Practice PeopleCert PRINCE2 Foundation with free sample questions, timed mock exams, and detailed explanations for PRINCE2 governance and scenario decisions.
PRINCE2 Foundation (v7) checks whether you can recognize the PRINCE2 method clearly enough to choose the right concept, role, practice, process, or management product under exam pressure. If you are searching for PRINCE2 Foundation sample exam questions, a practice test, or an exam simulator, this is the main PM Mastery page to start on web and continue on iOS or Android with the same account.
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Foundation is mostly about recognition and correct terminology. The fastest gains usually come from tightening up principles, governance language, roles, products, and the purpose of each process step.
| Topic | Weight | Estimated questions |
|---|---|---|
| Learning Outcome 1: Key concepts relating to projects and PRINCE2 | 3% | 2 |
| Learning Outcome 2: PRINCE2 principles | 8% | 5 |
| Learning Outcome 3: People in successful projects | 14% | 8 |
| Learning Outcome 4: PRINCE2 practices | 60% | 36 |
| Learning Outcome 5: PRINCE2 processes | 15% | 9 |
If you want concept-first reading before heavier simulator work, use the companion guide at PMExams.com .
These sample questions cover multiple blueprint areas for PRINCE2 Foundation. Use them to check your readiness here, then move into the full PM Mastery question bank for broader timed coverage.
Topic: Learning Outcome 3: People in successful projects
A project is implementing a new customer portal. After the first two weeks, the Senior User says some operational teams are receiving updates while others are not, and it is unclear who should send regular progress information.
Which option best describes what the communication management approach should cover to address this?
Best answer: A
Explanation: The communication management approach exists to ensure stakeholders get the right information, in the right way, at the right time, from the right people. In this scenario the key gap is inconsistent coverage and unclear ownership, which the approach should resolve by defining audiences, methods, frequency, and responsibilities.
Topic: Learning Outcome 4: PRINCE2 practices
Midway through a stage, a key user reports that a regulatory change means the product must include an additional approval step. The change is outside the agreed scope baseline and will increase cost and delay delivery. The Project Manager has logged it in the Issue Register.
In PRINCE2 terms, what is the correct next step?
Best answer: C
Explanation: The issues practice exists to capture, assess, and control changes and to handle problems/concerns so that decisions are made at the right level of authority. Since the request affects the scope baseline and will impact cost and time, the Project Manager should document the analysis in an Issue Report and seek a decision from the change authority or Project Board.
Topic: Learning Outcome 4: PRINCE2 practices
During a stage to deliver a new customer portal, the Team Manager reports that the chosen identity component cannot support the agreed two-factor authentication (2FA). The portal Product Description states 2FA is a mandatory acceptance criterion to achieve a compliance benefit in the Business Case. The team forecasts either (a) deliver without 2FA to meet the stage end date, or (b) add 3 weeks to implement 2FA, which would exceed the stage time tolerance of 1 week.
How should the project manager initially classify this issue?
Best answer: A
Explanation: This is an off-specification because the team is forecasting that a mandatory acceptance criterion in an agreed Product Description will not be delivered as specified. The later decision may involve proposing a change or raising an exception due to the predicted tolerance breach, but the initial issue type is still based on the deviation from specification.
Topic: Learning Outcome 5: PRINCE2 processes
A sponsor has proposed a new customer self-service portal. The Project Board wants a quick go/no-go decision within five days and does not want to commit significant cost until it is clear the project is viable and worthwhile. The project manager has been asked what should happen next in the PRINCE2 lifecycle.
What is the best action?
Best answer: D
Explanation: Starting up a Project is performed once at the very beginning, before initiation, to ensure the project is viable and worthwhile and that there is a sensible basis to invest in initiation. It creates the minimum information needed for the Project Board to decide whether to authorize initiation, balancing speed with sound business justification.
Topic: Learning Outcome 2: PRINCE2 principles
Halfway through a delivery stage, new market information shows the forecast costs now exceed the expected benefits, so the Business Case may no longer be viable.
Which action is NOT aligned with the PRINCE2 principle of continued business justification?
