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A new law requires everyone working on public-infrastructure projects to hold an appropriate security clearance. The project manager records the legislation as an external event in the issue register so that its effects can be assessed.
Is this an appropriate application of the issues practice, and why?

• A. No, because external events are managed by the business rather than by the project team
• B. Yes, because the legislation may affect the resources available to deliver the project
• C. Yes, because external events must be managed outside the project's agreed controls
• D. No, because legislation should be recorded after its full effect on delivery is known

While preparing the project plan during initiation, the project manager proposes that stage 2 should end at the Council's financial year-end. This would allow the decision on funding for stage 3 to coincide with the Council's annual budget process.
Is this an appropriate application of the 'manage by stages' principle, and why?

• A. No, because stage length must be determined solely by the level of risk
• B. Yes, because every stage may end immediately after one specialist product has been completed and funding has been approved
• C. Yes, because a stage boundary may be aligned with an important external decision point, such as a funding approval
• D. No, because stage length must be determined by the technical complexity of the work

During stage 3, the project manager forecasts that the stage-level recycling tolerance will be exceeded. The project manager records the matter in the issue register and sends only an issue report to the project board.
Is this an appropriate application of the progress practice, and why?

• A. Yes, because the forecast shortfall should be treated only as an off-specification in the issue report
• B. Yes, because an issue report is sufficient whenever a sustainability target is forecast to be missed
• C. No, because the forecast breach should be escalated to the portfolio office rather than the project board
• D. No, because it is an exception which should be escalated in an exception report

ISSUES
During stage 1, BuildyBrick was appointed by the procurement team manager as the main contractor for the project. The project is now in stage 3 and BuildyBrick is part way through the site preparation. Following an environmental survey report, BuildyBrick will have to delay the site clearance by several weeks to enable protected amphibians to be relocated. There are two options to deal with this issue. The first is to wait for BuildyBrick to clear the site, but this will take longer. The second is to hire an additional contractor to clear the site more quickly, but this will cost more. Both of these options can be completed within cost and time tolerances, but appointing an additional contractor is beyond the project manager's delegated authority.
Here are three actions related to the resolution of this issue.
Which role (A-E) should be responsible for each action?
Choose only ONE role for each action. Each role can be used once, more than once, or not at all.

• A. Senior user
• B. Senior supplier
• C. Project assurance
• D. Project manager
  Action 1:
  Review the issue report and decide which response should be authorized.
  Action 2:
  After the decision is made, update the issue record with the selected response and decision.
  Action 3:
  Once the appointment is authorized, confirm that the supplier resources required for the additional site- clearance work can be provided.
• E. Project executive

During stage 2, the design team is developing measures to minimize disruption to residents and local businesses. To build a relationship with this large external stakeholder group, the Sustainability Manager arranges a monthly newspaper article explaining the measures and inviting feedback.
Which PRINCE2 Project Management principle is MOST directly demonstrated, and why?

• A. Tailor to suit the project, because the Portfolio Director is personally accountable for preparing all stakeholder communications
• B. Define roles, responsibilities and relationships, because the project is actively engaging and communicating with an external stakeholder group
• C. Define roles, responsibilities and relationships, because the Sustainability Manager must be the sole spokesperson for every project communication
• D. Tailor to suit the project, because every large project is required to communicate through a local newspaper