API 570 Piping Inspector

Correct: In the Managing Product Delivery process, specifically the ‘Deliver a Work Package’ activity, the Team Manager is responsible for ensuring that all products defined in the Work Package are complete and that all quality activities associated with those products have been finished and approved. Only after these criteria are met can the Team Manager notify the Project Manager that the Work Package is complete.

Incorrect: Updating the Project Plan and requesting stage boundary extensions are responsibilities of the Project Manager during the Managing a Stage Boundary process, not the Team Manager. Issuing Highlight Reports is a Project Manager responsibility during the Controlling a Stage process; Team Managers provide Checkpoint Reports to the Project Manager. Archiving products without verifying quality criteria violates the PRINCE2 principle of Focus on Products and the specific requirements of the Deliver a Work Package activity, which requires formal quality approval.

Takeaway: A Work Package is only considered delivered when all products are complete, quality activities are finished, and the Project Manager is formally notified of the completion.

Correct: In PRINCE2, the outline Business Case created during the Starting up a Project process is high-level. During the Initiating a Project process, it must be refined into a detailed Business Case. This refined version includes more accurate costs, timescales, and risks, which are essential for the Project Board to make an informed decision on whether the project is worth the investment before authorizing it.

Incorrect: The Benefits Management Approach is a separate document that outlines how and when benefits will be measured, and many benefits are realized after the project has closed, not just before the final stage. The Business Case is not a static document; it must be updated and reviewed at every stage boundary to ensure continued business justification. The Executive always retains ownership of the Business Case and is responsible for the project’s value for money; this responsibility is never transferred to the Project Manager.

Takeaway: Refining the Business Case during initiation transforms a high-level justification into a detailed document necessary for formal project authorization.

Correct: The Risk Register is the specific PRINCE2 management product designed to provide a record of all identified risks (uncertainties) relating to the project. It includes information such as the risk description, the probability of occurrence, the potential impact on objectives, and the chosen risk response actions, which directly addresses the regulatory requirement for tracking uncertainties in a business continuity context.

Incorrect: The Issue Register is incorrect because it is used to capture and maintain information on formal issues, which are events that have already happened (requests for change, off-specifications, or problems). The Quality Register is incorrect as it is used to summarize planned and completed quality activities, such as tests and inspections. The Daily Log is incorrect because it is used by the Project Manager to record informal issues or notes that do not require formal management, rather than the structured tracking of project-wide risks and their estimations.

Takeaway: The Risk Register is the central management product for documenting, assessing, and managing all project uncertainties throughout the PRINCE2 project lifecycle.

Correct: According to the PRINCE2 principle of ‘Manage by Exception’, when a project is forecast to exceed its agreed tolerances (such as cost), it is no longer within the Project Manager’s control. The Project Manager must first document the situation (typically in an Issue Report) and analyze its impact on the project’s objectives and the Business Case. This ensures that the Project Board has the necessary information to decide whether the project remains viable and how to proceed.

Correct: Tailoring allows for management products to be combined, split, or formatted differently to suit the project’s scale and complexity. In a small, low-risk project, merging the Project Brief and the Project Initiation Documentation (PID) is a standard practice to reduce administrative burden while still ensuring that the project’s objectives and plan are documented and approved.

Incorrect: Discontinuing the Lessons Log is incorrect because ‘Learn from Experience’ is a core PRINCE2 principle that cannot be tailored away. Assigning the Executive or Senior User roles to the Project Manager is incorrect because it violates the ‘Defined Roles and Responsibilities’ principle, as the Project Manager cannot be their own supervisor or represent the user’s interests independently. Omitting the ‘Closing a Project’ process is incorrect because tailoring involves adapting how a process is performed, not skipping it entirely; every project requires a formal closure to ensure products are accepted and the project is decommissioned.

Takeaway: Tailoring involves adapting the application of PRINCE2 themes, processes, and products to the project’s context without abandoning the underlying principles.

