PRINCE2 7 Pract. · PeopleCert · Progress practice · Bank updated 2026-07-03
PRINCE2 7 Pract. practice questions: Progress practice
5 free questions from 10 on this area · answer and explanation for each · no sign-up
These 5 questions come from the Progress practice section of our PRINCE2 7 Pract. bank (10 questions on this area, which carries 7% of the real exam). Every question is original, with the correct answer explained and linked to the source it is drawn from.
1/5 · Progress practice · easy
A team manager notices that, based on current trends, a work package is forecast to exceed the cost tolerance set by the project manager, even though actual spend to date is still within tolerance. According to PRINCE2 7, what should the team manager do?
ARaise the issue to the project manager as soon as the forecast deviation is identified, since forecast breaches of tolerance trigger escalation to the next management level.
BProduce a formal Exception Report and send it directly to the project board, bypassing the project manager, because the situation is time-critical.
CAdjust the work package tolerance themselves so the forecast falls back within limits, since they are accountable for delivering the work package.
DTake no action until the tolerance is actually breached, since a forecast deviation is not the same as a real tolerance breach requiring escalation.
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2/5 · Progress practice
Midway through a stage, the project manager forecasts that the stage will exceed the time tolerance set by the project board, while cost, quality, scope, benefits and risk performance all remain within tolerance. What is the most appropriate action for the project manager?
AClose the current stage early and start a new stage with time tolerances the project manager sets independently.
BRaise the issue and, if confirmed as a genuine exception, produce an Exception Report setting out the deviation, options and a recommendation for the project board to decide on.
CContinue managing the stage as normal and mention the forecast slippage in the next scheduled Highlight Report, since that report already covers all tolerance areas.
DDirect the team managers to quietly compress their remaining work packages without informing the project board, to bring the stage back within tolerance before it becomes visible.
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3/5 · Progress practice
On a small, low-risk project comprising an initiation stage followed by a single delivery stage, the project manager proposes sending the project board one lightweight combined progress report every two weeks instead of a separate Highlight Report and a full, heavily documented End Stage Report package. Is this an appropriate use of the Progress practice's tailoring guidance?
AYes, provided the combined report still gives the board enough time-driven visibility to exercise management by exception, and the stage-boundary decision point is still explicitly and visibly recorded, even if lightly documented.
BYes, and it is also acceptable to skip the project board's explicit approval to proceed past the stage boundary, since the lightweight combined report implies approval.
CNo, because reducing reporting formality on a small project automatically causes the project's risk exposure to breach its risk tolerance.
DNo, because PRINCE2 prescribes exact, fixed templates for Highlight Reports and End Stage Reports that can never be merged or abbreviated.
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4/5 · Progress practice
A Team Manager working on a Work Package realises partway through the work that, due to a supplier delay, the Work Package is very likely to finish two weeks later than the date agreed with the Project Manager — outside the agreed Work Package tolerance. What should the Team Manager do next?
ARaise the forecast deviation as an issue to the Project Manager as soon as it is foreseen, so the Project Manager can decide how to respond.
BDraw down extra time from the Work Package's own contingency without informing the Project Manager, since the delay is still the Team Manager's responsibility to manage.
CContinue working to the original plan and only mention the delay in the next scheduled Checkpoint Report.
DProduce a formal Exception Report and submit it directly to the Project Board for a decision.
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A is correct. PRINCE2's management-by-exception approach means each level only escalates when a forecast deviation threatens the tolerance delegated to it. For a Work Package, that means the Team Manager alerts the Project Manager — usually via an issue — the moment a breach is foreseen, rather than waiting for a scheduled report or acting alone. This keeps the Project Manager in control of decisions that affect the Stage Plan.
↗ the official PRINCE2 7 Practitioner syllabus (PeopleCert, 2023) — Progress practice
5/5 · Progress practice
PRINCE2 distinguishes between time-driven and event-driven progress controls used to monitor a project. Which of the following is an event-driven, rather than time-driven, control?
AAn End Stage Report the Project Manager produces as part of closing out a management stage.
BA Checkpoint Report the Team Manager sends to the Project Manager at an agreed reporting frequency.
CA Highlight Report the Project Manager sends to the Project Board at an agreed reporting frequency.
DA daily log entry the Project Manager records to track open actions throughout a stage.
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A is correct. Time-driven controls, such as Highlight and Checkpoint Reports, are produced at agreed intervals regardless of what has happened. Event-driven controls, such as the End Stage Report produced when closing a management stage (or a Work Package's completion), are triggered by a specific occurrence rather than the calendar, giving the Project Board and Project Manager decision points tied to actual progress milestones.
↗ the official PRINCE2 7 Practitioner syllabus (PeopleCert, 2023) — Progress practice
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