PRINCE2 7 Pract. · PeopleCert · The PRINCE2 principles · Bank updated 2026-07-03
PRINCE2 7 Pract. practice questions: The PRINCE2 principles
5 free questions from 16 on this area · answer and explanation for each · no sign-up
These 5 questions come from the The PRINCE2 principles section of our PRINCE2 7 Pract. bank (16 questions on this area, which carries 10% of the real exam). Every question is original, with the correct answer explained and linked to the source it is drawn from.
1/5 · The PRINCE2 principles
At the start of a new IT migration project, the Project Manager assumes the project is sufficiently unique that lessons logs from three previous, similar migrations run by the organisation are not reviewed. Halfway through, the project hits a data-conversion problem that was already documented as a recurring risk in those earlier lessons reports. What does PRINCE2's learn-from-experience principle say should have happened?
AThe Project Manager was right to treat the migration as unique, since lessons logs only apply to projects that are identical in scope and technology.
BResponsibility for lessons rests solely with the Project Board, so the Project Manager had no obligation to check them.
CLessons should only ever be logged at project closure so they are available for future projects, not consulted during the current one.
DThe Project Manager should have actively sought out relevant lessons from similar past projects at the start, and continued applying and logging lessons throughout the project, not treated it as unrelated to prior work.
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2/5 · The PRINCE2 principles
To "save time on governance meetings," a Project Board authorizes the Project Manager, at initiation, to proceed through all five planned management stages of the project without any further Board sign-off at stage boundaries. Which principle does this arrangement violate?
AManage by stages, because PRINCE2 requires the project to be planned, monitored, and controlled stage by stage, with the Project Board making an active go/no-go decision at each boundary before committing further resources.
BContinued business justification, because the business case was not produced during initiation.
CManage by exception, because no time or cost tolerances were defined for the Project Manager before this arrangement was made.
DFocus on products, because stage plans in PRINCE2 are not required to be product-based.
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3/5 · The PRINCE2 principles · hard
A Project Board delegates authority to the Project Manager to manage a stage day-to-day within agreed time and cost tolerances, requiring escalation only if a breach is forecast. Separately, the Board appoints a Project Assurance function, independent of the Project Manager, to check that reported progress and quality genuinely reflect what is happening on the ground. Which pairing of principles is illustrated by these two arrangements respectively?
AManage by stages and focus on products.
BContinued business justification and learn from experience.
CTailor to suit the project and focus on products.
DManage by exception (tolerance-based delegation of day-to-day authority) and defined roles and responsibilities (an assurance function held independently of the person being assured).
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4/5 · The PRINCE2 principles · easy
A project manager tells a supplier, "PRINCE2 7 lets you skip whichever principles don't suit the project's culture, since the whole method is meant to be tailored." Which statement most accurately describes how tailoring operates in relation to the seven principles?
AThemes, processes and management products may be adapted to fit the context, but all seven principles are universal and must be applied on every project that claims to use PRINCE2.
BTailoring is reserved for the principles, while themes and processes must always be applied exactly as written in the method with no adaptation.
CPrinciples may be relabelled to match the organisation's existing governance terminology as long as seven distinct principles remain in use.
DAny principle may be dropped if the project board judges it adds no value on a low-risk, low-complexity project.
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5/5 · The PRINCE2 principles
A commercial organisation is forming a Project Board for a system implementation. The proposed board has two representatives from the customer's IT operations department and one from finance, but no one from the organisation that will actually design and build the new system. Which assessment of this board composition is most consistent with this principle?
AThe board is incomplete: business, user, and supplier are the three primary interests that must all be catered for, so a voice representing the supplier's perspective is needed to make sound decisions about the products being developed.
BThe composition is appropriate because supplier interests are already protected through the contract terms, so no dedicated board seat for the supplier perspective is required.
CBecause the two IT operations staff already have technical knowledge, they can adequately fulfil the supplier role's responsibilities in addition to their user duties.
DThe board should instead be reduced to a single executive who personally represents business, user, and supplier interests, since minimising board size is what this principle primarily requires.
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A is correct. This principle requires that every project explicitly define roles and responsibilities so that the three primary interests — business, user, and supplier — are all represented and accountable within the project management team. A board lacking any supplier-side representation cannot adequately balance viability, benefit, and deliverability when making decisions.
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