Best answer: C
Explanation: In PRINCE2, the Business Case must be kept under review throughout the project and formally revalidated at key decision points, especially stage boundaries. If forecasts indicate the Business Case may no longer be justified, the situation should be escalated for a Project Board decision. Waiting until closure to review justification conflicts with the principle of continued business justification.
Topic: Learning Outcome 4: PRINCE2 practices
Halfway through a management stage, the Project Manager has updated the Risk Register and noticed overall risk exposure is increasing, but the stage forecast is still within agreed tolerances. A Highlight Report is due to the Project Board at the end of the week.
What is the correct next step in PRINCE2 terms?
Best answer: C
Explanation: Risk status is monitored continuously by maintaining the Risk Register, and it is reported to the Project Board through regular stage-level communication. When a Highlight Report is due and tolerances are not forecast to be exceeded, the Project Manager should report current risk status as part of that Highlight Report.
Topic: Learning Outcome 4: PRINCE2 practices
A project is approaching a stage boundary. A new supplier-integrity risk has been identified, but there is limited data to estimate cost or schedule impact. The Project Board needs a quick decision on whether the risk is within the agreed risk appetite and whether it could threaten next stage tolerances.
The project manager decides to use a qualitative probability–impact matrix with agreed scoring scales and to note the risk’s proximity (how soon it might occur).
What is the most likely near-term impact of this approach?
Best answer: D
Explanation: With limited data and an immediate governance decision needed, a qualitative probability–impact matrix (plus proximity) is appropriate because it quickly ranks risks and shows which ones could materialize soon. This supports timely stage boundary decisions and clear escalation when next stage tolerances may be threatened.
Topic: Learning Outcome 4: PRINCE2 practices
At the end of initiation, the Project Board is reviewing the PID to decide whether to authorize the first delivery stage. They notice there is no Benefits Management Approach, and the PID does not state who will be accountable for realizing benefits, how benefits will be measured, or when benefits reviews will occur.
What is the most likely near-term impact?
Best answer: C
Explanation: The Benefits Management Approach exists to define how the project’s benefits will be managed and measured, including responsibilities and the timing of benefits reviews. If it is missing, governance lacks clear assurance that benefit realization will be tracked and the Business Case can be kept under control. A common immediate consequence is that the Project Board asks for the missing information before authorizing progress to the next stage.
Topic: Learning Outcome 4: PRINCE2 practices
During delivery of Stage 2, a supplier proposes a small design change that would add 4 days of effort but avoid rework later. The Stage Plan allows up to 5 days of schedule tolerance.
However, the PID does not define who has authority to approve changes within stage tolerances (no Change Authority is defined), and the Executive and Senior Supplier both assume the other will decide.
What is the most likely near-term impact?
Best answer: D
Explanation: The organizing practice ensures a clear governance structure by defining roles, accountabilities, and decision-making authority. In this scenario, missing authority definitions creates immediate uncertainty over who can approve a change, so the decision is delayed. The most direct consequence is a near-term slowdown in stage progress while approval is sought.
Topic: Learning Outcome 4: PRINCE2 practices
A project manager is about to authorize a Work Package to a team manager for development work in the next stage. The project manager wants the Work Package Description to enable effective progress control and clear reporting back to the project manager.
Which of the following should NOT be included in a Work Package Description?
Best answer: D
Explanation: A Work Package Description is used to agree and control delivery of specified products by a team manager. It should define what is to be delivered, the quality expectations, and how progress will be monitored and reported (for example via Checkpoint Reports and tolerances). Benefits definition and measurement are managed at project level rather than within a single work package.
Topic: Learning Outcome 4: PRINCE2 practices
In PRINCE2, what is the purpose of an Issue Report, and when should it be produced?
Best answer: C
Explanation: An Issue Report is the management product used to document and analyze a specific issue so that the appropriate authority can decide what to do. It is produced when an issue is identified/raised and needs assessment, recommendation, and decision (not as a routine progress report).
Topic: Learning Outcome 4: PRINCE2 practices
A project manager needs a specialist team to build and test a data interface during the current stage. The work will be done by a team manager from the supplier. The project manager wants to delegate this work using PRINCE2 controls.
