PRINCE2 PRINCE2-7-Foundation Practice Test - Questions Answers, Page 45

The 'managing product delivery' process in PRINCE2 defines the work needed to deliver major products, ensuring effective use of organizational resources. This process focuses on the acceptance, execution, and delivery of project products according to agreed plans between the project manager and the team manager.

Reference: PRINCE2 7 Foundation guide on the 'managing product delivery' process.

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When the project board reviews whether the investment remains justified as the project progresses, this application of the 'manage by stages' principle is evident. This principle ensures that at the end of each stage, the project board reassesses the business case and the viability of the project before deciding to continue with the next stage.

Reference: PRINCE2 7 Foundation resources on the 'manage by stages' principle.

In the 'planning' technique of PRINCE2, understanding what makes the outputs acceptable to the users occurs during the step of 'Defining and Analyzing the Products.' This step involves detailed discussions about product requirements and specifications to ensure clarity on what the project must deliver for it to be accepted by the users. It sets out the criteria that the products must meet to satisfy the user's needs and expectations.

Reference: (PRINCE2 7 Foundation Handbook, AXELOS)

By organizing a workshop with project stakeholders to define the detailed requirements for project outputs, the team manager is applying the PRINCE2 principle of 'Focus on Products.' This principle emphasizes that a project's primary focus should be on product definition, delivery, and quality requirements, which are crucial for achieving project success and user satisfaction.

Reference: (PRINCE2 7 Foundation Handbook, AXELOS)

An internal factor to consider when tailoring PRINCE2 to a specific project environment is 'The organization's procedures.' Tailoring must take into account internal practices, procedures, and organizational culture to ensure that the project management approach aligns well with internal governance and can be effectively integrated within the organizational context.

Reference: (PRINCE2 7 Foundation Handbook, AXELOS)

The 'organizing' practice in PRINCE2 should address how the project management team is structured, specifically detailing which team members should report to whom. This practice ensures clear lines of communication and responsibility within the project team, facilitating effective management and decision-making processes.

Reference: (PRINCE2 7 Foundation Handbook, AXELOS)

When the project manager is also acting as the team manager, they should use a 'Work Package Description' to control the work of a team member. This management product details what is to be delivered, the reporting requirements, and the tolerances within which the team member must work, providing a clear definition and control mechanism for delegated tasks.

Reference: PRINCE2 7 Foundation guide on management products, specifically Work Packages.

The 'manage by stages' principle in PRINCE2 dictates that the end of each stage provides a control point at which the project board can review progress, reassess project viability, and decide on the next steps. This approach allows for regular monitoring and decision-making, ensuring that the project remains aligned with its objectives and within its tolerances.

Reference: PRINCE2 7 Foundation guide on the 'manage by stages' principle.

The need to engage with external suppliers for delivering parts of the project is commonly related to the 'Commercial' project context in PRINCE2. This context involves considerations around contractual arrangements, procurement, and the management of supplier relationships which are crucial for projects relying on external vendors for key components or services.

Reference: (PRINCE2 7 Foundation Handbook, AXELOS)