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EN_P2_FND_2017_SamplePaper1_Rationale_V1.5
The PRINCE2 ®
Foundation Examination
Sample Paper 1
Answers and rationales
PRINCE2®
Foundation Examination
©AXELOS Limited 2017.
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EN_P2_FND_2017_SamplePaper1_Rationale_V1.5
For exam paper: EN_P2_FND_2017_SamplePaper1_QuestionBk_v1.3
Qu Correct
answer
Syll
topic
Rationale
1 B 3.5.4 A. Incorrect. If the risk has not been identified, it cannot be assessed. ‘Assess’ is
the second step. Ref 10.3.2, fig 10.1
B. Correct. The risk must first be identified before it can be assessed, and
responses planned and then implemented. Ref 10.3.2, fig 10.1
C. Incorrect. If the risk has not been identified, it cannot be assessed. Therefore
responses cannot be planned or implemented. ‘Implement’ is the fourth step.
Ref 10.3.2, fig 10.1
D. Incorrect. If the risk has not been identified, it cannot be assessed. Therefore
responses cannot be planned or implemented. ‘Plan’ is the third step. Ref
10.3.2, fig 10.1
2 D 3.2.4a D. Correct.
(1) Correct. There are likely to be individuals or groups who are not part of the
project management team, but who may need to interact with the project or who
may be affected by the project’s outcome. Ref 7.1, 7.2.2, 7.3.9
(2) Incorrect. It is important to analyze who the stakeholders are and to engage
with them appropriately. Ref 7.1, 7.3.9
(3) Incorrect. It is important to review and possibly update the communication
management approach at each stage boundary to ensure that it still includes all
the key stakeholders. Ref 7.1, 7.2.2, 7.3.9
(4) Correct. The communication management approach contains a description
of the means and frequency of communication to parties both internal and
external to the project. Ref 7.1, 7.2.2, 7.3.9
3 C 3.7.1a A. Incorrect. The purpose of the change theme is to identify, assess and control
any potential and approved changes to the baseline. Ref 11.1
B. Incorrect. The purpose of the plans theme is to facilitate communication and
control by defining the means of delivering the products. Ref 9.1
C. Correct. A purpose of the progress theme is to provide mechanisms to
monitor progress against the allowed tolerances, and the controls to escalate to
the next level should any forecast suggest that one or more tolerances will be
exceeded. Ref 12.1
D. Incorrect. The purpose of the risk theme is to identify, assess and control
uncertainty. Ref 10.1
PRINCE2®
Foundation Examination
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EN_P2_FND_2017_SamplePaper1_Rationale_V1.5
4 D 3.2.2 A. Incorrect. A team manager must not be assigned a project assurance role.
Therefore, defining the project assurance role of team managers is not a minimum
requirement for applying the organization theme. Ref 7.2, 7.3.1, 7.2.1.10
B. Incorrect. Combining roles is permissible, but not a minimum requirement for
applying the organization theme. Ref 7.2, 7.2.1.1, 7.2.1.10
C. Incorrect. Within a programme environment appointing a business change
manager as senior user is permissible, but not a minimum requirement for
applying the organization theme. Ref 7.2, 7.3.3
D. Correct. To be following PRINCE2, a project must, as a minimum, define its
approach to communicating and engaging with stakeholders. Ref 7.2
5 A 2.1g A. Correct. The purpose of tailoring is to ensure that project controls are
appropriate to the project’s scale, complexity, importance, team capability and risk
(e.g. the reporting and reviewing frequency and formality). Ref 3.7
B. Incorrect. The ‘manage by exception’ principle sets tolerances against six
objectives. These six areas are not tailored. Ref 3.5, 4.3.1
C. Incorrect. The 'defined roles and responsibilities' principle defines that all three
primary stakeholder interests need to be represented; business, user and supplier.
These three interests are not tailored. Ref 3.3, 4.3.1
D. Incorrect. In PRINCE2, projects deliver outputs in the form of products. Tailoring
is not on the specialist products but on the project management method and
project controls. Ref 3.7, 6.1
6 D 2.1a A. Incorrect. The business justification for a project, compulsory or not, must be
documented and approved. Ref 3.1
B. Incorrect. Although the justification should remain valid, it may change. Ref 3.1
C. Incorrect. The format and formality of documentation may vary depending on
need and circumstance. Ref 3.1
D. Correct. Even compulsory projects should be supported by business
justification, even if only to demonstrate that the chosen option represents value
for money. Ref 3.1
7 C 3.7.1b A. Incorrect. The lessons report is used to pass on any lessons that can be
usefully applied to other projects. Ref 19.4.4, A.15.1
B. Incorrect. The purpose of the product status account is to provide information
about the state of the products within defined limits. Ref 11.1, A.18.1
C. Correct. A highlight report is used to provide the project board with a summary
of the stage status at intervals it has defined. The project board uses the report to
monitor stage and project progress. Ref 12.2.2.4, A.11.1
D. Incorrect. A checkpoint report is used by a team manager to report the status of
a work package to the project manager. Ref 12.2.2.4, A.4.1
PRINCE2®
Foundation Examination
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8 A 3.2.3i A. Correct. The project manager performs the project support role unless this is