Correct: In the PRINCE2 Managing Product Delivery process, the activity of Accepting a Work Package is a collaborative agreement between the Project Manager and the Team Manager. The Team Manager must ensure that the work is clearly defined, the constraints (such as time and cost) are realistic, and the quality expectations are documented. This ensures that the Team Manager can formally commit to delivering the products as specified.

Incorrect: The Project Board does not review or approve individual Work Packages; their role is at the Directing a Project level, focusing on Stage boundaries and project-wide decisions. While a Team Plan is often created during this process, the Project Manager does not typically verify granular resource allocation, as that is the Team Manager’s responsibility. Administrative updates to registers and notifying Project Assurance are secondary tasks that occur during the execution of the work, rather than defining the essence of the acceptance activity itself.

Takeaway: Accepting a Work Package is the formal mechanism for the Team Manager to confirm they understand the requirements and can commit to the delivery within the agreed constraints and quality standards.

Correct: According to PRINCE2, a Product Description is used to define the product’s purpose, composition, derivation, and quality requirements. Specifically, it must include quality criteria (the standards the product must meet) and quality methods (the techniques used to verify those standards). This ensures that the product is fit for purpose and supports the ‘Focus on Products’ principle.

Correct: In the PRINCE2 Managing a Stage Boundary (SB) process, the ‘Update the Business Case’ activity is mandatory. It requires the Project Manager to revise the Business Case using actual costs and revised forecasts. This ensures the Project Board can confirm the ‘Continued Business Justification’ principle is still met despite the increased third-party costs before they authorize the next stage.

Incorrect: Updating the Project Initiation Documentation is a broader task often associated with the ‘Initiating a Project’ process; while the PID is updated to reflect the current status, the specific check for viability is the Business Case update. Producing a Lessons Report is part of the ‘Report Stage End’ activity, but it focuses on learning from the past rather than assessing future financial viability. Creating a Benefits Management Approach is primarily an ‘Initiating a Project’ activity and does not serve as the primary tool for the Project Board to assess investment justification at a stage boundary.

Takeaway: The ‘Update the Business Case’ activity within the Managing a Stage Boundary process is the primary mechanism for ensuring a project remains viable and justified before moving to the next stage.

Correct: The PRINCE2 principle of Continued Business Justification mandates that a project must remain justified throughout its life. The Business Case is the primary document used by the Project Board to assess whether the project is still desirable (benefits vs. costs), viable (deliverable), and achievable. When external factors like regulatory changes occur, the Business Case must be updated and reviewed at stage boundaries to ensure the investment is still sound and the benefits are still realizable.

Incorrect: Maintaining the Business Case as a static baseline is incorrect because PRINCE2 requires it to be a living document updated with actual costs and revised forecasts. Technical specifications are found in Product Descriptions and the Project Initiation Documentation, not the Business Case. While Project Assurance monitors the project, the Business Case itself is a justification tool for the Project Board to make investment decisions, not a tool for monitoring the project team’s adherence to internal hospitality controls.

Takeaway: A PRINCE2 Business Case must be a living document that is updated and re-validated at every stage boundary to ensure continued business justification.

Correct: Tailoring is a core PRINCE2 principle that requires the methodology to be adapted to the project’s specific context, including its size, complexity, risk, and environment. In this scenario, the Project Manager must balance the small scale and low risk of the project with the stringent requirements of the regulatory environment. This involves adjusting the level of formality and documentation in the processes and themes while still maintaining the necessary controls required by the financial sector.

Incorrect: The Manage by Stages principle is a mandatory element of PRINCE2 and cannot be eliminated, regardless of project size or risk. Applying the methodology without any tailoring ignores the principle of ‘Tailor to suit the project environment’ and can lead to unnecessary overhead for a small project. While Project Support may provide advice, the responsibility for ensuring the project is appropriately tailored lies with the Project Manager and the Project Board, not solely with a support function.

Takeaway: Tailoring requires adjusting PRINCE2 processes and themes to fit the project’s specific scale and environmental constraints while strictly adhering to all seven PRINCE2 principles.