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PRINCE2 Practitioner Examination Sample Paper 3

Document Control Information Document Details Document Name: Purpose of Document: Sample Scenario 3 version 3.2 (Nov 05 Manual)

Provided to help candidates understand the format and type of questions for the practitioner examination
3.2 Live Nicola Kelly Colin Bentley May 2005 January 2006 Colin Bentley

Document Version Number: Document Status: Document Owner: Prepared by: Date of first draft: Date Approved: Approved by: Next Scheduled review date: Version History Version Number: 3.0 Date Approved: 01/01/06

Change / Reasons for change / Comments:

3.1

11/05/06

Document brought in line with APMG document management system and reviewed for changes against the November edition of the PRINCE2 Manual. Document brought in line with OGC PRINCE2 trademark. TM statement placed in addition to the TM changed to the top right instead of bottom right. Acknowledgements also added.
Scenario wording simplified for those where English is the second language

3.2

28/09/06

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Sample_Scenario_3_version_3.2_(Nov_05_Manual)

Released July 2005 Page 1 of 9 The APM Group 2005. This paper remains the property of The APM Group Ltd (APMG). Copying under any circumstances is prohibited, except by an ATO. This paper is not for re-sale

PRINCE2 Practitioner Examination Sample Paper 3

SAMPLE PRACTITIONER PAPER EFFECTIVE FROM 1ST July 2005 Issued September 2005 Scenario & Questions Instructions This paper is a compilation of a scenario, questions and associated attachments. It is designed to provide ATOs and Practitioner Candidates with a sample of the types of questions that may be asked. For each question a marking scheme is included which reflects current marking practices. Where a question requires a subjective assessment, the marking scheme acts as a guide to the examiner and alternative answers will be awarded marks accordingly. If you use this scenario as training material you must use your judgement when advising candidates about the possible answers and scores. The candidates should be aware that no more than 2 marks are given for each point made. As a guide, candidates should spend 1 minute of their time for each mark awarded, e.g. a 10 mark question would require the candidate to spend 10 minutes on the answer, a 25 mark question 25 minutes and so forth. This allows for 30 minutes planning and review time throughout the examination period.

This paper remains the property of The APM Group Ltd (APMG) and can only be copied by training organisations accredited by APMG for use by their clients or by individuals who have booked a practitioner examination with APMG or PRINCE Benelux or PRINCE Australia. Any other copying is strictly forbidden.

Sample_Scenario_3_version_3.2_(Nov_05_Manual)

Released July 2005 Page 2 of 9 The APM Group 2005. This paper remains the property of The APM Group Ltd (APMG). Copying under any circumstances is prohibited, except by an ATO. This paper is not for re-sale

PRINCE2 Practitioner Examination Sample Paper 3


Scenario A very important project has just begun to implement a new sales process throughout the organisation (including job changes, procedures and computing). This follows a feasibility study that ended five months ago. This is the first project in the company to be run under PRINCE2. The Project Manager is an IT Analyst working for the IT manager. The Project Manager and the H.O. Sales manager have both attended PRINCE2 courses and passed the exams. Senior ma a e nk o l g o P IC 2iv r ll n g me t n we e f RN E s eyie s d t. t The project began a few weeks ago with the three teams currently gathering detailed requirements from the users. The project manager is inexperienced, but did a good job as one of the IT analysts who produced the feasibility study. In order to keep costs down, no Team Managers have been appointed. The three teams from IT, personnel and business process re-engineering all report to the Project Manager. A Project Board has been appointed. The Business Process Re-engineering manager, whose people will have to modify the manual procedures, is concerned that too many people are claiming to control different aspects of the project, and has raised this concern with the Sales Director. The Project Board has seventeen people on it. It consists of: The sales director, for whom the project is being done The accounts manager, who has been invited onto the Project Board because, although he has never done the job personally, he says he has experience in handling project managers Six branch managers, whose sales staff will be affected The Business Process Re-engineering manager who is writing the new procedures The Personnel Manager who will have to negotiate any job changes The IT manager whose staff will carry out the computing part of the work The head office sales manager, whose staff will be affected Two external marketing consultants, who advised the company on a recent marketing exercise The manager of internal audit Two senior sales representatives, who will personally be affected. An organisation chart of the company is attached, showing the positions of the people mentioned in the scenario. The project manager still considers that he is the lead analyst and has allocated to himself a full time technical workload. The project manager is working from a plan created during feasibility. An IT consultant produced the plan, concentrating on what were estimated as the technical activities that would be required. The plan shows that the project will last fifteen months.

