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

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. Project assurance
• B. Senior supplier
• C. Senior user
• D. 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.
• E. Project executive

While the project mandate is being prepared, the Mayor asks the LOB Portfolio Director, acting at the business layer, to select and appoint a suitable project executive for LouisShopping.
Is this an appropriate application of the organization practice, and why?

• A. Yes, because the Portfolio Director, as the business layer representative, takes responsibility for appointing the project executive
• B. Yes, because the Mayor may delegate responsibility for appointing the project executive to any senior stakeholder involved in the project
• C. No, because the responsibility for commissioning and initiating projects within the LOB portfolio rests with the Head of Portfolio Office, not the Portfolio Director
• D. No, because it is the Mayor, as the senior elected authority, who should personally select and appoint the project executive for a project of this civic significance

Before accepting the stage 2 design work package, the BuildyBrick team manager needs to determine how the design team will be organized and controlled and whether the work can be achieved within the stated constraints.
During which 'managing product delivery' activity should this be done?

• A. Accept a work package
• B. Notify work package completion
• C. Execute a work package
• D. Evaluate a work package

At the start of stage 3, the project board inserts detailed recycling tolerances directly into each work package without the project manager agreeing the delegated targets with the relevant team managers.
Is this an appropriate application of the progress practice, and why?

• A. No, because the project manager should authorize the work packages and agree the delegated sustainability tolerances
• B. Yes, because the project board should collect and review work-package progress directly from each delivery team
• C. Yes, because team managers generally need to comply with sustainability metrics set directly by the project board
• D. No, because sustainability tolerances should be recorded only at project level rather than delegated through work packages

The stage 4 inspections cannot start because a geological survey is late. Although the survey team is generally qualified, it lacks a specific technical capability needed to complete the survey. Without first assessing the gap, the project manager recommends replacing the entire team with a subcontractor, which would cause a significant further delay.
Is this an appropriate approach to leading a successful team, and why?

• A. Yes, because the project manager has the authority to source a subcontractor when an existing team member lacks the technical competence required for their assigned work package
• B. No, because before recommending full team replacement the project manager should first seek to understand the nature of the competency gap and explore support options
• C. No, because the project manager and the survey team manager jointly developed and agreed the terms of the work package, and replacing the team contradicts the co-created ways of working
• D. Yes, because bringing in a replacement subcontractor with the necessary technical skills will enable stage 4 activities to resume and reduce the risk of further delays to the overall project