{"id":17851,"date":"2026-09-21T11:52:29","date_gmt":"2026-09-21T11:52:29","guid":{"rendered":"https:\/\/www.examlabs.com\/certification\/?p=17851"},"modified":"2026-09-21T12:05:06","modified_gmt":"2026-09-21T12:05:06","slug":"prince2-prince2-7-foundation-practice-test-questions-and-exam-dumps-part-5-q81-100","status":"publish","type":"post","link":"https:\/\/www.examlabs.com\/certification\/prince2-prince2-7-foundation-practice-test-questions-and-exam-dumps-part-5-q81-100\/","title":{"rendered":"PRINCE2 PRINCE2 7 Foundation Practice Test Questions and Exam Dumps Part 5 Q81-100"},"content":{"rendered":"

View Full <\/b>PRINCE2 PRINCE2 7 Foundation Exam Dumps<\/b><\/a> <\/b>and Practice Test Dumps<\/b><\/p>\n

 <\/p>\n

Question: 81. Which PRINCE2 7 principle ensures that project decisions and controls are adapted to the project’s circumstances rather than applied rigidly?<\/b><\/p>\n

    \n
  1. <\/b> Manage by stages<\/span>
    \n<\/span>2.<\/b> Tailor to suit the project<\/span>
    \n<\/span>3.<\/b> Focus on products<\/span>
    \n<\/span>4.<\/b> Manage by exception<\/span><\/li>\n<\/ol>\n

    Correct Answer:<\/b> 2. Tailor to suit the project<\/span><\/p>\n

    Explanation:<\/b><\/p>\n

    Tailoring ensures that PRINCE2 is applied appropriately to the project’s size, complexity, context, risk, importance, and organizational environment. A project should not introduce unnecessary management controls simply because they appear in a generic method description. At the same time, tailoring does not mean removing the essential principles of PRINCE2. The project management team should determine how the practices, processes, roles, management products, and controls should be applied. This allows the method to remain effective across different types of projects while maintaining appropriate governance, accountability, and control.<\/span><\/p>\n

    Question: 82. Which role is responsible for representing the interests of those who will use the project’s products?<\/b><\/p>\n

      \n
    1. <\/b> Senior Supplier<\/span>
      \n<\/span>2.<\/b> Project Executive<\/span>
      \n<\/span>3.<\/b> Senior User<\/span>
      \n<\/span>4.<\/b> Project Manager<\/span><\/li>\n<\/ol>\n

      Correct Answer:<\/b> 3. Senior User<\/span><\/p>\n

      Explanation:<\/b><\/p>\n

      The Senior User represents the interests of those who will use, operate, maintain, or otherwise benefit from the project’s products. This role helps ensure that user requirements and expected benefits are properly represented in project decisions. The Senior User also contributes to defining acceptance requirements and confirming that the resulting products can support the intended outcomes. The Senior Supplier represents the technical and supplier perspective, while the Executive represents the business perspective. The Project Manager is responsible for day-to-day project management rather than specifically representing the users. Clear representation of users helps prevent delivery of products that do not meet their intended needs.<\/span><\/p>\n

      Question: 83. What is the main purpose of the Business Case practice?<\/b><\/p>\n

        \n
      1. <\/b> To define the technical architecture of every product<\/span>
        \n<\/span>2.<\/b> To document only project risks<\/span>
        \n<\/span>3.<\/b> To establish how team members will communicate<\/span>
        \n<\/span>4.<\/b> To assess whether the project remains desirable, viable and achievable**<\/span><\/li>\n<\/ol>\n

        Correct Answer:<\/b> 4. To assess whether the project remains desirable, viable and achievable<\/span><\/p>\n

        Explanation:<\/b><\/p>\n

        The Business Case practice provides the basis for assessing whether the project remains justified. It considers why the project is needed, what it is expected to achieve, the expected benefits, costs, risks, and other relevant factors. The justification should be maintained throughout the project rather than considered only at initiation. Significant changes in circumstances may affect whether the project should continue. Technical architecture belongs to product and technical planning, while communication and risk management are addressed through their respective approaches and practices. Maintaining business justification supports informed governance and helps ensure that resources continue to be invested in a worthwhile project.<\/span><\/p>\n

