Pract. harder than Foundation?
Yes — Foundation tests recall; Practitioner is open-book and scenario-based at Bloom's levels 3–4: you judge whether an action is appropriate, which role should act, and how to tailor a practice to the context.
How does the open-book format work in PRINCE2 7 Pract.?
Only the official 7th-edition manual is allowed — no notes or photocopies. Success depends on knowing the manual's structure well enough to navigate quickly under time pressure, not on memorizing it.
Do I need Foundation before PRINCE2 7 Pract.?
Yes — PRINCE2 Foundation (any recent edition) is the standard prerequisite, though PeopleCert accepts some alternative credentials like PMP or IPMA levels — verify the current list.
How many questions is the PRINCE2 7 Pract. exam and how long is it?
56 questions and sub-questions worth 70 marks total, scenario-based objective testing built around a project case study, in 150 minutes (extra time for non-native English speakers).
What is the passing score for PRINCE2 7 Pract.?
The passing score is 60% — 42 out of 70 marks. Aim for a consistent 80–85% on realistic practice exams before booking.
What is the PRINCE2 7 Pract. pass rate?
PeopleCert does not publish official pass rates, so any exact percentage quoted online is unverified. The readiness signal that actually predicts passing: consistently holding 80–85% on realistic, full-length practice exams before you book.
What are the PRINCE2 7 Pract. eligibility requirements?
PRINCE2 Foundation certificate required (7th, 6th or 5th edition all accepted). Certain other PM credentials (e.g. PMP, CAPM, IPMA levels) are accepted as alternatives — verify the current list on peoplecert.org.
How much does PRINCE2 7 Pract. cost?
PeopleCert lists three EUR bundles (VAT included): Exam Bundle €701 (exam voucher plus Learning Resource Kit - note it does NOT include the official eBook, unlike the Foundation bundle, and this is the open-book exam), eLearning €1,596, eLearning+ €1,833 (adds a free retake and the official mock exam) - verified 12 Sep 2026. Prices vary by country and provider - verify on peoplecert.org. The Take2 resit add-on is much cheaper than a standalone retake.
How long should I study for PRINCE2 7 Pract.?
For most candidates, commonly reported 60–80 hours on top of Foundation (a 2-day course or ~20h eLearning plus self-study). What matters most is practising questions and analysing why each option is right or wrong — not just reading.
Does the PRINCE2 7 Pract. certification need recertification?
Valid 3 years — renew by re-sitting the exam or via CPD points through PeopleCert Plus (verify current rules).
Are ExamDeck's PRINCE2 7 Pract. questions exam dumps?
No — every question is original, written to test the concepts and reviewed before it ships, with an explanation linked to the source for every option. Dumps are stale, often wrong, and against PeopleCert's policies.
ExamDeck is an independent study tool, not affiliated with, endorsed by, or sponsored by PeopleCert. PRINCE2 7 Pract. and related marks are trademarks of their respective owners, used for identification only. Exam facts checked against official PeopleCert materials (as of September 2026); always confirm current details with the vendor before booking.