Project Scenario – Health and Safety Training Project:
ABC Company is a well-established training company that uses a standard model to develop training materials
and deliver courses to customers.
ABC Company has commissioned a project in response to recent changes in government legislation relating to
health and safety on construction sites. The project will deliver “capability to provide health and safety
training”, including the materials needed for classroom-based training and e-learning. The expected benefits
for construction companies include a reduction in lost days and legal costs due to accidents.
The e-learning course will be developed by a specialist external consultancy. The materials for
classroom-based training will be delivered by ABC Company’s development team. All course materials will
be piloted before they are used. ABC Company will deliver training to its customers and also hopes to sell the
course materials to other training companies as part of their operational business. ABC Company will use their
own sales and marketing departments to promote the courses.
The legislation requires construction companies to comply with the new legislation within two years. The
course materials and trainers have to be accredited by a government agency before courses can be delivered.
ABC Company is planning to deliver pilot courses within five months of starting the project.
The ABC Company standard development model for new courses recommends the following stages:

End of the Project scenario.
Additional Information:
The Chief Executive Officer (CEO) founded the company five years ago. Under her leadership, ABC
Company has grown quickly into a successful training company. It delivers a range of accredited professional
training.
The Finance Director is also a founder member of ABC Company and is responsible for authorizing budgets
for the Operations and Development Teams. She authorizes all large contracts personally.
The Purchasing Manager reports to the Finance Director and is responsible for managing and monitoring
supplier contracts.
The Operations Director is responsible for the delivery off all training and for the training development
budget. His department organizes courses, venues and trainers. They work with the Product and the Sales
teams to provide a comprehensive training schedule. ABC Company’s IT manager reports to the Operations
Director.
The Business Development Director has recently been appointed to identify new training needs and propose
new products. She will work with the Operations. Director to ensure a cost-conscious approach and that
appropriate development technologies are used for the health and safety course.
The Training Development Manager reports to the Business Development Director and is responsible for
developing training materials and gaining accreditation, in accordance with the standard course development
model. Course developers in his team have skills in a range of development technologies and are allocated to
projects as needed.
The Training Delivery Manager, who reports to the Operations Director, is responsible for ensuring that
internal and external trainers deliver ABC Company training courses to the required standard. He also checks
course materials to ensure they are fit for purpose and of the required quality.
The Central Services Director has responsibility for corporate communications, facilities management and configuration management. He recently led a project to consolidate all company quality systems into one
quality management system and set up a corporate quality department, now managed by the Corporate Quality
Manager.
The Corporate Document Manager reports to the Central Services Director. She helped establish the
company’s document management system and now operates it across the business. She manages a team of
administrators and contracts staff when workload is high.
The Sales Director joined ABC Company two months ago and is keen to establish himself by suggesting new
markets for the courses and material. All account managers and the marketing team report to him. They
promote existing training courses to other training companies and existing customers.
End of the additional information.
One of the senior managers of the company that is developing the ‘e-learning course’ has worked with ABC
Company before. The team manager for the delivery of the ‘e-learning course’ has looked on ABC Company’s
intranet, but cannot find any reference to this work. The team manager has contacted the senior manager to
discuss this project.
Is this an appropriate application of the ‘learn from experience’ principle, and why?

The 'capability to provide health and safety training' has been delivered. During the 'closing a project' process,
the marketing department sent an e-mail to all key customers reminding them of the deadline to comply with
the new government legislation, with an aim to build relationships with their customers.
Which theme is being applied?