        Question: 84. Which management product describes the project, its objectives, scope and expected outcomes at an early point before full initiation?<\/b><\/p>\n

          \n
        1. <\/b> Project Brief<\/span>
          \n<\/span>2.<\/b> Stage Plan<\/span>
          \n<\/span>3.<\/b> Exception Plan<\/span>
          \n<\/span>4.<\/b> End Project Report<\/span><\/li>\n<\/ol>\n

          Correct Answer:<\/b> 1. Project Brief<\/span><\/p>\n

          Explanation:<\/b><\/p>\n

          The Project Brief provides an initial understanding of the project and is developed during Starting up a Project. It can describe the project’s purpose, objectives, desired outcomes, scope, expected benefits, risks, and other information needed to decide whether the project should be initiated. It provides a foundation for developing the more detailed Project Initiation Documentation. A Stage Plan is concerned with managing a particular stage, while an Exception Plan is developed in response to an exception. The End Project Report is produced near project closure. Therefore, the Project Brief is the appropriate early definition of the project.<\/span><\/p>\n

          Question: 85. Which PRINCE2 7 practice establishes how issues affecting the project will be captured, assessed and controlled?<\/b><\/p>\n

            \n
          1. <\/b> Progress<\/span>
            \n<\/span>2.<\/b> Issues<\/span>
            \n<\/span>3.<\/b> Quality<\/span>
            \n<\/span>4.<\/b> People<\/span><\/li>\n<\/ol>\n

            Correct Answer:<\/b> 2. Issues<\/span><\/p>\n

            Explanation:<\/b><\/p>\n

            The Issues practice provides the framework for managing matters that require consideration because they may affect the project or its products. Issues can include requests for change, off-specifications, and other concerns that need to be assessed and controlled. The practice establishes how issues are captured, examined, assessed for impact, and handled according to delegated authority and agreed controls. The Quality practice focuses on product quality, while Progress focuses on monitoring performance and controlling the project. The People element addresses human relationships and behaviors. Proper issue management helps prevent uncontrolled changes from affecting the project’s agreed objectives.<\/span><\/p>\n

            Question: 86. A team discovers that a product cannot meet one of its agreed specifications. What type of issue does this represent?<\/b><\/p>\n

              \n
            1. <\/b> Off-specification<\/span>
              \n<\/span>2.<\/b> Risk<\/span>
              \n<\/span>3.<\/b> Benefit<\/span>
              \n<\/span>4.<\/b> Checkpoint Report<\/span><\/li>\n<\/ol>\n

              Correct Answer:<\/b> 1. Off-specification<\/span><\/p>\n

              Explanation:<\/b><\/p>\n

              An off-specification occurs when a product or deliverable is forecast or found to be unable to meet an agreed specification. This is an issue because it concerns a deviation from what was originally agreed. It should be captured and assessed through the project’s issue management and change-control arrangements. A risk is an uncertain event or set of events that may affect objectives in the future, whereas an off-specification concerns an identified failure or forecast failure to meet a requirement. A Checkpoint Report is a management report rather than an issue type. Correct classification supports appropriate assessment and decision-making.<\/span><\/p>\n

              Question: 87. Which PRINCE2 7 practice is most directly concerned with determining whether products are fit for purpose?<\/b><\/p>\n

                \n
              1. <\/b> Business Case<\/span>
                \n<\/span>2.<\/b> Progress<\/span>
                \n<\/span>3.<\/b> Quality<\/span>
                \n<\/span>4.<\/b> Risk<\/span><\/li>\n<\/ol>\n

                Correct Answer:<\/b> 3. Quality<\/span><\/p>\n

                Explanation:<\/b><\/p>\n

                The Quality practice establishes the arrangements needed to define, control, and assure the required quality of products. It helps ensure that products have clear quality criteria and that appropriate quality methods are used to verify whether those criteria have been met. Quality is not limited to inspecting completed products; it also involves defining expectations and planning how quality will be achieved. The Business Case focuses on justification, Progress focuses on project performance and control, and Risk addresses uncertainty. By applying quality management throughout delivery, the project can identify problems early rather than discovering unacceptable products only at the end.<\/span><\/p>\n

