PRINCE2 7 Pract. · PeopleCert · The PRINCE2 processes · Bank updated 2026-10-19
PRINCE2 7 Pract. practice questions: The PRINCE2 processes
5 free questions from 35 on this area · answer and explanation for each · no sign-up
These 5 questions come from the The PRINCE2 processes section of our PRINCE2 7 Pract. bank (35 questions on this area, which carries 30% of the real exam). Every question is original, with the correct answer explained and linked to the source it is drawn from.
Free: 6 questions in study mode, no card. All 35 The PRINCE2 processes questions and the full PRINCE2 7 Pract. bank: $15 one-time.
1/5 · The PRINCE2 processes · easy
A project mandate has just been received from corporate management. The newly appointed Executive instructs the Project Manager to produce a fully costed, detailed Business Case—including NPV and full benefits quantification—before the project is even authorized to move into initiation. Is this instruction appropriate for the 'Starting up a project' process?
ANo — only an outline Business Case is required during starting up a project; the detailed, quantified Business Case is developed later, during initiating a project.
BYes — a fully detailed Business Case with NPV must always be completed before initiation can be authorized.
CYes, but only if the project is being directly managed by an external supplier rather than the customer organization.
DNo — starting up a project does not require any Business Case content at all; it is added only when closing the project.
2/5 · The PRINCE2 processes
At project closure, the Project Manager notes that several key benefits are not expected to materialize until 18 months after the project ends. Because the project team will have disbanded by then, the Project Manager omits these benefits from the Benefits Review Plan, planning to report only benefits already achieved. Is this appropriate?
ANo — instead of updating the Benefits Review Plan, the project should be kept open until all benefits are realized, however long that takes.
BYes — measuring post-project benefits is the sole responsibility of the Senior User as an individual, so it does not need to appear in any project document.
CYes — PRINCE2 only requires benefits realized during the project lifecycle to be documented; post-project benefits fall outside the method's scope.
DNo — the Benefits Review Plan must be updated at closure to include arrangements for measuring all benefits, including those due after the project ends, with ownership handed to corporate/programme management or the operational area.
3/5 · The PRINCE2 processes · hard
A project has three management stages. As the final (third) delivery stage nears its end, the Project Manager runs a full 'Managing a stage boundary' process, producing a plan and tolerances for a fourth stage for the Project Board to authorize, intending to hand over products afterward. Is this the correct process to apply?
ANo — Managing a stage boundary should never be used in a project with only three stages; it applies only to projects with four or more stages.
BYes — Managing a stage boundary must always be performed at the end of every stage, including the last, before Closing a project can begin.
CNo — because this is the project's final stage, there is no next stage to plan; the Project Manager should instead move into Closing a project to confirm handover, evaluate the project, and prepare closure recommendations.
DYes, and in addition the Project Board must independently repeat the full Initiating a project process before the project can close.
4/5 · The PRINCE2 processes · hard
The Project Manager has escalated an exception report showing that a delivery stage will overrun its agreed cost tolerance due to unforeseen currency fluctuations. After reviewing options, the Project Board decides the project should continue and asks for a revised plan covering the remainder of the current stage before work resumes. Which process activity should produce this plan, and who requests it?
AThe Project Manager produces the plan unilaterally under controlling a stage, since they are already managing the stage day to day.
BCorporate or programme management produces the plan, since the currency risk originates outside the project's control.
CThe Team Manager produces a revised work package plan under managing product delivery, since they are closest to the currency-affected costs.
DThe Project Board requests it, and the Project Manager produces an exception plan under the managing a stage boundary process to replace the remainder of the current stage.
5/5 · The PRINCE2 processes
As the final delivery stage of a project nears completion, the Project Manager begins preparing to plan the next stage and update the project plan, following the same pattern used at previous stage boundaries. Is this the correct process to apply at this point?
AYes, but the Project Manager should also run closing a project activities in parallel throughout the final stage, so that evaluation and handover are prepared alongside the next stage plan and updated project plan.
BNo, but only because the Project Board must first decide, case by case, whether managing a stage boundary or closing a project applies at the end of the final stage of each project.
CYes; managing a stage boundary is used at every stage boundary, including the final one, in exactly the same way, with closing a project following only after that boundary.
DNo; for the final stage, closing a project is used instead of managing a stage boundary, since there is no next stage to plan and the focus shifts to evaluation, handover, and closure recommendation.
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