delegated to another person/other people. Ref 7.2.1.9
B. Incorrect. The project support role is not an optional role for a PRINCE2 project.
It must either be performed by the project manager or be delegated by the project
manager. Ref 7.2.1.9
C. Incorrect. The team manager produces checkpoint reports, not project support.
Ref 7.2.1.8, 7.2.1.9, tab 12.2
D. Incorrect. Project support cannot be combined with the project assurance role.
The two roles should be separate in order to maintain the independence of project
assurance. Ref 7.2.1.10
9 A 3.4.2 A. Correct. PRINCE2 requires that three products are produced and maintained.
This includes the product breakdown structure: a hierarchy of all the products to be
produced during a plan. Ref 9.2
B. Incorrect. It is the issue register that captures and maintains information issues
that are being managed formally. It is not a minimum requirement for applying the
plans theme. Ref 9.2, 11.4.1
C. Incorrect. It is the product flow diagram that provides a diagram showing the
sequence of production and interdependencies of the planned products. Product
flow diagrams are recommended but not required. Ref 9.2, 9.3.1.2
D. Incorrect. It is the risk register which provides record of identified risks relating
to the plan, including their status and history. It is not a minimum requirement for
applying the plans theme. Ref 9.2, 10.2
10 B 4.1h A. Incorrect. It is the purpose of the lessons log to capture lessons from previous
projects. Ref A.14.1
B. Correct. An agreed project brief ensures that the project has a commonly
understood and well-defined start point. Ref A.19.1, 14.4.5
C. Incorrect. The detailed business case is produced in the 'initiating a project'
process and the project brief is produced earlier in the 'starting up a project'
process. Ref 16.4.8, 14.4.5
D. Incorrect. A quality management approach is used to define the quality
techniques and standards to be applied, and the various responsibilities for
achieving the required quality levels during the project. Ref A.22.1
11 D 4.2e A. Incorrect. Completed work packages are signed-off in the 'controlling a stage'
process. Ref 17.4
B. Incorrect. It is an objective of the 'controlling a stage' process is to ensure that
the business case is kept under review. The business case is not reviewed within
the 'managing product delivery' process. Ref 17.2, 18.2
C. Incorrect. Progress is reported to the project board by the project manager, via
highlight reports, within the 'controlling a stage' process. The team manager would
report progress to the project manager, via checkpoint reports, within the
'managing product delivery' process. Ref 17.4, 18.2
D. Correct. It is an objective of the 'managing product delivery' process to ensure
that work on products allocated to the team is authorized and agreed. Ref 18.2
PRINCE2®
Foundation Examination
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EN_P2_FND_2017_SamplePaper1_Rationale_V1.5
12 D 4.3e A. Incorrect. Team plans are not produced by the team manager during the
'initiating a project’ process. Ref 18.3
B. Incorrect. Team plans are not produced by the team manager during the
'controlling a stage’ process. Ref 18.3
C. Incorrect. Team plans are not produced by the team manager during the
'managing a stage boundary’ process. Ref 18.3
D. Correct. Team plans are produced by the team manager during the 'managing
product delivery' process. Ref 18.3
13 A 2.1b A. Correct. When starting a project, previous or similar projects should be
reviewed to see if lessons could be applied. Ref 3.2
B. Incorrect. A PRINCE2 project applies the principle 'focus on products'. It
focuses on the definition and delivery of products, in particular the quality
requirements. Ref 3.6
C. Incorrect. A PRINCE2 project applies the principle ‘manage by exception’. It has
defined tolerances for project objectives, in order to establish limits of delegated
authority. Ref 3.5
D. Incorrect. A PRINCE2 project applies the principle 'manage by stages' principle.
The project board delegates the authority for day-to-day control of a management
stage, within agreed tolerances, to the project manager. Ref 3.4
14 C 3.7.3a A. Incorrect. The end of a stage is not a time-driven (periodic) control. For
example, it does not occur weekly or monthly. Ref 12.2.2
B. Incorrect. Exception situations are not a time-driven (periodic) control. You
cannot plan for them. Ref 12.2.2
C. Correct. Time-driven controls take place at predefined periodic intervals. The
frequency and format of the checkpoint reports will be agreed in the work package.