                Question: 88. Which report is used to summarize the performance of a completed management stage and provide information for the stage boundary?<\/b><\/p>\n

                  \n
                1. <\/b> Highlight Report<\/span>
                  \n<\/span>2.<\/b> End Stage Report<\/span>
                  \n<\/span>3.<\/b> Checkpoint Report<\/span>
                  \n<\/span>4.<\/b> Daily Log<\/span><\/li>\n<\/ol>\n

                  Correct Answer:<\/b> 2. End Stage Report<\/span><\/p>\n

                  Explanation:<\/b><\/p>\n

                  The End Stage Report provides the Project Board with information about the performance of a completed management stage. It can summarize progress against the Stage Plan, actual performance, forecasts, issues, risks, and other information relevant to reviewing the stage. This information supports the stage boundary process and helps the Project Board decide whether the project should continue into the next stage. A Highlight Report is normally used during a stage for regular reporting, while a Checkpoint Report provides delivery-level information. The Daily Log is used for informal day-to-day recording by the Project Manager and is not a formal stage-end report.<\/span><\/p>\n

                  Question: 89. What is the primary purpose of a Stage Plan?<\/b><\/p>\n

                    \n
                  1. <\/b> To describe the organization’s entire portfolio<\/span>
                    \n<\/span>2.<\/b> To record every project lesson after closure<\/span>
                    \n<\/span>3.<\/b> To define how a management stage will be delivered and controlled<\/span>
                    \n<\/span>4.<\/b> To replace the Project Initiation Documentation<\/span><\/li>\n<\/ol>\n

                    Correct Answer:<\/b> 3. To define how a management stage will be delivered and controlled<\/span><\/p>\n

                    Explanation:<\/b><\/p>\n

                    A Stage Plan provides the detailed plan for managing and controlling a particular management stage. It establishes what is expected to be delivered during the stage, when activities and products are expected, the resources required, and the controls used to monitor performance. It is developed with consideration of the project’s overall direction and the stage’s objectives. The Stage Plan is therefore more detailed and stage-specific than the overall project-level information. It does not replace the Project Initiation Documentation or function as a portfolio plan. Effective stage planning enables the Project Manager to operate within agreed tolerances and provide meaningful progress information.<\/span><\/p>\n

                    Question: 90. Which role provides the technical perspective and represents the interests of those designing and supplying the project’s products?<\/b><\/p>\n

                      \n
                    1. <\/b> Senior Supplier<\/span>
                      \n<\/span>2.<\/b> Senior User<\/span>
                      \n<\/span>3.<\/b> Executive<\/span>
                      \n<\/span>4.<\/b> Project Support<\/span><\/li>\n<\/ol>\n

                      Correct Answer:<\/b> 1. Senior Supplier<\/span><\/p>\n

                      Explanation:<\/b><\/p>\n

                      The Senior Supplier represents the interests of those designing, developing, procuring, or supplying the project’s products. This role provides the Project Board with the necessary technical and supplier perspective when making decisions. The Senior Supplier helps ensure that the proposed solutions are feasible from a supplier or technical standpoint and that appropriate resources and capabilities are available. The Senior User represents users and expected benefits, while the Executive represents the business perspective. Project Support provides administrative and specialist support. Having these perspectives represented on the Project Board helps balance business, user, and supplier interests.<\/span><\/p>\n

                      Question: 91. Which process is concerned with confirming that there is a viable and worthwhile project before significant resources are committed to initiation?<\/b><\/p>\n

                        \n
                      1. <\/b> Closing a Project<\/span>
                        \n<\/span>2.<\/b> Managing Product Delivery<\/span>
                        \n<\/span>3.<\/b> Starting up a Project<\/span>
                        \n<\/span>4.<\/b> Managing a Stage Boundary<\/span><\/li>\n<\/ol>\n