Which action best describes how the project manager and team manager should collaborate using a Work Package?
Best answer: A
Explanation: A Work Package is the mechanism the project manager uses to authorize and define work to be done by a team manager. The team manager’s key collaboration duty is to accept the Work Package (confirming understanding and feasibility) and then provide progress information to the project manager using Checkpoint Reports.
Topic: Learning Outcome 4: PRINCE2 practices
A project’s Risk Management Approach (in the PID) states that the project board has a low risk appetite and sets a risk tolerance rule: any single risk with an expected cost impact above $50,000 must be escalated to the project board for a decision.
During a stage, the project manager identifies a new supplier risk with an expected cost impact of $120,000 if it occurs.
What is the correct next step in PRINCE2 terms?
Best answer: B
Explanation: Risk appetite guides how much overall risk the project board is willing to accept, and risk tolerance sets measurable limits that trigger escalation. Here, the Risk Management Approach defines a tolerance threshold ($50,000) and the new risk exceeds it. Therefore, the project manager should escalate immediately for a project board decision using exception management.
Topic: Learning Outcome 4: PRINCE2 practices
Halfway through a delivery stage, the Risk Register shows risk R-08: “Cloud hosting approval may be delayed.” The planned response is to accept the risk and use 1 week of time tolerance if it occurs. A new vendor notice now indicates approval delays are likely to be 3–4 weeks.
In PRINCE2 terms, what is the correct next step for the project manager?
Best answer: A
Explanation: When new information changes a risk’s likelihood, impact, or proximity, PRINCE2 expects the risk to be reviewed and re-assessed. If the existing response (here, simple acceptance within 1 week tolerance) is no longer adequate, the Risk Register entry and its response actions should be updated so the project can remain within agreed tolerances.
Topic: Learning Outcome 4: PRINCE2 practices
A project is reaching the end of Stage 2. The Project Board must decide whether to authorize Stage 3, request changes to direction, or stop the project.
Which statement about the purpose of an End Stage Report is INCORRECT?
Best answer: B
Explanation: An End Stage Report is produced by the project manager at the end of a stage to give the Project Board the information it needs to decide whether to authorize the next stage, change direction, or stop. It focuses on how the stage performed and what the current and forecast project status is, including relevant updates to key baselines and logs.
Topic: Learning Outcome 4: PRINCE2 practices
A Project Brief has been approved to authorize initiation of a customer self-service portal project. During Initiating a Project, the preferred supplier’s detailed quote increases forecast cost by 30% and the Senior User revises expected benefits downward. The new forecast would exceed the project’s cost tolerance, and the Project Board must decide tomorrow whether to continue.
What should the project manager do to best support a compliant decision while balancing business justification and PRINCE2 escalation rules?
Best answer: D
Explanation: When forecasts exceed tolerance, PRINCE2 requires escalation to the Project Board for a decision. That decision must be based on current business justification, which is provided by the Business Case (costs, benefits, risks, and viability). The Project Brief is an early product used to seek authorization to initiate and does not replace ongoing business justification.
Topic: Learning Outcome 3: People in successful projects
Midway through a delivery stage, the Senior User says a new reporting feature is essential, while the Senior Supplier warns it will increase effort and risk missing the stage end date. The change is still being discussed and no tolerances are forecast to be exceeded yet.
Which action by the project manager best demonstrates a PRINCE2-aligned behavior that builds teamwork and trust across business, user, and supplier interests?
Best answer: A
Explanation: Building trust in PRINCE2 relies on open communication, respect for different interests, and collaboration to reach shared decisions. A facilitated discussion that makes impacts visible and seeks an agreed path forward supports effective teamwork between business, user, and supplier perspectives. This also helps prevent issues from becoming positional conflicts.
Topic: Learning Outcome 5: PRINCE2 processes
A ______ is the set of information agreed between the project manager and a team manager that defines, authorizes, and controls the work to deliver one or more products (including reporting and quality requirements).
Best answer: A
Explanation: In Managing Product Delivery, the project manager authorizes work to a team using a Work Package. It is an agreement with the team manager covering what must be delivered and how progress and quality will be managed and reported. A Team Plan is different: it is the team manager’s plan for doing the work.