Ref 12.2.2
D. Incorrect. Lessons reports are usually produced at the end of a stage and the
end of the project. These are not time-driven (periodic) controls, for example they
are not produced monthly, or weekly. Ref 12.2.2, 12.2.2.3
15 B 3.7.3b A. Incorrect. It is a project board responsibility to approve resources for the stage.
Ref tab 7.1
B. Correct. The project board should refer to corporate, programme management
or customer if project level tolerance is forecast to be exceeded because this
tolerance is set by corporate, programme management or customer. Ref 12.2.1
C. Incorrect. The executive is responsible for a change in senior user or supplier.
This does not require higher level approval. Ref tab 7.1
D. Incorrect. Approval of a request for change is normally handled by the project
board or the change authority. It would only be referred to corporate, programme
management or customer if project tolerances would be exceeded. Ref 11.2, tab
11.2
PRINCE2®
Foundation Examination
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EN_P2_FND_2017_SamplePaper1_Rationale_V1.5
16 B 2.1c A. Incorrect. The fact that projects have unique outputs is a reason for the 'focus
on products' principle. Ref 3.6
B. Correct. A project is typically cross-functional and agreeing roles and
responsibilities ensures that the people involved know what's expected of them
and what to expect of others. Ref 3.3
C. Incorrect. The need to avoid duplicated or inconsistent objectives is a reason for
the 'continued business justification' principle. Ref 3.1.
D. Incorrect. The need for control points is a reason for the 'manage by stages'
principle. Ref 3.4
17 C 4.3b A. Incorrect. The 'starting up a project' process prepares for the authorization of
the initiation stage. The request to initiate the project is an action carried out during
the 'starting up a project' process. Ref 14.1
B. Incorrect. The 'initiating a project' process prepares documentation to be
submitted to the project board for project authorization, but the actual authorization
comes from the 'directing a project' process. Ref 16.3
C. Correct. Only the project board can authorize project initiation, and its activities
are covered in the 'directing a project' process. Ref 15.3
D. Incorrect. The 'managing a stage boundary' process prepares information, in
order to request authorization of the next stage from the project board. Ref 19.1
18 A 4.2a A. Correct. An objective of the 'starting up a project' process is to ensure time is
not wasted on initiating any projects that are based on unsound assumptions. Ref
14.2
B. Incorrect. The project management team is designed during the 'starting up a
project' process, but the actual team managers may not be appointed until the
'managing a stage boundary' process. Ref 14.4.3
C. Incorrect. The project plan is created in the 'initiating a project' process and
approved by the project board in the 'directing a project' process. Ref 16.4.7,
15.4.2
D. Incorrect. The project initiation documentation is prepared in the 'initiating a
project' process. Ref 16.4.9
19 B 2.1f A. Incorrect. The 'continued business justification' principle is applied through
regular planned reviews of the business case during the life of the project to
confirm its continued viability. Ref 3.1
B. Correct. Producing the project product description applies the 'focus on
products' principle by clearly defining the project's product, the customer's quality
expectations and acceptance criteria. Ref 3.6, A.21.1
C. Incorrect. The 'learn from experience' principle is applied to ensure that project
teams learn from previous experience: lessons are sought, recorded and acted
upon throughout the life of the project. Ref 3.2
D. Incorrect. Applying the 'manage by stages' principle enables the extent of senior
management control over projects to be varied according to the business priority,
risk and complexity involved. Ref 3.4
PRINCE2®
Foundation Examination
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EN_P2_FND_2017_SamplePaper1_Rationale_V1.5
20 C 3.5.2 A. Incorrect. A risk breakdown structure is a risk management technique. It is not
a minimum requirement for applying the risk theme. Ref 10.4.1.2, 10.2
B. Incorrect. It might be appropriate to identify an explicit risk budget within the
project budget, however this is not a minimum requirement for applying the risk
theme. Ref 10.3.7, 10.2
C. Correct. PRINCE2 requires that a risk register is used to capture all identified
threats and opportunities. Ref. 10.2
D. Incorrect. A risk checklist is a risk management technique. It is not a minimum
requirement for applying the risk theme. Ref 10.4.1.2, 10.2
21 B 3.4.1b B. Correct.
(1) Incorrect. A stage plan is required for each management stage, not for the
whole project. Ref 9.2.1.2
(2) Correct. A stage plan is created towards the end of the preceding stage as
part of the 'managing a stage boundary' process. It is produced close to the time
when the planned events will take place. Ref 9.2.1.2
(3) Correct. A stage plan is created at the level of detail needed to enable the
day-to-day control by the project manager. Ref 9.2.1.2
(4) Incorrect. The stage plan provides the basis for the project manager's control.
