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[General] PRINCE2-Practitioner Training Materials - PRINCE2-Practitioner Latest Exam Mater

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【General】 PRINCE2-Practitioner Training Materials - PRINCE2-Practitioner Latest Exam Mater

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Obtaining the PRINCE2 Practitioner Certification indicates that the professional has a solid understanding of best practices and project management methodologies. This credential can be useful for those seeking to advance in their project management careers, as it demonstrates a high level of competence and professionalism. PRINCE2 Practitioner Exam certification is also a valuable asset for organizations seeking to improve their project management practices and ensure that projects are completed efficiently and effectively.
PRINCE2 (PRojects IN Controlled Environments) is a widely recognized project management methodology that provides a structured approach to managing projects. It is used by organizations across various industries worldwide. PRINCE2 Practitioner is an advanced level certification offered by AXELOS, the governing body of PRINCE2. PRINCE2 Practitioner Exam certification is designed to validate a candidate's knowledge and understanding of the PRINCE2 methodology and their ability to apply it to real-life project scenarios.
PRINCE2 Practitioner Exam Sample Questions (Q234-Q239):NEW QUESTION # 234
ABC Company carried out a similar project two years ago, in response to changes in health and safety legislation for the health service. The experiences from that project were used to refine the corporate risk management policy. For that reason, the project board decided to use the corporate risk management policy in the risk management approach for this project.
Is this appropriate, and why?
  • A. Yes, because experience from previous projects should be taken into account in the risk management approach.
  • B. Yes, because the corporate risk management policy was updated, as a result of lessons from previous projects.
  • C. No, because the risk management approach should be tailored to suit the project and its environment.
  • D. No, because a separate risk management approach is not necessary when the company has a risk management policy.
Answer: A

NEW QUESTION # 235
Project Scenario - Health and Safety Training Project:
ABC Company is a well-established training company that uses a standard model to develop training materials and deliver courses to customers.
ABC Company has commissioned a project in response to recent changes in government legislation relating to health and safety on construction sites. The project will deliver "capability to provide health and safety training", including the materials needed for classroom-based training and e-learning. The expected benefits for construction companies include a reduction in lost days and legal costs due to accidents.
The e-learning course will be developed by a specialist external consultancy. The materials for classroom- based training will be delivered by ABC Company's development team. All course materials will be piloted before they are used. ABC Company will deliver training to its customers and also hopes to sell the course materials to other training companies as part of their operational business. ABC Company will use their own sales and marketing departments to promote the courses.
The legislation requires construction companies to comply with the new legislation within two years. The course materials and trainers have to be accredited by a government agency before courses can be delivered. ABC Company is planning to deliver pilot courses within five months of starting the project.
The ABC Company standard development model for new courses recommends the following stages:

End of the Project scenario.
Additional Information:
The Chief Executive Officer (CEO) founded the company five years ago. Under her leadership, ABC Company has grown quickly into a successful training company. It delivers a range of accredited professional training.
The Finance Director is also a founder member of ABC Company and is responsible for authorizing budgets for the Operations and Development Teams. She authorizes all large contracts personally.
The Purchasing Manager reports to the Finance Director and is responsible for managing and monitoring supplier contracts.
The Operations Director is responsible for the delivery off all training and for the training development budget. His department organizes courses, venues and trainers. They work with the Product and the Sales teams to provide a comprehensive training schedule. ABC Company's IT manager reports to the Operations Director.
The Business Development Director has recently been appointed to identify new training needs and propose new products. She will work with the Operations. Director to ensure a cost-conscious approach and that appropriate development technologies are used for the health and safety course.
The Training Development Manager reports to the Business Development Director and is responsible for developing training materials and gaining accreditation, in accordance with the standard course development model. Course developers in his team have skills in a range of development technologies and are allocated to projects as needed.
The Training Delivery Manager, who reports to the Operations Director, is responsible for ensuring that internal and external trainers deliver ABC Company training courses to the required standard. He also checks course materials to ensure they are fit for purpose and of the required quality.
The Central Services Director has responsibility for corporate communications, facilities management and configuration management. He recently led a project to consolidate all company quality systems into one quality management system and set up a corporate quality department, now managed by the Corporate Quality Manager.
The Corporate Document Manager reports to the Central Services Director. She helped establish the company's document management system and now operates it across the business. She manages a team of administrators and contracts staff when workload is high.
The Sales Director joined ABC Company two months ago and is keen to establish himself by suggesting new markets for the courses and material. All account managers and the marketing team report to him.
They promote existing training courses to other training companies and existing customers.
End of the additional information.
A construction company that is one of ABC Company's key clients has agreed to provide a member of the staff to review and comment on the 'e-learning course'.
Which stakeholder interest should the member of staff represent, and why?
  • A. Supplier, because this stakeholder provides the expertise required by the project.
  • B. User, because this stakeholder may train its staff using the 'e-learning course'.
  • C. User, because this stakeholder ensures that the project provides value for money.
  • D. Supplier, because this stakeholder is an external supplier.
Answer: C