                        Correct Answer:<\/b> 3. Starting up a Project<\/span><\/p>\n

                        Explanation:<\/b><\/p>\n

                        Starting up a Project is concerned with determining whether the proposed project is sufficiently worthwhile and viable to justify initiation. It involves activities such as appointing key project management roles, capturing previous lessons, designing the project management team, preparing the Project Brief, and preparing the outline Business Case. The objective is to avoid investing substantial resources in initiating a project that lacks sufficient justification or feasibility. Managing a Stage Boundary occurs between stages, Managing Product Delivery coordinates delivery work, and Closing a Project deals with the controlled completion of the project. Starting up a Project therefore provides the initial decision foundation.<\/span><\/p>\n

                        Question: 92. What does the Manage by Exception principle allow?<\/b><\/p>\n

                          \n
                        1. <\/b> Every decision to be escalated immediately to corporate management<\/span>
                          \n<\/span>2.<\/b> Project management authority to be delegated within agreed tolerances<\/span>
                          \n<\/span>3.<\/b> All project documentation to be removed<\/span>
                          \n<\/span>4.<\/b> The Project Manager to change project objectives without approval<\/span><\/li>\n<\/ol>\n

                          Correct Answer:<\/b> 2. Project management authority to be delegated within agreed tolerances<\/span><\/p>\n

                          Explanation:<\/b><\/p>\n

                          Manage by Exception allows authority to be delegated while establishing clear limits through tolerances. Managers can make decisions and manage their assigned work without constantly seeking approval, provided that forecasts remain within the agreed boundaries. If a tolerance is forecast to be exceeded, the matter is escalated to the appropriate higher authority. This approach helps maintain effective governance while avoiding unnecessary escalation of routine decisions. It does not mean that project objectives can be changed without authorization or that every matter must be escalated immediately. Clearly defined tolerances and reporting arrangements are essential to making this principle work effectively.<\/span><\/p>\n

                          Question: 93. Which document records information about identified risks and their current status?<\/b><\/p>\n

                            \n
                          1. <\/b> Risk Register<\/span>
                            \n<\/span>2.<\/b> Quality Register<\/span>
                            \n<\/span>3.<\/b> Communication Management Approach<\/span>
                            \n<\/span>4.<\/b> Product Description<\/span><\/li>\n<\/ol>\n

                            Correct Answer:<\/b> 1. Risk Register<\/span><\/p>\n

                            Explanation:<\/b><\/p>\n

                            The Risk Register is used to record information about identified risks and their management. Depending on the project’s tailoring, it can contain information such as the risk description, cause, event, effect, probability, impact, proximity, response, risk owner, and current status. It provides a central record that supports monitoring and decision-making throughout the project. The Quality Register records quality-related activities, the Communication Management Approach defines communication arrangements, and a Product Description defines characteristics and quality expectations for a product. Keeping risk information current helps the project understand its exposure and ensure that agreed responses remain appropriate.<\/span><\/p>\n

                            Question: 94. What is the main purpose of the Lessons Log?<\/b><\/p>\n

                              \n
                            1. <\/b> To authorize project expenditure<\/span>
                              \n<\/span>2.<\/b> To record lessons that may be useful to the current or future project<\/span>
                              \n<\/span>3.<\/b> To replace the Risk Register<\/span>
                              \n<\/span>4.<\/b> To document only rejected change requests<\/span><\/li>\n<\/ol>\n

                              Correct Answer:<\/b> 2. To record lessons that may be useful to the current or future project<\/span><\/p>\n

                              Explanation:<\/b><\/p>\n

                              The Lessons Log is used to capture lessons identified during the project. Lessons may concern what worked well, what did not work well, and what could be improved. PRINCE2 encourages lessons to be captured and applied throughout the project rather than waiting until closure. This supports the Learn from Experience principle and helps the project improve its management and delivery practices. The Lessons Log is not a financial authorization document, risk record, or issue-only record. At the end of the project, relevant lessons can contribute to the End Project Report or organizational learning arrangements.<\/span><\/p>\n

                              Question: 95. Which statement best describes the purpose of the Project Board?<\/b><\/p>\n

                                \n
                              1. <\/b> It performs all day-to-day project management activities<\/span>
                                \n<\/span>2.<\/b> It provides overall direction and authorizes the project and its stages<\/span>
                                \n<\/span>3.<\/b> It performs every product quality test<\/span>
                                \n<\/span>4.<\/b> It manages individual technical tasks within Work Packages<\/span><\/li>\n<\/ol>\n