Sample_Scenario_3_version_3.2_(Nov_05_Manual)

Released July 2005 Page 3 of 9 The APM Group 2005. This paper remains the property of The APM Group Ltd (APMG). Copying under any circumstances is prohibited, except by an ATO. This paper is not for re-sale

PRINCE2 Practitioner Examination Sample Paper 3 Questions 1 Refer to the scenario and attachment 1 (Company Organisation Structure) The Managing Director (MD) is concerned about the organisation of the project. She thinks the Project Board is too large. a She has asked you to design a new Project Board, stating who the members should be and the role they should take, giving one PRINCE2 reason and one scenario reason for each person chosen. b For each of the people no longer on the Project Board, suggest what other role or roles, if any, the person might take. c T eMDh s o c rs v rh Po c Ma a ee p r n ea d h a c n en o e te rj t n g r x ei c n e s e workload. A a s teP s ok a a de p r n ea ds t y u n l e h Mw rl d n x ei c n t e o r y o e a conclusions and associated reasoning. What recommendations would you make based on your analysis and conclusions. 2 a The Project Board meets every month and the Accounts Manager is having regular meetings with the Project Manager refer to attachment 3 (Supplementary Information) The MD believes these meetings may be unnecessary and has asked to meet with you to discuss them next week. Make notes in preparation for your meeting with the MD so that you will be able to explain how PRINCE2 suggests that the Project Board and the Accounts Manager may retain control (if appropriate). b T ePo c Ma a ej ic alg i t b v r b s. o mi t h rj t n g r o s l r o g o e ey u y H w g e s b e y n h the use of the Daily Log help the Project Manager? 22 marks 3 Refer to the scenario and attachment 2 (Memo). The Analyst has made four suggestions in the memo. a For each suggestion discuss whether you agree or not giving your reasons. b What actions would you recommend that the Project Manager take about the memo from the analyst? For each action state the relevant PRINCE2 products and sub-processes that you would use. 19 marks 4 marks

12 marks

24 marks

10 marks

28 marks

31 marks

Sample_Scenario_3_version_3.2_(Nov_05_Manual)

Released July 2005 Page 4 of 9 The APM Group 2005. This paper remains the property of The APM Group Ltd (APMG). Copying under any circumstances is prohibited, except by an ATO. This paper is not for re-sale

PRINCE2 Practitioner Examination Sample Paper 3 Attachment No 1 - Company Organisation Chart

Managing Director

Sales Director

Central Services Director

Finance Director

Business Process Reengineering Manager

Internal Audit Manager

IT Manager IT Analysts

Personnel Manager

Wages & Pensions

Accounts Manager

Head Office Sales Manager

Branch Managers

External Marketing Consultants

Senior Sales Representatives

Sample_Scenario_3_version_3.2_(Nov_05_Manual)

Released July 2005 Page 5 of 9 The APM Group 2005. This paper remains the property of The APM Group Ltd (APMG). Copying under any circumstances is prohibited, except by an ATO. This paper is not for re-sale

PRINCE2 Practitioner Examination Sample Paper 3 Attachment No 2 - Memo From: Analyst on the Sales Process Re-engineering Project To: Project Manager

I am not going to finish the specification of the user needs this week. The senior sales clerks who were identified to advise me on the sales requirements have cancelled the last three meetings that I arranged with them. They say that they are too busy to provide me with the specification of their needs. Last time I complained to the Head Office Sales Manager, but he told me that it was my job and that I should just continue with it, even if the senior sales clerks were too busy to help. A o ra t h cp i me t gy ume t n dta y uh d s da y f u tow e s t u l C e k o t ei o s n n ni e h t o a n u e n o o rw e k o t time tolerances for the stage. Could we add that to my target date? If so, I think that I can create their specification from their feasibility documents, plus talking to some of the more junior sales staff, and just get the senior sales clerks to check these when I have finished.

Sample_Scenario_3_version_3.2_(Nov_05_Manual)

Released July 2005 Page 6 of 9 The APM Group 2005. This paper remains the property of The APM Group Ltd (APMG). Copying under any circumstances is prohibited, except by an ATO. This paper is not for re-sale

PRINCE2 Practitioner Examination Sample Paper 3 Attachment No 3 Supplementary Information


Because of the importance of the project, the Project Board is insisting on a progress meeting on the first Friday of every month. These take a whole day with all board members questioning the project manager about all aspects of the project, offering opinions about how to proceed and challenging work priorities. Because of the scope and intensity of the questioning, the Project Manager has to spend two or three days in preparation for the meetings. Also, the accounts manager and one of the senior sales representatives meet with the project manager at least once a week. In fact, the Business Process Re-engineering manager has seen tea c u t ma a e i tepo c ma a eofes v rlme aw e . nb i q e t n d h co ns n g rn h rj t n g r f e s i e ea t s e k O e g u so e c i n i about this, the project manager reported that the accounts manager always said he wanted to check work status, but was in effect trying to put pressure on the project manager to reduce the time allowed for activities.

