PRINCE2 PRINCE2 Project Management Practitioner (Version 7) PRINCE2-7-Practitioner Exam Dumps: Updated Questions & Answers (September 2026)

The correct answer is C — Plans . PRINCE2 applies the plans practice throughout project delivery, including when individual work packages are defined and authorized. A work package establishes what products are to be delivered and the constraints and control arrangements governing their production.

In this scenario, the project manager agrees with the City Council purchasing team the products, time, and cost associated with preparing the contract. These are core planning elements. The work must be defined sufficiently so that the team understands what it is expected to produce, when it should be completed, what resources or expenditure are available, and the limits within which it is authorized to operate.

Option A, business case, concerns the project’s continuing investment justification and does not principally govern the detailed definition of products, time, and cost for a delegated work package. Option B, organization, defines roles, responsibilities, relationships, and the project-management structure. Although the relationship between project manager and team manager is relevant, the information explicitly being agreed here concerns planning. Option D, quality, would focus on product specifications, quality methods, acceptance arrangements, and quality control rather than the overall product/time/cost definition.

The work package therefore demonstrates application of the plans practice within controlling a stage.

PRINCE2 7 reference topics: Plans practice; controlling a stage; work packages; products; estimates; time and cost; delegated planning and control.

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The correct answer is A . PRINCE2 management stages are governance constructs and do not have to correspond mechanically to technical phases or fixed time intervals. Their boundaries should be positioned where they provide effective control and meaningful decision points for the project board.

Aligning the end of stage 2 with the Council’s financial year-end is therefore appropriate because the continuation decision for stage 3 depends on a significant external funding decision. The boundary creates a natural point at which actual progress can be assessed, the business case can be reviewed, future funding confirmed, and the next stage authorized with current information. PRINCE2’s management-by-stages approach supports progressive planning and explicit review points rather than committing detailed authority for the entire project at initiation.

Option B is incorrect because completing a single specialist product does not automatically determine the end of a management stage. Stage boundaries are selected to provide appropriate management control. Option C is too restrictive: risk is an important consideration when determining stage length, but it is not the sole factor. Option D similarly overstates technical complexity as the determining factor. Business decisions, risk, uncertainty, planning horizon, organizational constraints, and external decision points can all influence stage design.

PRINCE2 7 reference topics: Manage by stages; management stage design; planning horizon; stage boundaries; authorization of the next stage.

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The correct answer is A — State characteristics . The requirement describes an attribute of the intended future operating environment: once LouisShopping has transitioned to its target state, the car park must be monitored continuously, twenty-four hours a day and seven days a week. It therefore defines what the future state must be like , rather than describing an activity required to create that state.

Within the change management approach, state characteristics describe relevant features of the current, interim, or target states. The continuous-monitoring requirement is an enduring operational condition and consequently belongs under this heading.

Option B, Enabling activities , would instead describe activities undertaken to move people or the organization from the current state toward the target state—for example, training personnel, implementing a monitoring process, or preparing operational procedures. Option C, Resources , would identify the people, funding, equipment, systems, or other resources needed to support the change. Option D, Responsibilities , would define who is accountable for specific change-related activities or ongoing duties.

The distinction is therefore between describing the desired condition and describing the means of achieving or sustaining it. “The car park is monitored continuously” is a characteristic of the required target operating state.

PRINCE2 7 reference topics: People; change management approach; current state, interim state and target state; state characteristics; enabling activities.

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The correct answer is D . In PRINCE2, an exception exists when it is forecast that an agreed tolerance will be exceeded. The critical point is that the breach does not have to have occurred already. Once the project manager forecasts that stage tolerance cannot be maintained, the matter exceeds the project manager’s delegated authority and must be escalated to the project board.

An issue report may contain detailed analysis of an issue, and the issue register can record the underlying matter. However, neither replaces the specific progress-control mechanism required when stage tolerance is forecast to be exceeded. The project manager must produce an exception report , explaining the cause of the forecast deviation, its consequences, available options, and an appropriate recommendation. The project board can then decide whether to request an exception plan or take another authorized course of action.

Option A therefore understates the governance consequence of the tolerance breach. Option B incorrectly treats the matter solely as an off-specification; the decisive factor for progress control is that an authorized stage-level tolerance is forecast to be exceeded. Option C is incorrect because the immediate escalation is from the project manager to the project board, not automatically to the portfolio office.

PRINCE2 7 reference topics: Progress practice; stage tolerances; exception; exception report; escalation; management by exception.

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The correct answer is C . PRINCE2 applies management by exception through a hierarchy of delegated authority. The project board establishes the management stage within which the project manager operates, whereas the project manager normally authorizes individual work packages and agrees their requirements and tolerances with the relevant team managers.

The problem in the scenario is therefore not the existence of recycling or sustainability tolerances. Such measurable constraints may legitimately be delegated to a delivery team when they are relevant to its work. The problem is that the project board bypasses the project manager and directly inserts detailed work-package tolerances without those delegated targets being agreed through the normal work-package authorization relationship.

Option A incorrectly creates a direct routine control relationship between the project board and team managers. Option B similarly conflicts with the normal reporting structure: team managers report work-package progress to the project manager, while the project manager provides appropriate progress information to the project board. Option D is incorrect because sustainability performance can be translated into delegated targets and tolerances at lower management levels when appropriate.

The project manager should therefore authorize the relevant work packages, agree achievable delegated tolerances with team managers, and monitor performance against them within the overall stage tolerances authorized by the project board.

PRINCE2 7 reference topics: Progress practice; management by exception; work packages; tolerances; project manager/team manager interface; delegated authority.