The project board monitors against the project plan. Ref 9.2.1.2, 9.2.1.1
22 C 3.1.1b A. Incorrect. This is a purpose of the business case. Ref A.2.1
B. Incorrect. This is the purpose of the end stage report. Ref A.9.1
C. Correct. The benefits management approach is used to cover the assessment
of benefits. Ref 6.2.2, A.1.1
D. Incorrect. The reasons for the project are derived from the project mandate
and documented in the outline business case during the 'starting up a project'
process. Ref 14.4.4
23 A 1.2b A. Correct. It is assumed that there will be a customer who will specify the
desired result and probably pay for the project. Ref 4.3.4.3
B. Incorrect. It is assumed that the suppliers will provide the resources and skills
to deliver the desired result, not the customer. Ref 4.3.4.3
C. Incorrect. This is a supplier responsibility, not the responsibility of the
customer. Ref 7.2.1.4
D. Incorrect. This is a supplier responsibility, not the responsibility of the
customer. Ref 7.2.1.4
PRINCE2®
Foundation Examination
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EN_P2_FND_2017_SamplePaper1_Rationale_V1.5
24 A 3.5.1b A. Correct. The risk management approach describes the specific risk
management techniques and standards to be applied, and the responsibilities
for achieving an effective risk management procedure. Ref A.24.1
B. Incorrect. Exposure to risk is summarized in the risk profile. This procedure is
defined in the risk management approach. Ref A.24.2
C. Incorrect. The risk management approach defines the different categories of
risk responses which can be used to identify suitable actions for each risk. It
does not define the specific response actions appropriate for each risk. Ref
A.24.2
D. Incorrect. Risk owners are identified and recorded in the risk register. Ref
A.25.2
25 C 3.3.1b A. Incorrect. This event has already happened. There is no uncertainty about its
occurrence, therefore it is not a risk. Ref 10.1, A.25.1
B. Incorrect. This may be raised as an issue (off-specification) and formally
managed if, for example, the failure is likely to lead to an exception situation.
However, the product that should always be updated with the result of the
quality activities is the quality register. Ref 8.2, A.23.1
C. Correct. The quality register records the results of all quality management
activities. Ref 8.2, A.23.1
D. Incorrect. There may be lessons to be learned, but this is not always the
case. The product that should always be updated with the result of the quality
activities is the quality register. Ref 8.2, 12.2.2.3, A14.1, A.23.1
26 A 4.1c A. Correct. The purpose of the 'initiating a project' process is to establish solid
foundations for the project, enabling the organization to understand the work
that needs to be done to deliver the project's products before committing to a
significant spend. Ref 16.1
B. Incorrect. The purpose of the 'managing product delivery' process is to
control the link between the project manager and team manager(s). Ref 18.1
C. Incorrect. The purpose of the 'directing a project’ process is to enable the
project board to be accountable for the project's success. The project board
does this by making key decisions and exercising overall control while
delegating day-to-day management of the project to the project manager. Ref
15.1
D. Incorrect. The purpose of the 'managing a stage boundary' process is to
enable the project board to be provided with sufficient information by the project
manager so that it can review the success of the current stage, approve the next
stage plan, review the updated project plan, and confirm continued business
justification and acceptability of the risks. Ref 19.1
PRINCE2®
Foundation Examination
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27 A 2.2 A. Correct.
(1) Correct. Processes can be combined or adapted. Ref. 4.3.1.
(2) Correct. Terminology can be changed to suit other standards or policies.
Ref. 4.3.1
(3) Incorrect. All the themes must be applied in a project, however they should
be tailored according to the complexity of the project. Ref 5.1
(4) Incorrect. Some project roles cannot be shared or combined, such as the
project manager and the executive. Ref 7.2.1.10
28 A 3.6.3a A. Correct. The product description should have been baselined before work
began. Therefore this is a request for change to a baselined product. Ref tab
11.1
B. Incorrect. An off-specification is something that should be provided by the
project, but currently is not (or is forecast not to be). It might be a missing
product or a product not meeting its specifications. Ref tab 11.1
C. Incorrect. A problem, or concern, is a type of issue (other than a request for
change or off-specification) that the project manager needs to resolve or
escalate. Ref tab 11.1
D. Incorrect. A concern, or problem, is a type of issue (other than a request for
change or off-specification) that the project manager needs to resolve or
escalate. Ref tab 11.1
29 B 1.1a A. Incorrect. Both projects and business as usual may produce benefits. This is
not one of the characteristics that make projects different. Ref 2.1
B. Correct. Projects are the means by which we introduce business change.
When the change is implemented, business as usual resumes (in its new form).
Ref 2.1
C. Incorrect. Both projects and business as usual involve managing
stakeholders. This is not one of the characteristics that make projects different.