Sample_Scenario_3_version_3.2_(Nov_05_Manual)

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PRINCE2 Practitioner Examination Sample Paper 3 Marking Scheme


Q1(a) 1. Project Board Composition Executive - Sales Director (2); MD (2); Finance Director (2). Allow only one choice. Reasons for choice PRINCE2 reasons 1 mark for any from: Authority to make decisions Authority to commit resources Authority to approve products/plans Scenario Reasons: Any reason for 1 mark Sales Director: project is being done for his/her department Managing Director: As MD can represent the business interests; control the budget Financial Director: Can provide business/financial expertise; able to monitor the Business Case Senior User: H.O. Sales Manager (2) or Sales Director (2). (Sales Director can take both Exec and Senior User role) PRINCE2 reasons 1 mark for any from: Authority to make decisions Authority to commit resources Authority to approve products/plans Scenario Reasons: Any reason for 1 mark Sales Director: project is being done for his/her department; can represent the users (of the New Sales Process); H.O. Sales Manager: Can represent all the Users. Senior Supplier role best choice is Central Services Director (2) or BPR Manager and, Personnel Manager and IT Manager (2) PRINCE2 reasons 1 mark for any from: Authority to make decisions Authority to commit resources Authority to approve products/plans Scenario Reasons: Any reason for 1 mark Central Services Director controls all the staff involved in supplying the required skills BPRE/Personnel/IT Manager can share the role as all have work on the project Roles for those not selected for the new Project Board - award marks up to the maximum of 24 Sales Director if not used can be part of the Corporate body (2) Accounts Manager No role (2) reason (1) o s meo E e ui a s rn erl ()e s n() ro f x c te sua c o 2 ra o 1 vs e 6 branch managers & H.O. Sales Manager Possible user commi eme t gu d r . . a s n g r c a ma s i () t t e ei n e HO s l ma a e h i n h 2 n e s r p Or Team Managers (2) reason (1) Or user assurance role (2) Reasons (1) BPRE Manager/IT Manager/Personnel Manager Team Managers (2) Reasons (1) External marketing consultants Best option would be no role (2). Possible user assurance (2) Reason (1) Manager of internal audit Assurance role for Executive or all of the Project Board (2) Reason (1) 2 senior sales representatives Either user assurance or no role (2) Reasons (1) Q1(c) 5. 6. 7. 8. 9. Extra 100% effort as lead analyst does not leave time to do Project Manager job S o l s i xei c dPo c Ma a e o ak y rj t h u n u e n p r n e rj t n g r n e po c dt e e e e Appoint TMs (2) Will free up time as PM probably has little knowledge of other workstreams (2) Current PM should drop technical role (2) or become a Team member (1) or Team Manager (1) PM to be H.O Sales Manager or IT Manager/Personnel Manager/BPRE Manager Total 2 2 4 4 2 50 4

2.

3.

Q1(b) 4.

24

Sample_Scenario_3_version_3.2_(Nov_05_Manual)

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PRINCE2 Practitioner Examination Sample Paper 3


Q2(a) 1. 2. 3. 4. Q2(b) 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. Extra Q3(a) 1 2 4 5

R p c po rs me t g () i s g s 1 E As 1 a dHg light Reports (1) Explanation (2) e l e rge s ei s 1 wt t e () S () n i a n h a h Management by exception (2) tolerances (1) stage tolerances (1) explanation (2) tolerance elements (1 each to max 6) Exception Report (1) content (1) CS8 (1) DP4 (1) Exception Plan (1) DP3 (1) Drop meetings with Accounts Manager & Sales rep (2) Communication Plan (2) Reminder to check with risk owner on risk status Note to check on what is on critical path in the next week Note to check on products due to complete in next few days Reminder to check on Quality Log entries for any problems Note to check on outstanding Project Issue impact analyses Follow up on any outstanding Highlight Report problems/actions from other people Chase activities that are slipping to see if plan modification can be avoided Check on state of tolerances Notes from discussions with TMs and Project Board members Phone calls to be made Communication Plan changes (1) Work Packages that need adjustment (1) Total Should all time tolerance be used for this delay (Up to 3 marks for demonstration of understanding pros and cons) 5-month old feasibility study may be out of date for getting accurate user needs User requirements from junior staff is dangerous (2) they may not know enough (2) Getting check by senior sales clerks at end is too late (2) may cause delays if they find errors/omissions (2) Senior User is responsible for quality of user specification (2) and commitment of resources to do it (2) at last ESA (2) Informal discussion with Senior User to get commitment Mention in next Highlight Report (2) CS6 (1) in section on Potential Problems (2) Look for pressure on Senior User from other Project Board members (2) Raise Project Issue (2) Issue Log (1) CS3 (1) CS4 (1) impact analysis (1) CS2 (1) CS5 (1) Review tolerances (1) Put in Risk Log (2) CS8 (1) Exception Report (1) Explanation (1) DP4 (1) Exception Plan (1) exception assessment (1) change Work Package (1) revise tolerances (1) CS1 & MP1 (1 each) General understanding of the gradual escalation process by the Project Manager Total

6 12 6 4 2 2 2 2 2 2 2 2 2 2 2 50 3 2 4 10

Q3(b) 6 7 8 9 10 11 Extra

2 7 9 5 7 1 50

Sample_Scenario_3_version_3.2_(Nov_05_Manual)

Released July 2005 Page 9 of 9 The APM Group 2005. This paper remains the property of The APM Group Ltd (APMG). Copying under any circumstances is prohibited, except by an ATO. This paper is not for re-sale

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