PRINCE2 基础认证练习

PRINCE2 is built on seven principles that must be present for a project to be managed using PRINCE2.

Continued business justification means the business case is reviewed throughout the project and the project can be stopped if justification no longer exists.

The business case records the reasons for the project and is the basis for continued business justification.

The defined roles and responsibilities principle means every role has a clear owner and accountability is understood before work begins.

The project board approves stage plans and reviews progress against the current stage plan before authorizing the next stage.

Tailoring adjusts PRINCE2 to fit the project, organization, and external context instead of applying it rigidly.

Lessons are captured at start-up, reviewed throughout, and recorded in the lessons log so experience is reused.

The business case theme covers justification, funding, benefits, and the ongoing assessment of whether the project is worthwhile.

The organization theme defines the project management team structure, roles, and accountabilities.

The quality theme defines quality expectations, acceptance criteria, quality management, and quality control activities.

The plans theme defines the planning approach, plan levels, and how progress against plans is controlled.

The risk theme manages threats and opportunities that could affect the project.

The change theme controls issues through change authority, issue registers, and configuration management.

The progress theme compares actual results with planned results and uses tolerances for management by exception.

Starting Up a Project prepares the project brief, outline business case, and stage plan before initiation.

Initiating a Project creates the PID, management strategies, registers, and the project plan.

Directing a Project authorizes initiation, stages, exception plans, and closure, and provides overall direction.

Controlling a Stage manages the day-to-day work of a stage, including work package authorization and progress monitoring.

Managing Product Delivery accepts work packages, executes work, and delivers completed products to the project manager.

Managing a Stage Boundary reports on the current stage, plans the next stage, and updates the business case and registers.

Closing a Project confirms acceptance, evaluates benefits, captures lessons, and prepares the end project report.

The Executive owns the business case and is accountable for the project, chairing the project board.

The Senior User represents the users and specifies expected benefits and user needs.

The Senior Supplier represents the suppliers of specialist resources, goods, and services.

Project Assurance independently checks that the project is progressing in line with the project board expectations.

Project Support helps the project manager with administrative and support tasks.

The Project Manager runs the project day to day and keeps the project board informed through reports.

The Team Manager plans and controls the work required to produce products in a work package.

The PID brings together key information so the project board can decide whether to authorize the project.

The risk register records identified risks, their assessment, responses, and owners.

The issue register records all project issues so they can be managed through the change theme.

The lessons log records lessons learned at each stage so they can be applied and reported at closure.

The highlight report is sent to the project board at intervals defined in the communication management strategy.

The end stage report summarizes actual results versus the stage plan and requests authorization for the next stage.

An exception plan replaces the current plan when tolerances are forecast to be breached.

The team plan is created by the team manager to plan the work needed to deliver a work package.

Team managers use checkpoint reports to inform the project manager about work package progress.

A request for change proposes a modification to a baselined product.

An off-specification occurs when a product fails to meet its agreed specification.

Quality review is a structured method for reviewing products against their quality criteria.

Manage by stages, focus on products, and continued business justification are PRINCE2 principles. Crashing is a schedule compression technique, not a principle.

Business case, organization, and risk are PRINCE2 themes. Critical path is a scheduling concept, not a theme.

Starting Up a Project, Directing a Project, and Managing Product Delivery are PRINCE2 processes. Requirements gathering is not one of the seven processes.

The project board consists of the Executive, Senior User, and Senior Supplier. The Team Manager reports to the Project Manager.

Avoid, reduce, and fallback are threat responses. Exploit is a response used for opportunities.

The business case, risk register, and work package are management products. An informal sponsor email is not a defined management product.

Project size, organizational standards, and risk level affect how PRINCE2 is tailored. Cafeteria staffing is irrelevant.

PRINCE2 is designed to be tailored to suit each project environment, size, and risk level.

The quality theme establishes quality expectations, acceptance criteria, and control methods such as quality review.

The Senior User represents users, while the Senior Supplier represents suppliers of resources and expertise.

When a forecast exceeds tolerance, the project manager submits an exception report and the project board may approve an exception plan.

Managing by stages is a core principle, and the project board controls the project by approving each stage plan.

Tailoring adjusts the method to the project context while retaining the principles and themes.

The Executive owns the business case and is accountable for the project achieving its objectives.

The risk register records identified risks, their assessment, responses, and owners.

Closing a Project confirms acceptance, evaluates benefits, captures lessons, and recommends closure.

The end stage report summarizes stage performance and is used by the project board to authorize the next stage.

The business case theme handles justification and benefits, quality handles quality expectations, and risk handles threats and opportunities.

Start-up prepares the brief, initiation produces the PID, and a stage boundary plans the next stage.

A highlight report updates the board, an exception plan replaces a breached plan, and a work package assigns work to a team.