Ref 2.1
D. Incorrect. Both projects and business as usual incur costs. This is not one of
the characteristics that make projects different. Ref 2.1
PRINCE2®
Foundation Examination
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30 D 4.1e A. Incorrect. The purpose of the 'initiating a project' process is to enable the
organization to understand the work that needs to be done to deliver the
project’s products before committing to a significant spend. The 'managing
product delivery' process enables the team manager(s) is to coordinate an area
of work that will deliver one or more of the project’s products. Ref 16.1, 18.1
B. Incorrect. The purpose of the 'controlling a stage' process is to assign work to
be done. The 'managing product delivery' process enables the team manager(s)
to coordinate an area of work that will deliver one or more of the project’s
products. Ref 17.1, 18.1
C. Incorrect. The purpose of the 'managing a stage boundary' process is to plan
the work of the next stage. The 'managing product delivery' process enables the
team manager(s) is to coordinate an area of work that will deliver one or more of
the project’s products. Ref 19.1, 18.1
D. Correct. The 'managing product delivery' process enables the team
manager(s) to coordinate an area of work that will deliver one or more of the
project’s products. Ref 18.1
31 D 3.2.3c A. Incorrect. The senior supplier represents the designers of the project's
products. Ref 7.2.1.4
B. Incorrect. The senior user is appointed by the executive to represent the user
needs and does not make decisions on behalf of corporate management. Ref
7.2.1.3
C. Incorrect. The senior supplier represents the project development teams. Ref
7.2.1.4
D. Correct. The senior user makes decisions on behalf of those who will benefit
from the use of the project’s products. Ref 7.2.1.3
32 A 3.1.3 A. Correct. This is an output - a specialist product that is handed over to a user
(or users). Note that management products are not outputs but are created
solely for the purpose of managing the project. Ref glossary, 6.1
B. Incorrect. This is an outcome - the result of change, normally affecting realworld
behaviour and/or circumstances. Outcomes are desired when a change is
conceived. They are achieved as a result of the activities undertaken to effect
the change. Ref glossary, 6.1
C. Incorrect. This is a benefit - the measurable improvement resulting from an
outcome perceived as an advantage by one or more stakeholders. Ref glossary,
6.1
D. Incorrect. This is a dis-benefit - a measurable decline resulting from an
outcome perceived as negative by one or more stakeholders, which reduces
one or more organizational objective(s). Ref glossary, 6.1
PRINCE2®
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33 B 4.2c A. Incorrect. The available project approaches are evaluated in the 'starting up a
project' process. Ref 14.2, 14.4.5
B. Correct. An objective of the 'initiating a project' process is to ensure that there
is common understanding of who needs information, in what format, and at what
time. Ref 16.2, 16.4.5
C. Incorrect. The project brief is developed in the 'starting up a project' process
not the 'initiating a project' process. Ref 14.2
D. Incorrect. A focus of the 'initiating a project' process is to understand and put
strategies in place to manage constraints, not to remove them. Ref 16.2
34 A 3.2.3e A. Correct.
(1) Correct. Project assurance must be independent of the project manager. Ref
7.2.1.10, tab 6.1
(2) Correct. Project assurance must be independent of project support. Ref
7.2.1.10, tab 7.1
(3) Incorrect. Project assurance is a responsibility of the project board. The
senior user is a member of the project board. Ref 7.2.1.3, tab 6.1
(4) Incorrect. Project assurance is a responsibility of the project board. The
executive is a member of the project board. Ref 7.2.1.2, fig 5.4 tab 7.1
35 C 3.6.2 A. Incorrect. Unless the anticipated level of change on a project is low, it is
advisable for a budget to be set up to pay for changes, but this is not a minimum
requirement for applying the change theme. Ref 11.2, 11.3.6
B. Incorrect. When reviewing management stage status, a product status
account can be requested. However, this is not a minimum requirement for
applying the change theme. Ref 17.4.4, 11.2
C. Correct. To be following PRINCE2, a project must, as a minimum, define the
roles and responsibilities for change control, including a defined change
authority. Ref 11.2
D. Incorrect. There is no minimum requirement to agree acceptable corrective
actions. Ref 11.2
36 A 3.5.3a A. Correct. A threat may have a negative impact on the project objectives. Ref
10.1
B. Incorrect. Events that may have favourable impacts on objectives are
opportunities, not threats. Ref 10.1
C. Incorrect. Threats are future uncertain events, not something that has already
occurred; these events are called issues. Ref 10.1, 11.1
D. Incorrect. Threats are future uncertain events, not something that has
already occurred; these events are called issues. Ref 10.1, 11.1
PRINCE2®
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Page 12 of 19
EN_P2_FND_2017_SamplePaper1_Rationale_V1.5
37 B 1.1b A. Incorrect. Failure to deliver on time may affect what products can be
delivered, but does not affect the understanding of what the project is to deliver.
Ref 2.3
B. Correct. Clear agreement on scope will avoid users and suppliers making
incorrect assumptions about what is to be delivered. Ref 2.3
C. Incorrect. Risk is one of the six aspects, but does not affect understanding of
the deliverables required. Ref 2.3
D. Incorrect. Project costs need to be managed to avoid overspending, but this
will not clarify understanding of what the project is to deliver. Ref 2.3
38 C 1.1d A. Incorrect. Quality is an aspect of project performance that needs to be
managed. The integrated elements are the principles, themes, processes and
the project environment. Ref 1.1
B. Incorrect. Role descriptions help to agree and communicate project
management team roles and responsibilities. The integrated elements are the
principles, themes, processes and the project environment. Ref 1.1
C. Correct. The integrated elements are the principles, themes, processes and
the project environment. Ref 1.1
D. Incorrect. Product descriptions support the focus on products but the
integrated elements are the principles, themes, processes and the project
environment. Ref 1.1
39 B 4.3a A. Incorrect. The project mandate is refined to produce a project brief.
Corporate, programme management or customer provides a project mandate,
but the assembly of a project brief is the responsibility of the project
management team. Ref 16.4.9
B. Correct. The project mandate, provided by corporate, programme
management or customer, should include sufficient information to identify at
least the prospective executive of the project board. Ref 14.3
C. Incorrect. The project initiation documentation is developed by the project
management team during the 'initiating a project' process. Ref 16.4.9
D. Incorrect. The project board provides the authority to initiate a project after it
has reviewed and is satisfied with the outputs from the 'starting up a project'
process. Ref 15.4.1
40 B 2.1e A. Incorrect. To apply the ‘manage by stages’ principle, a project must have at
least two management stages. Ref 3.4
B. Correct. Accountability is established by setting up controls so that if
tolerances are forecast to be exceeded, the next higher management layer can
be consulted and decide how to proceed. Ref 3.4
C. Incorrect. By applying the 'continued business justification' principle, project
management can ensure that the project is desirable, viable and achievable.