Project Scenario – Health and Safety Training Project:
ABC Company is a well-established training company that uses a standard model to develop training materials
and deliver courses to customers.
ABC Company has commissioned a project in response to recent changes in government legislation relating to
health and safety on construction sites. The project will deliver “capability to provide health and safety
training”, including the materials needed for classroom-based training and e-learning. The expected benefits
for construction companies include a reduction in lost days and legal costs due to accidents.
The e-learning course will be developed by a specialist external consultancy. The materials for
classroom-based training will be delivered by ABC Company’s development team. All course materials will
be piloted before they are used. ABC Company will deliver training to its customers and also hopes to sell the
course materials to other training companies as part of their operational business. ABC Company will use their
own sales and marketing departments to promote the courses.
The legislation requires construction companies to comply with the new legislation within two years. The
course materials and trainers have to be accredited by a government agency before courses can be delivered.
ABC Company is planning to deliver pilot courses within five months of starting the project.
The ABC Company standard development model for new courses recommends the following stages:

End of the Project scenario.
Additional Information:
The Chief Executive Officer (CEO) founded the company five years ago. Under her leadership, ABC
Company has grown quickly into a successful training company. It delivers a range of accredited professional
training. The Finance Director is also a founder member of ABC Company and is responsible for authorizing budgets
for the Operations and Development Teams. She authorizes all large contracts personally.
The Purchasing Manager reports to the Finance Director and is responsible for managing and monitoring
supplier contracts.
The Operations Director is responsible for the delivery off all training and for the training development
budget. His department organizes courses, venues and trainers. They work with the Product and the Sales
teams to provide a comprehensive training schedule. ABC Company’s IT manager reports to the Operations
Director.
The Business Development Director has recently been appointed to identify new training needs and propose
new products. She will work with the Operations. Director to ensure a cost-conscious approach and that
appropriate development technologies are used for the health and safety course.
The Training Development Manager reports to the Business Development Director and is responsible for
developing training materials and gaining accreditation, in accordance with the standard course development
model. Course developers in his team have skills in a range of development technologies and are allocated to
projects as needed.
The Training Delivery Manager, who reports to the Operations Director, is responsible for ensuring that
internal and external trainers deliver ABC Company training courses to the required standard. He also checks
course materials to ensure they are fit for purpose and of the required quality.
The Central Services Director has responsibility for corporate communications, facilities management and
configuration management. He recently led a project to consolidate all company quality systems into one
quality management system and set up a corporate quality department, now managed by the Corporate Quality
Manager.
The Corporate Document Manager reports to the Central Services Director. She helped establish the
company’s document management system and now operates it across the business. She manages a team of
administrators and contracts staff when workload is high.
The Sales Director joined ABC Company two months ago and is keen to establish himself by suggesting new
markets for the courses and material. All account managers and the marketing team report to him. They
promote existing training courses to other training companies and existing customers.
End of the additional information.
At the end of stage 2, the specialist ‘e-learning course’ supplier will be selected. As a result, it is decided that
the quality management approach will not be created until the end of stage 2, to take into account this
supplier’s standards and techniques.
Is this appropriate, and why?

Project Scenario
Calendar Project (Note: The companies and people within the scenario are fictional.)
There has been a reduction in fie number of orders at the MNO Manufacturing Company
due in part to the increased marketing activities of its competitors. To help counter this, the
company has decided to create a promotional calendar for next year for all its current and
prospective customers. The end product of this project will be a prepared calendar pack,
ready for printing. The design of the calendar will be similar to one sent out previously, and
must reflect the company image as described in the existing corporate branding standards.
Another project is currently producing a new company logo when is to be printed on each
page of the promotional calendar. The prepared calendar pack will consist of:
Design for each month - correctly showing at public holidays and new company
logo
Selected photographs- 12 professionally-produced photographs, showing different
members of staff
Selected paper and selected envelope - for printing and mailing the calendar
Chosen label design - a competition to design a label will be held as part of this
project
List of customers - names and addresses of customers to whom the calendar will
be sent.
The project is currently in initiation and will have two further stages:
Stage 2 will include tie activities to:
Create the customer fast using information from the Accounts and Marketing
departments
Confirm compliance with the Data Protection Legislation
Create a design for each month - this will be done by the internal creative team
Select and appoint a professional photographer
Gather photograph design ideas from previous project and agree photographic
session schedule
Prepare a production cost forecast
Select paper and envelope.
Stage 3 will include the activities to:
Produce and select tie professionally-taken photographs
Hold the label design competition and choose the label design
Assemble the prepared calendar pack.
A production cost forecast, based on the options and costs for the paper, envelope, printing
and marketing of the calendar is to be produced in stage 2. However, the actual production
and distribution of the calendars is not within the scope of the project. The product cost
forecast will be reviewed by the Project Board to determine whether tie project should
continue.
It is now 05 October and the prepared calendar pack must be delivered to the print
company by 30 November, to enable printing and distribution of the calendar in time for
Christmas. The cost of the activities to develop the specialist products and the cost of the
project management activities are estimated to be £20,000. There is a project time
tolerance of +1 week /-2 weeks and a project cost tolerance of +£6,000 / -£6,000. A change
budget of £500 has been allocated but there is no risk budget.
As the project approaches the end of stage 2, the Project Manager has requested a
Product Status Account to ensure that all products are at their expected point of
development. Although the list of customers has been quality reviewed, it has not been
baselined because the Marketing department have not provided all of the prospective
customers' details. What initial action should the Project Manager take?