NEW QUESTION # 236
Which is a correctly defined acceptance criterion for the service level agreement (SLA) with the selected service provider?
  • A. External consultants are to assist in the creation of the SLA.
  • B. The SLA must extend for the full duration of the service contract.
  • C. Any changes to the SLA must be managed through formal change control.
  • D. The selected service provider should be located locally.
Answer: B

NEW QUESTION # 237
A construction company that is one of ABC Company's key clients has agreed to provide a member of the staff to review and comment on the 'e-learning course'.
Which stakeholder interest should the member of staff represent, and why?
  • A. Supplier, because this stakeholder provides the expertise required by the project.
  • B. User, because this stakeholder may train its staff using the 'e-learning course'.
  • C. User, because this stakeholder ensures that the project provides value for money.
  • D. Supplier, because this stakeholder is an external supplier.
Answer: C

NEW QUESTION # 238
Scenario
A central government department, the Ministry of Food Hygiene (MFH), faces increasing pressure to cut costs, better manage suppliers' performance and reduce the confusion caused by inadequate internal controls, outdated standards and outdated technology. External consultants were employed to conduct a feasibility study to identify options to address the problems, and the likely costs and benefits. The following options were considered:
Do nothing.
Re-engineer selected business functions.
Outsource selected business functions.
The feasibility study concluded that there was a case for outsourcing the MFH Information Technology Division and the Facilities Division (maintenance of buildings and grounds). The recommendations were:
One service provider should be contracted to provide the services currently provided by the Information Technology Division and the Facilities Division.
A 10-year service contract should be agreed with the selected service provider.
The feasibility study developed high-level designs of the current organization, processes, systems and operating models, plus an outline Business Case for the required project. The external consultants also made the following recommendations for the management of the project:
Use PRINCE2.
Set up the project with 4 management stages:
Stage 1. Standard PRINCE2 initiation activities.
Stage 2. Create detailed designs (future organization, processes, systems and operating models) and the service level agreement between MFH and the future service provider.
Stage 3. Request and evaluate proposals, select service provider and agree contract.
Stage 4. Transfer equipment and staff, transfer responsibility for service provision and run trial period.
Initial estimates indicated that the project would cost £2.5m and take two years to complete.
MFH senior management agreed that there was a case for outsourcing, and accepted the recommendations as a basis for the project. There is an expected saving of £20m over 10 years.
The Outsourcing project has completed the Starting up a Project process and is now in the initiation stage.
Because of the strategic importance of the project, the MFH Chief Executive Officer has taken the role of Executive. A PRINCE2-experienced Project Manager has been appointed from within MFH. Staff within the business functions being outsourced will work with the external consultants who conducted the feasibility study to define the detailed designs.
Which 2 statements should be recorded under the Reasons heading?
  • A. Relocating staff to the selected service provider's premises will mean that no property transfer is required.
  • B. The lack of up-to-date technology in MFH means a re-engineering of existing services will not necessarily deliver the performance improvements required.
  • C. The inadequate controls, outdated standards and outdated technology must be addressed.
  • D. The Ministry of Food Hygiene (MFH) needs to deal with the increasing pressure to cut costs and better manage supplier's performance.
  • E. Providing re-engineered services in-house will remove the need to transfer staff to a service provider.
Answer: A,D
Explanation:
Explanation
http://www.whatisprince2.net/prince2-theme-business-case.php

NEW QUESTION # 239
......
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