Ref 3.1
D. Incorrect. By applying the 'learn from experience' principle, lessons can be
found that can be applied in the project. Ref 3.2
PRINCE2®
Foundation Examination
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Page 13 of 19
EN_P2_FND_2017_SamplePaper1_Rationale_V1.5
41 C 3.2.3g A. Incorrect. This is a corporate level responsibility. Ref 7.1, fig 7.2
B. Incorrect. This is a project board (directing level) responsibility and not a
managing (project manager) responsibility. Ref 7.1, fig 7.2
C. Correct. The managing layer of the project is the project manager and the
project manager has to ensure that the project produces the required products
in accordance with the tolerance levels set by the project board. Ref 7.1, fig 7.2
D. Incorrect. This is an executive (directing level) responsibility. Ref 7.1, fig 7.2
42 D 3.5.3d A. Incorrect. This is describing a risk effect. The risk effect is the impact(s) that
the risk would have on the project objectives if the risk materializes. Ref 10.4.1.2
B. Incorrect. This is describing a risk event. The risk event is the area of
uncertainty in terms of the threat or the opportunity. Ref 10.4.1.2
C. Incorrect. This is describing a risk effect. The risk effect is the impact(s) that
the risk would have on the project objectives if the risk materializes. Ref 10.4.1.2
D. Correct. This is describing a risk cause. The risk cause should describe the
source of the risk, i.e. the situation that gives rise to the risk. These are often
referred to as risk drivers. Ref 10.4.1.2
43 B 4.1g A. Incorrect. The 'closing a project' process is carried out within the final stage of
the project. The notification to the project board that the final (or any) stage is
about to start comes from the 'managing a stage boundary' process. Ref 19.4
B. Correct. A purpose of the ‘closing a project’ process is to provide a fixed point
at which acceptance of the project product is confirmed. Ref 20.1
C. Incorrect. A purpose of the ‘managing a stage boundary’ process is to
provide the project board with sufficient information to confirm continued
business justification for the project. Ref 19.1
D. Incorrect. The handover procedures for the project's products are defined in
the 'initiating a project' process as part of defining the change control approach.
Ref 11.2, A.3, 20.4.3
44 C 2.1d A. Incorrect. Understanding delegated authority and established tolerances is a
benefit of applying the 'manage by exception' principle. Ref 3.5
B. Incorrect. Understanding the customer's expectations and acceptance criteria
is a benefit of applying the 'focus on products' principle. Ref 3.6
C. Correct. The 'manage by stages' principle provides review and decision
points so the project board can assess the viability of the project. Ref 3.4
D. Incorrect. The business, user and supplier stakeholders being represented
on the project is a benefit of applying the ‘defined roles and responsibilities’
principle. Ref 3.3
PRINCE2®
Foundation Examination
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Page 14 of 19
EN_P2_FND_2017_SamplePaper1_Rationale_V1.5
45 A 1.2a A. Correct. PRINCE2 is based on established and proven best practice and
governance for project management. Ref 1
B. Incorrect. There are many proven planning and control techniques that can
be used in support of the PRINCE2 themes, for example, critical path analysis
(in planning) and earned value analysis (in progress control). Some techniques
are described within the guidance, however alternative, equivalent techniques
can be substituted, provided they meet the minimum requirements for applying
the theme. Ref 1.2
C. Incorrect. Whilst it is a benefit to have a single person accountable for a
project, in the case of PRINCE2, this person is the executive, not a project
manager. Ref 7.2.1.2
D. Incorrect. Projects are all about change, even after the products have been
baselined. 2.1
46 A 4.2g A. Correct. A purpose of the 'closing a project' process is to verify user
acceptance of a project's products. Ref 20.2
B. Incorrect. The 'closing a project' process occurs during the final stage, which
is prepared during the 'managing a stage boundary' process, as is any other
stage, except for the initiation stage. Ref 20.3
C. Incorrect. The customer's quality expectations are defined and agreed early
in the 'starting up a project' process. The expectations are captured in
discussions with the customer (business and user stakeholders) and then
refined for inclusion in the project product description. Ref 14.4.4
D. Incorrect. It is likely that not all benefits will be achieved before the project
closes. Some will be measured post-project as part of a benefits review. Ref
20.4.3
47 A 3.7.2 A. Correct. To be following PRINCE2, a project must, as a minimum, be
managed by stages (PRINCE2’s 'manage by stages' principle). Ref 12.2
B. Incorrect. There are no reports specified in the minimum requirements for
applying the progress theme. Ref 12.2
C. Incorrect. Authorization of work packages is not specified as a minimum
requirement for applying the progress theme. Ref 12.2
D. Incorrect. There are no reports specified in the minimum requirements for
applying the progress theme. Ref 12.2
PRINCE2®
Foundation Examination
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Page 15 of 19
EN_P2_FND_2017_SamplePaper1_Rationale_V1.5
48 C 3.3.2 A. Incorrect. The particular quality tools and techniques to be used do not need
to be defined as a minimum requirement for applying the quality theme,
although the overall approach to quality control must be defined. Ref 8.2
B. Incorrect. The project's approach to quality planning does not need to be
defined as a minimum requirement for applying the quality theme, although the
overall approach to quality control must be defined. Ref 8.2
C. Correct. To be following PRINCE2, a project must, as a minimum, define its
quality management approach. This approach must minimally cover: the
project’s approach to quality control; the project’s approach to project
assurance; how the management of quality is communicated throughout the
project lifecycle; and the roles and responsibilities for quality management. Ref
8.2.
