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 — 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 . Effective change management requires the project to understand who will be affected by the change, who can influence it, and what relationships may need active management. PRINCE2 7 therefore supports proactive stakeholder identification rather than waiting until stakeholders independently approach the project.

The Heritage Manager already possesses useful knowledge from previous work. Using that knowledge during initiation enables the project manager to identify heritage-protection groups early, assess their likely interests and influence, and determine suitable engagement and communication activities. Their anticipated opposition makes early identification more important, not less important, because potential concerns can be understood before they develop into avoidable resistance, issues, or reputational problems.

Option B is incorrect because identifying a stakeholder does not guarantee support. Stakeholder analysis provides information that enables appropriate engagement; it cannot predetermine stakeholder attitudes. Option C is also incorrect because stakeholder identification is appropriate during initiation and should continue throughout the project as circumstances change. Option D assumes that contact or identification necessarily increases opposition, which is unsupported. Early engagement may instead clarify concerns, reveal constraints, and improve the project’s ability to manage change.

The scenario therefore demonstrates proactive use of organizational knowledge to strengthen the project’s understanding of its stakeholder environment.

PRINCE2 7 reference topics: People; leading successful change; stakeholder identification; stakeholder analysis; communication; organizational ecosystem.

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