                                Correct Answer:<\/b> 2. It provides overall direction and authorizes the project and its stages<\/span><\/p>\n

                                Explanation:<\/b><\/p>\n

                                The Project Board provides overall direction and governance for the project. It represents the business, user, and supplier interests through the Executive, Senior User, and Senior Supplier roles. The Board makes key decisions, authorizes the project and stages, provides direction when required, and responds to exceptions that exceed delegated authority. The Project Manager is responsible for day-to-day management, while delivery teams perform the technical and product-related work. The Project Board therefore should not become involved in routine task management. Its role is to provide appropriate governance, direction, and decision-making at the project level.<\/span><\/p>\n

                                Question: 96. Which PRINCE2 7 process coordinates the relationship between the Project Manager and those responsible for producing specialist products?<\/b><\/p>\n

                                  \n
                                1. <\/b> Managing Product Delivery<\/span>
                                  \n<\/span>2.<\/b> Directing a Project<\/span>
                                  \n<\/span>3.<\/b> Starting up a Project<\/span>
                                  \n<\/span>4.<\/b> Closing a Project<\/span><\/li>\n<\/ol>\n

                                  Correct Answer:<\/b> 1. Managing Product Delivery<\/span><\/p>\n

                                  Explanation:<\/b><\/p>\n

                                  Managing Product Delivery establishes and controls the relationship between the Project Manager and the people responsible for delivering specialist products. It includes agreeing Work Packages, receiving completed products, monitoring progress, and ensuring that delivery work is carried out within agreed expectations. This process allows the Project Manager to delegate detailed product delivery while retaining appropriate control over the stage. Directing a Project belongs to Project Board-level governance, Starting up a Project establishes whether initiation should proceed, and Closing a Project focuses on controlled completion. Managing Product Delivery therefore provides the main interface between project management and product delivery.<\/span><\/p>\n

                                  Question: 97. What should the Project Manager consider when tailoring PRINCE2 7 for a particular project?<\/b><\/p>\n

                                    \n
                                  1. <\/b> Only the project’s budget<\/span>
                                    \n<\/span>2.<\/b> Only the number of people on the project team<\/span>
                                    \n<\/span>3.<\/b> The project’s context, complexity, scale, risk and other relevant circumstances<\/span>
                                    \n<\/span>4.<\/b> Only the preferred working method of the Project Manager<\/span><\/li>\n<\/ol>\n

                                    Correct Answer:<\/b> 3. The project’s context, complexity, scale, risk and other relevant circumstances<\/span><\/p>\n

                                    Explanation:<\/b><\/p>\n

                                    Tailoring should consider the circumstances of the specific project rather than relying on a one-size-fits-all implementation. Relevant factors can include project size, complexity, organizational environment, risk, contractual context, delivery approach, stakeholder needs, governance requirements, and the capabilities of the people involved. The objective is to apply PRINCE2 in a way that remains effective and proportionate while preserving appropriate governance and control. Tailoring is therefore broader than simply considering budget or team size. The Project Manager may contribute to tailoring decisions, but the resulting arrangements should be appropriate to the project’s overall context and governance.<\/span><\/p>\n

                                    Question: 98. What is the main purpose of a Communication Management Approach in relation to stakeholders?<\/b><\/p>\n

                                      \n
                                    1. <\/b> To identify appropriate information needs and communication methods<\/span>
                                      \n<\/span>2.<\/b> To calculate the project’s return on investment<\/span>
                                      \n<\/span>3.<\/b> To define product acceptance criteria only<\/span>
                                      \n<\/span>4.<\/b> To approve all project risks<\/span><\/li>\n<\/ol>\n

                                      Correct Answer:<\/b> 1. To identify appropriate information needs and communication methods<\/span><\/p>\n

                                      Explanation:<\/b><\/p>\n

                                      A Communication Management Approach supports effective communication by defining how information will be provided to relevant stakeholders and project participants. It can consider who needs information, what information they need, when they need it, how it should be communicated, and who is responsible for providing it. This helps reduce misunderstandings and ensures that stakeholders receive appropriate information for their responsibilities and interests. It does not calculate financial returns, define product acceptance criteria, or approve risks. Effective communication is particularly important in projects involving multiple stakeholder groups, because different audiences may require different information and communication methods.<\/span><\/p>\n