D. Incorrect. The quality records to be used do not have to be defined as a
minimum requirement for applying the quality theme. However, the approach to
quality control, how quality is communicated, and the roles/responsibilities
related to managing quality must be defined. Ref 8.2
49 B 4.1b A. Incorrect. A purpose of the ‘starting up a project’ process is to provide the
information required to confirm whether it is worthwhile to initiate a project. Ref
14.1
B. Correct. A purpose of the ‘directing a project’ process is to establish the level
of control required by the project board after initiation. Ref 15.1
C. Incorrect. The project controls are set up during the 'initiating a project'
process. Ref 16.4.6
D. Incorrect. A purpose of the ‘managing a stage boundary’ process is to
provide sufficient information to review the current stage and approve the next
stage plan. Ref 19.1
50 B 3.1.2 A. Incorrect. Corporate, programme management or customer sets the overall
requirements and tolerance levels for the project, but is not directly involved in
its management. It is the project board that formally verifies the business
justification at stage boundaries and only refers to corporate, programme
management or the customer if the project is no longer justified. Ref 7.2, 12.2.4
B. Correct. In PRINCE2, the business justification is developed at the beginning
of the project and reviewed and updated throughout the life of the project. It is
formally verified by the project board at each key decision point, such as at
stage boundaries, and is confirmed throughout the period that the benefits are
realized. Ref 6.2
C. Incorrect. Project support advises on events that may impact the business
case but does not formally verify it at stage boundaries. Ref tab 6.1
D. Incorrect. The project board may delegate the authority to approve responses
to requests for change or off-specifications to a separate individual or group,
called a change authority. They cannot delegate their responsibility for verifying
the business justification at stage boundaries. Ref 7.2.1.6, 6.2
PRINCE2®
Foundation Examination
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Page 16 of 19
EN_P2_FND_2017_SamplePaper1_Rationale_V1.5
51 C 3.2.1a A. Incorrect. The setting of tolerances is part of the progress theme. Ref 12.1
B. Incorrect. The purpose of the plans theme is to plans how the products will be
achieved and by whom and to estimate timescales and cost. Ref 9.1, 9.1.1.
C. Correct. The purpose of the organization theme is to define and establish the
project's structure of accountability and responsibilities (the who?). Ref 7.1
D. Incorrect. To apply the principle 'manage by exception', targets and
tolerances must be set against the six aspects of project performance to be
managed. This is part of the application of the progress theme. Ref 12.1
52 B 3.6.1a A. Incorrect. Change is not prevented, it is controlled. Ref 11.1
B. Correct. The aim of change control is not to prevent change, it is to ensure
that every change is agreed by the relevant authority before it takes place. Ref
11.1
C. Incorrect. This is a purpose of the risk theme, which is to identify, assess and
control uncertainty and, thus, improve the ability of the project to succeed. Ref
11.1, 10.1, 10.4.1.2
D. Incorrect. It is a purpose of the quality theme to implement continuous
improvement during the project by capturing and learning lessons. Ref 8.2
53 C 3.3.3a A. Incorrect. Quality assurance may define the type of quality methods the
corporate organization uses, as part of the quality management system, but
quality assurance is independent from the project. It is a project responsibility,
as part of quality planning, to define the type of quality methods the project will
use and include this in the project's quality management approach, (although
this may refer back to the corporate organization's quality management system).
Ref 8.3.5, 8.1.1
B. Incorrect. Quality planning, not quality control, defines the type of quality
methods the project will use. This information is included in the project's quality
management approach. Ref 8.1.1
C. Correct. It is a project responsibility, as part of quality planning, to define the
type of quality methods the project will use and include this in the project's
quality management approach, (although this may refer back to the corporate
organization's quality management system). Ref 8.1.1
D. Incorrect. Quality planning defines the type of quality methods the project will
use. This information is included in the project's quality management approach.