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The correct answer is D . Under PRINCE2, the project manager is responsible for preparing stage plans , irrespective of whether most specialist delivery during a particular stage is undertaken by an external supplier. A stage plan is a management-level control document used by the project manager and project board to manage and authorize the relevant management stage.

Supplier team managers can and should contribute detailed planning information. They may prepare team plans where appropriate and provide estimates, resource requirements, dependencies, schedules, risks, and detailed information concerning their work packages. Those inputs support preparation of the stage plan but do not transfer ownership of the management-stage plan to the supplier.

Option A incorrectly equates delivery of most stage products with ownership of the stage plan. Option B introduces an unsupported distinction based on the number of suppliers involved. Option C goes even further by asserting that every external supplier should prepare the complete stage plan for the stage in which it operates. That would blur the distinction between project management control and specialist delivery responsibility.

The planning hierarchy remains important: the project manager plans and controls the management stage, while team managers plan and execute the detailed specialist work delegated through work packages.

PRINCE2 7 reference topics: Plans practice; stage plans; team plans; project manager responsibilities; team manager responsibilities; work packages; management versus specialist products.

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The correct answer is A . The legislation is an external event that has already occurred : a new legal requirement now applies to people working on public-infrastructure projects. It therefore represents an issue rather than merely an uncertain future risk. Recording it in the issue register enables the project team to assess its impact and determine what action may be necessary.

The effect could be significant. Existing or planned personnel may not possess the required security clearance, which could constrain the availability of resources, delay mobilization, alter supplier arrangements, increase costs, or affect scheduled delivery. The project manager should therefore ensure the event is captured and assessed rather than waiting until every consequence is known.

Option B is incorrect because external events that affect project objectives should still be managed through the project’s agreed governance and issue-management controls. Option C would delay formal management of an event whose implications may require immediate investigation and action. Option D incorrectly assumes that externally generated issues belong exclusively to the business layer. The business may need to participate in resolving some consequences, but the project team must manage impacts on the project within its authority and escalation arrangements.

The key distinction is that an issue concerns something that has happened or is currently relevant , whereas a risk concerns uncertainty about a future event.

PRINCE2 7 reference topics: Issues practice; external events; issue register; issue assessment; resource impacts; risk-versus-issue distinction.

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The correct answer is A — Project product description . The project product description defines the project’s overall output and establishes the principal basis on which that output will ultimately be judged acceptable. It includes the overall purpose, composition, quality expectations, acceptance criteria, and other characteristics necessary to determine whether the final project product is fit for its intended purpose.

The original statement that the design should be “consistent with its surroundings” is high level and inherently difficult to verify. During initiation, the project manager works with relevant stakeholders to translate that broad expectation into clearer design characteristics and measurable acceptance criteria . These details refine the definition of the overall project product and therefore belong in the project product description.

Option B is incorrect because a work package authorizes and controls specific work delegated to a team manager; it does not define the acceptance criteria for the entire project product. Option C, the product flow diagram, shows the sequence and dependencies involved in creating products rather than their acceptance requirements. Option D, the project plan, describes how and when the project’s products will be delivered, but the overall acceptance definition belongs in the project product description.

This refinement also supports stakeholder alignment by turning an ambiguous requirement into objectively testable acceptance conditions.

PRINCE2 7 reference topics: Plans practice; project product description; quality expectations; acceptance criteria; starting up a project; initiating a project.

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The correct answer is A . The purpose of the business case is to provide the information needed to determine whether the project represents a desirable, viable, and achievable investment. Developing that justification requires the project to evaluate credible alternatives rather than assuming that the initially proposed solution is automatically the optimum investment.

The option without the underground car park is described as credible. It is therefore appropriate for the project manager to include an investment appraisal of that option so that decision-makers can compare its costs, benefits, risks, dis-benefits, and overall value with those of the preferred solution. The main contractor’s objection does not remove the project’s responsibility to examine legitimate business alternatives; supplier preferences must not determine investment justification.

Option B is incorrect because PRINCE2 does not impose a universal requirement for customer and supplier organizations to maintain completely separate business cases. Option C incorrectly treats initial scope as immutable. During development of the business case, alternative configurations can be evaluated when this helps determine the most appropriate investment. Option D similarly assumes that one anticipated benefit—parking income—precludes examination of other options. A benefit is an input to investment appraisal, not a reason to suppress alternatives.

The scenario therefore demonstrates objective option appraisal as part of sound business justification.

PRINCE2 7 reference topics: Business case practice; business options; investment appraisal; justification; desirability, viability and achievability; initiating a project.

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The correct mapping is Action 1 — A; Action 2 — E; Action 3 — C .

For Action 1 , the appointment of an additional contractor exceeds the project manager’s delegated authority. Although both options remain within overall stage cost and time tolerances, the project manager cannot authorize a decision that falls outside their defined authority. The matter must therefore be referred to the appropriate project-board authority, with the project executive responsible for leading the decision.

For Action 2 , maintaining project records is part of the project manager’s day-to-day management responsibility. Once a decision has been taken, the project manager should ensure that the issue record is updated with the authorized response and decision so that there is an accurate audit trail.

For Action 3 , the senior supplier represents those providing specialist resources and expertise to create the project’s products. Confirming that appropriate supplier resources can be made available for additional site-clearance work consequently aligns with the supplier interest.

This question illustrates that issue management must operate within the project’s governance and delegation arrangements. Remaining within tolerance does not automatically permit the project manager to take an action specifically outside their delegated authority.

PRINCE2 7 reference topics: Issues practice; delegated authority; issue report; issue register; project executive; project manager; senior supplier.

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