PRINCE2 Project Management Practitioner (Version 7) - PRINCE2-7-Practitioner certification

During the 'starting up a project' process, the Business Opportunities Director appoints the Regeneration Manager as project manager and states that the portfolio's standard role description will apply without discussion. The Regeneration Manager asks to confirm the responsibilities, but the Director refuses because the project is urgent.
Is the refusal an appropriate application of the 'define roles, responsibilities and relationships' principle, and why?

• A. Yes, because it is the project executive's responsibility to appoint the project manager and establish their responsibilities as part of the 'starting up a project' process
• B. No, because it is the portfolio manager's role, rather than the project executive's, to define the project manager's responsibilities for projects within the portfolio
• C. Yes, because standardized portfolio role descriptions give every project manager a consistent and well- understood baseline of responsibilities, removing the need for individual discussion
• D. No, because each project manager must have a clear understanding of their own individual responsibilities and formally accept those responsibilities before commencing project work

BuildyBrick's planning specialist suggests that the project manager should prepare stage plans only for stages
2 and 4, while BuildyBrick should prepare the stage plans for stages 3 and 5 because suppliers will deliver most of the work.
Is this an appropriate application of the plans practice, and why?

• A. Yes, because the specialist supplier should own the stage plan whenever it delivers most of the stage products, and team managers can prepare the relevant information
• B. Yes, because the project manager should prepare stage plans only for stages involving more than one supplier
• C. No, because each external supplier should prepare the complete stage plan for the stage in which it works
• D. No, because the project manager remains responsible for preparing each stage plan; team managers may prepare team plans and detailed work package information

ISSUES
During stage 1, BuildyBrick was appointed by the procurement team manager as the main contractor for the project. The project is now in stage 3 and BuildyBrick is part way through the site preparation. Following an environmental survey report, BuildyBrick will have to delay the site clearance by several weeks to enable protected amphibians to be relocated. There are two options to deal with this issue. The first is to wait for BuildyBrick to clear the site, but this will take longer. The second is to hire an additional contractor to clear the site more quickly, but this will cost more. Both of these options can be completed within cost and time tolerances, but appointing an additional contractor is beyond the project manager's delegated authority.
Here are three actions related to the resolution of this issue.
Which role (A-E) should be responsible for each action?
Choose only ONE role for each action. Each role can be used once, more than once, or not at all.

• A. Senior user
• B. Senior supplier
• C. Project manager
  Action 1:
  Review the issue report and decide which response should be authorized.
  Action 2:
  After the decision is made, update the issue record with the selected response and decision.
  Action 3:
  Once the appointment is authorized, confirm that the supplier resources required for the additional site- clearance work can be provided.
• D. Project executive
• E. Project assurance

At the end of the initiation stage, the Regeneration Manager submits the project plan and business case for review. The Portfolio Director releases funding for both stages 2 and 3 and instructs the project manager to provide only a progress report at the end of stage 2, without a project board decision before stage 3 begins.
Is this an appropriate application of the 'manage by stages' principle, and why?

• A. Yes, because the Portfolio Director, as the commissioning authority, has the right to determine the reporting frequency and format that best suit portfolio-level oversight
• B. No, because it is the City Council, rather than the Portfolio Director, that should hold the authority to commit funding across multiple stages of the project
• C. No, because the project board must review the continued viability of the business case and authorize the next stage at each stage boundary, rather than approving multiple stages in advance
• D. Yes, because the project manager is authorized to manage the project on a day-to-day basis within set tolerances throughout each stage, without requiring additional project board decisions

The City Council asks the portfolio office, independently of the LouisShopping project team, to provide confidence that the design and build will preserve the historic setting while incorporating the required technology.
Is this an appropriate application of the quality practice, and why?

• A. Yes, because the portfolio office should manage the project's quality-control activities on behalf of the project manager
• B. No, because assurance information may be provided to the project board and not to the business layer
• C. Yes, because the business layer may use the portfolio office to perform independent quality-assurance activity on its behalf
• D. No, because a portfolio office may assess strategy but may not review the delivery of individual projects