Quality tolerances are defined as part of quality planning. Ref 8.1.1
PRINCE2®
Foundation Examination
©AXELOS Limited 2017.
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The AXELOS swirl logo is a trademark of AXELOS Limited.
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Page 17 of 19
EN_P2_FND_2017_SamplePaper1_Rationale_V1.5
54 A 4.1a A. Correct. The purpose of the 'starting up a project' process is to ensure that
the question “do we have a viable and worthwhile project?” can be answered.
This is achieved by ensuring that the prerequisites for initiating the project are in
place. Ref 14.1
B. Incorrect. The project plan is assembled in the 'initiating a project' process
not the 'starting up a project' process. Ref 16.4.7
C. Incorrect. The project initiation documentation is created in the 'initiating a
project' process not the 'starting up a project' process. Ref 16.4.9
D. Incorrect. The customer's quality expectations are captured and documented
in the project product description during the 'starting up a project' process.
There is no confirmation that these will be met at this point in time as they are a
target objective. Ref 14.4.4
55 B 3.4.3c A. Incorrect. PRINCE2 mandates at least two management stages; an initiation
stage and at least one further management stage. Ref 9.2
B. Correct. There may be more than one delivery step per management stage.
Ref 9.3.1.1
C. Incorrect. Delivery steps often overlap but management stages do not.
Management stages equate to commitment of resources and authority to spend.
Ref 9.3.1.1
D. Incorrect. The end of a management stage does not necessarily need to
occur at the same time as the end of a delivery step. Ref 9.3.1.1
56 A 3.3.1a A. Correct. The quality theme defines the PRINCE2 approach to ensuring that
the project's products meet business expectations. Ref 8.1
B. Incorrect. This is covered by the change theme. The purpose of the change
theme is to identify, assess and control any potential and approved changes to
the project baselines. Ref 11.1
C. Incorrect. This is covered by the business case theme. The purpose of the
business case theme is to establish mechanisms to judge whether the project is
(and remains) desirable, viable and achievable. Ref 6.1
D. Incorrect. This is a purpose of the progress theme. The purpose of the
progress theme is to establish mechanisms to monitor and compare actual
achievements against those planned, to provide a forecast for the project
objectives and the project’s continued viability, and control any unacceptable
deviations. Ref 12.1
PRINCE2®
Foundation Examination
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Page 18 of 19
EN_P2_FND_2017_SamplePaper1_Rationale_V1.5
57 B 4.2f A. Incorrect. Commencement of the initiation stage is approved by the project
board during the 'directing a project' process, at the end of start-up. This is not a
stage boundary. Ref 15.4.1
B. Correct. Reviewing and, if necessary, updating the project initiation
documentation (in particular the business case, project plan, project approach,
strategies, project management team structure and role descriptions) is an
objective of the 'managing a stage boundary' process. Ref 19.2
C. Incorrect. It is the 'managing product delivery' process that controls the link
between the project manager and the teams delivering the products. Ref 18.1
D. Incorrect. Products are assessed and approved when they are completed,
during the 'managing product delivery' process. These quality checks are not left
until the end of the stage. Ref 18.4.2
58 B 3.4.3b A. Incorrect. This is the first step in the planning procedure and is a prerequisite
for planning. It is not part of 'defining and analyzing products’. Ref 9.3.1.2
B. Correct. This is a task of 'defining and analyzing products’. Ref 9.3.1.2
C. Incorrect. This is a step in the planning procedure and it is not part of
'defining and analyzing products’. Ref 9.3.1.2
D. Incorrect. This is a step in the planning procedure and it is not part of
'defining and analyzing products’. Ref 9.3.1.2
59 C 4.3f A. Incorrect. Highlight reports are produced within the 'controlling a stage'
process. Ref 17.4.5, 17.3, fig 17.1
B. Incorrect. The project manager can take corrective action provided the action
does not exceed any of the stage tolerances, or unless authority has been given
by the project board. However, this is done within the 'controlling a stage'
process. Ref 17.3, fig 17.1
C. Correct. In response to an exception report, the project board may request
that the current stage (and possibly the project) is replanned. The output from
re-planning is an exception plan which is produced within the 'managing a stage
boundary' process. Ref 19.3, fig 19.1, 19.4.5, 9.2.1.3
D. Incorrect. Stage plans are authorized by the project board within the
'directing a project' process. Ref 15.4.3
60 A 4.3c A. Correct. The 'initiating a project' process enables the project board to decide
whether the project is aligned to customer objectives. Ref. 16.3
B. Incorrect. The 'directing a project' process, not the 'initiating a project'
process, gives the project board the authority to approve the project. Ref. 15.3
C. Incorrect. The 'controlling a stage' process, not the 'initiating a project'
process, gives the project manager the authority to approve the work to be done
by the teams. Ref. 17.3
D. Incorrect. The 'controlling a stage' process, not the 'initiating a project'
process, defines the suppliers' obligations for the delivery of the work package.
Ref. 17.3
PRINCE2®
Foundation Examination
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