Topic: Learning Outcome 3: People in successful projects
A project is developing a new self-service HR portal. A supplier has produced an interface design based on the initial brief, but several department managers now say it will not support how staff actually work. The project manager is considering whether to accept the design, request rework, or raise a change.
What should be verified first to apply effective co-creation?
Best answer: D
Explanation: Co-creation means stakeholders actively collaborate to shape products and outcomes, not just review them after the fact. Before deciding to accept, rework, or raise a change, the project manager needs to confirm who represents the users and how their needs will be translated into clear priorities and acceptance criteria. That information enables informed product decisions and reduces rework caused by late feedback.
Topic: Learning Outcome 2: PRINCE2 principles
A project manager is running a 6-week internal project to deploy a minor update to an existing HR system. The Project Board has set stage tolerances of ±5 working days and ±$10,000, and asked to keep governance proportionate. The change is low risk and uses an experienced in-house team.
Which approach best applies the PRINCE2 principle of tailoring while balancing business justification with time, cost, scope, quality, risk and benefits, and still respecting tolerances and escalation rules?
Best answer: B
Explanation: Tailoring means adapting PRINCE2’s methods, roles, practices, processes, and management products to the project’s context, while keeping effective governance. In this small, low-risk project, proportionate reporting and combined documentation can reduce time and cost. Tolerances and management by exception must still be retained so the Project Board remains in control of deviations.
Topic: Learning Outcome 4: PRINCE2 practices
During a delivery stage, the Project Board set time tolerance at +2 weeks. Checkpoint information shows repeated rework and the forecast completion date has slipped by 3 weeks, but the Project Manager continues to send “on track” Highlight Reports and asks the team to “try to catch up”. At the end of the stage, the Board is surprised that the stage cannot finish within tolerance.
In PRINCE2 terms, what is the most likely underlying cause?
Best answer: C
Explanation: An Exception Report is used to escalate to the Project Board when it is forecast that agreed tolerances will be exceeded. Here, the stage is forecast to overrun the +2 week tolerance, so the Project Manager should have produced an Exception Report to explain the situation, assess impact, and request direction. Continuing with normal Highlight reporting hides the exception instead of enabling governance action.
Topic: Learning Outcome 4: PRINCE2 practices
A project is delivering a new customer portal. At a stage boundary, the project manager submits the next Stage Plan showing reduced scope to meet time and cost targets, but the plan does not show how the reduced scope affects the benefits described in the Business Case.
What is the most likely near-term impact?
Best answer: B
Explanation: Plans are used to show what will be delivered, when, and at what cost, so decision-makers can assess continued business justification. If a Stage Plan changes scope but does not explain the effect on benefits in the Business Case, governance is immediately impacted because authorization decisions cannot be made confidently at the stage boundary.
Topic: Learning Outcome 4: PRINCE2 practices
During a delivery stage, a change request to add an extra data field to an online application form is reviewed and approved by the Change Authority. The impact assessment shows +2 days effort and +$3,000 cost, to be funded from the approved change budget, and the stage forecast remains within time and cost tolerances.
What should the project manager do NEXT to best ensure the approved change is reflected in plans and baselines with clear traceability?
Best answer: B
Explanation: Once a change is approved within the agreed authority and tolerances, it should be incorporated into the appropriate plans and baselines so control remains accurate. Traceability is maintained by updating the Issue Register and configuration information for the affected products. The work can then proceed via an updated Work Package without unnecessary escalation.
Topic: Learning Outcome 4: PRINCE2 practices
A project is starting its first delivery stage with two Team Managers (one internal, one from an external supplier). The project manager decides not to create a RACI chart and relies on verbal agreements for who approves product handovers and who provides Checkpoint Reports.
What is the most likely near-term impact on stage progress and governance?
Best answer: B
Explanation: A RACI chart is an organizing technique used to design the team structure and, critically, the interfaces between roles by clarifying who is responsible, accountable, consulted, and informed. If it is skipped in a multi-team stage, the immediate consequence is confusion over approvals and reporting responsibilities. That quickly creates governance gaps and slows delivery within the stage.