                                      Question: 99. Which practice helps determine whether the project is progressing according to its agreed plans and tolerances?<\/b><\/p>\n

                                        \n
                                      1. <\/b> People<\/span>
                                        \n<\/span>2.<\/b> Quality<\/span>
                                        \n<\/span>3.<\/b> Progress<\/span>
                                        \n<\/span>4.<\/b> Issues<\/span><\/li>\n<\/ol>\n

                                        Correct Answer:<\/b> 3. Progress<\/span><\/p>\n

                                        Explanation:<\/b><\/p>\n

                                        The Progress practice establishes mechanisms for monitoring actual performance against agreed plans and tolerances. It supports decisions about whether the project, stage, or Work Package is proceeding as expected and whether escalation is required. Progress information can cover areas such as time, cost, scope, quality, risk, and benefits, depending on the project’s management arrangements. The practice therefore provides an important foundation for control and governance. Quality focuses on product quality, Issues manages matters requiring assessment and control, and People focuses on relationships, leadership, and human aspects. Progress ensures that performance information is available for appropriate management decisions.<\/span><\/p>\n

                                        Question: 100. Which action best demonstrates the Focus on Products principle?<\/b><\/p>\n

                                          \n
                                        1. <\/b> Starting activities before defining what must be delivered<\/span>
                                          \n<\/span>2.<\/b> Defining products clearly, including their quality criteria and acceptance requirements<\/span>
                                          \n<\/span>3.<\/b> Measuring success only by the amount of money spent<\/span>
                                          \n<\/span>4.<\/b> Allowing each team to define project objectives independently<\/span><\/li>\n<\/ol>\n

                                          Correct Answer:<\/b> 2. Defining products clearly, including their quality criteria and acceptance requirements<\/span><\/p>\n

                                          Explanation:<\/b><\/p>\n

                                          Focus on Products means that the project should concentrate on defining and delivering products that meet agreed requirements. Clear product definitions help establish what must be produced, what quality is expected, how the product will be verified, and what will constitute acceptance. This product focus supports planning, estimation, quality management, and stakeholder understanding. Starting work without knowing the required outputs can create ambiguity and rework. Financial expenditure alone does not demonstrate successful delivery, and individual teams should not independently redefine project objectives. Clearly defined products provide a common basis for organizing and controlling the work required to achieve the project’s intended outcomes.<\/span><\/p>\n

                                           <\/p>\n","protected":false},"excerpt":{"rendered":"

                                          View Full PRINCE2 PRINCE2 7 Foundation Exam Dumps and Practice Test Dumps   Question: 81. Which PRINCE2 7 principle ensures that project decisions and controls are adapted to the project’s circumstances rather than applied rigidly? Manage by stages 2. Tailor to suit the project 3. Focus on products 4. Manage by exception Correct Answer: 2. […]<\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":[],"categories":[1648,1647],"tags":[],"_links":{"self":[{"href":"https:\/\/www.examlabs.com\/certification\/wp-json\/wp\/v2\/posts\/17851"}],"collection":[{"href":"https:\/\/www.examlabs.com\/certification\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.examlabs.com\/certification\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.examlabs.com\/certification\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/www.examlabs.com\/certification\/wp-json\/wp\/v2\/comments?post=17851"}],"version-history":[{"count":2,"href":"https:\/\/www.examlabs.com\/certification\/wp-json\/wp\/v2\/posts\/17851\/revisions"}],"predecessor-version":[{"id":17892,"href":"https:\/\/www.examlabs.com\/certification\/wp-json\/wp\/v2\/posts\/17851\/revisions\/17892"}],"wp:attachment":[{"href":"https:\/\/www.examlabs.com\/certification\/wp-json\/wp\/v2\/media?parent=17851"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.examlabs.com\/certification\/wp-json\/wp\/v2\/categories?post=17851"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.examlabs.com\/certification\/wp-json\/wp\/v2\/tags?post=17851"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}