How many principles does PRINCE2 7 define, and what is their defining characteristic?

Seven principles that must all be applied for a project to be genuinely following PRINCE2

Five principles that may be adopted selectively depending on project size

Seven principles that apply only to large, high-risk projects

Nine principles that replace the need for a business case

Under the 'manage by exception' principle, what should a manager do while a plan is forecast to stay within its agreed tolerances?

Continue without escalating, as the delegated level of management has authority to proceed

Escalate to the next level of management for approval before any further work

Halt the work until the Project Board reviews progress

Reduce all tolerances to zero to keep tight control

When should lessons be sought and acted upon under the 'learn from experience' principle?

Throughout the project: lessons are sought at the start, recorded during, and passed on at the end

Only at project closure, when an end project report is written

Only when a serious problem or exception occurs

Only during the initiation stage, before the plans are baselined

What does the principle 'tailor to suit the project' require a team to consider?

Adapting the method to the project's context, such as its scale, complexity and risk

Removing any principles that seem inconvenient for the project

Applying the method identically on every project for consistency

Delegating all tailoring decisions to the supplier organisation

Which three roles make up the Project Board?

Executive, Senior User and Senior Supplier

Project Manager, Team Manager and Project Support

Executive, Project Manager and Project Assurance

Senior User, Change Authority and Team Manager

PRINCE2 7 Foundation Practice Exam Practice Test

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About 60 questions, 60 minutes, and you need 36/60 (60%)% to pass. Practice by topic here, then take the full timed mock exam to gauge readiness.

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Sample practice questions

A few real questions from this free bank, with full explanations. Use the practice tool above for the whole set.

1. The Seven Principles
How many principles does PRINCE2 7 define, and what is their defining characteristic?
- a.Five principles that may be adopted selectively depending on project size
- b.Seven principles that apply only to large, high-risk projects
- c.Seven principles that must all be applied for a project to be genuinely following PRINCE2
- d.Nine principles that replace the need for a business case
Answer: c
Explanation: PRINCE2 7 has seven principles, and they are universal: unless all seven are applied, the project is not being managed with PRINCE2. They are not optional or scaled by project size.
2. The Seven Principles
Under the 'manage by exception' principle, what should a manager do while a plan is forecast to stay within its agreed tolerances?
- a.Continue without escalating, as the delegated level of management has authority to proceed
- b.Escalate to the next level of management for approval before any further work
- c.Halt the work until the Project Board reviews progress
- d.Reduce all tolerances to zero to keep tight control
Answer: a
Explanation: Manage by exception sets tolerances for each objective and delegates day-to-day authority. As long as work is forecast to stay within tolerance, the lower level proceeds; only a forecast breach is escalated as an exception.
3. The Seven Principles
When should lessons be sought and acted upon under the 'learn from experience' principle?
- a.Only at project closure, when an end project report is written
- b.Throughout the project: lessons are sought at the start, recorded during, and passed on at the end
- c.Only when a serious problem or exception occurs
- d.Only during the initiation stage, before the plans are baselined
Answer: b
Explanation: Learn from experience is continuous. Teams look for relevant lessons when starting, capture new lessons as the project runs, and pass lessons on when it closes so future projects benefit.
4. The Seven Practices
Which PRINCE2 practice is concerned with whether the project remains desirable, viable and achievable?
- a.Business case
- b.Progress
- c.Quality
- d.Organizing
Answer: a
Explanation: The business case practice develops and maintains the justification, testing that the project is desirable (benefits vs. cost/risk), viable (deliverable) and achievable (benefits realisable) across its life.
5. The Seven Practices
The theme formerly called 'Change' is now covered by which PRINCE2 7 practice?
- a.Plans
- b.Issues
- c.Quality
- d.Business case
Answer: b
Explanation: In PRINCE2 7 the 'Issues' practice handles requests for change, off-specifications and problems/concerns, controlled through issue and change control procedures rather than a separate 'Change' theme.
6. The Seven Processes
Which process is owned by the Project Board and provides overall direction and key authorisation decisions?
- a.Managing a stage boundary
- b.Controlling a stage
- c.Initiating a project
- d.Directing a project
Answer: d
Explanation: Directing a project is the Project Board's process. Through it the board authorises initiation, the project, each stage, and closure, and gives ad hoc direction, without being involved in day-to-day management.
7. The Seven Processes
Which process is used by a Team Manager to accept, execute and deliver the work packages that create the project's products?
- a.Controlling a stage
- b.Managing a stage boundary
- c.Managing product delivery
- d.Directing a project
Answer: c
Explanation: Managing product delivery is the interface where a Team Manager agrees a work package, oversees its execution, and delivers completed products back to the Project Manager for review and approval.
8. Management Products & Tailoring
PRINCE2 groups management products into which three types?
- a.Mandates, briefs and charters
- b.Baselines, records and reports
- c.Plans, risks and issues
- d.Inputs, processes and outputs
Answer: b
Explanation: Management products are of three kinds: baselines (defining products such as the PID and Business Case), records (dynamic logs such as the risk and issue registers), and reports (communicating status, such as the highlight report).
9. Management Products & Tailoring
What does the principle 'tailor to suit the project' require a team to consider?
- a.Removing any principles that seem inconvenient for the project
- b.Applying the method identically on every project for consistency
- c.Adapting the method to the project's context, such as its scale, complexity and risk
- d.Delegating all tailoring decisions to the supplier organisation
Answer: c
Explanation: Tailoring adapts PRINCE2 to the environment, size, complexity, importance, team capability and risk of the project, while still applying all seven principles. It is not an excuse to drop principles.
10. Roles & Governance
Which three roles make up the Project Board?
- a.Project Manager, Team Manager and Project Support
- b.Executive, Senior User and Senior Supplier
- c.Executive, Project Manager and Project Assurance
- d.Senior User, Change Authority and Team Manager
Answer: b
Explanation: The Project Board comprises the Executive (business interests), the Senior User (user interests and benefits) and the Senior Supplier (supplier/technical interests), together representing the three primary stakeholder interests.