Extract from the Project Product Description (with errors)

Scenario
A central government department, the Ministry of Food Hygiene (MFH), faces increasing
pressure to cut costs, better manage suppliers’ performance and reduce the confusion
caused by inadequate internal controls, outdated standards and outdated technology.
External consultants were employed to conduct a feasibility study to identify options to
address the problems, and the likely costs and benefits. The following options were
considered:
Do nothing.
Re-engineer selected business functions.
Outsource selected business functions.
The feasibility study concluded that there was a case for outsourcing the MFH Information
Technology
Division and the Facilities Division (maintenance of buildings and grounds). The
recommendations were:
One service provider should be contracted to provide the services currently provided by
the
Information Technology Division and the Facilities Division.
A 10-year service contract should be agreed with the selected service provider.
The feasibility study developed high-level designs of the current organization, processes,
systems and
operating models, plus an outline Business Case for the required project. The external
consultants
also made the following recommendations for the management of the project:
Use PRINCE2.
Set up the project with 4 management stages:
Stage 1. Standard PRINCE2 initiation activities.
Stage 2. Create detailed designs (future organization, processes, systems and operating
models) and the service level agreement between MFH and the future service
provider.
Stage 3. Request and evaluate proposals, select service provider and agree contract.
Stage 4. Transfer equipment and staff, transfer responsibility for service provision and run
trial period.
Initial estimates indicated that the project would cost £2.5m and take two years to
complete.
MFH senior management agreed that there was a case for outsourcing, and accepted the
recommendations as a basis for the project. There is an expected saving of £20m over 10
years.
The Outsourcing project has completed the Starting up a Project process and is now in the
initiation stage. Because of the strategic importance of the project, the MFH Chief
Executive Officer has taken the role of Executive. A PRINCE2-experienced Project
Manager has been appointed from within MFH. Staff within the business functions being
outsourced will work with the external consultants who conducted the feasibility study to
define the detailed designs.
Which 2 statements should be recorded under the Timescale heading?

Project Scenario – Health and Safety Training Project:
ABC Company is a well-established training company that uses a standard model to develop training materials
and deliver courses to customers.
ABC Company has commissioned a project in response to recent changes in government legislation relating to
health and safety on construction sites. The project will deliver “capability to provide health and safety
training”, including the materials needed for classroom-based training and e-learning. The expected benefits
for construction companies include a reduction in lost days and legal costs due to accidents.
The e-learning course will be developed by a specialist external consultancy. The materials for
classroom-based training will be delivered by ABC Company’s development team. All course materials will
be piloted before they are used. ABC Company will deliver training to its customers and also hopes to sell the
course materials to other training companies as part of their operational business. ABC Company will use their
own sales and marketing departments to promote the courses.
The legislation requires construction companies to comply with the new legislation within two years. The
course materials and trainers have to be accredited by a government agency before courses can be delivered.
ABC Company is planning to deliver pilot courses within five months of starting the project.
The ABC Company standard development model for new courses recommends the following stages:

End of the Project scenario.
Additional Information:
The Chief Executive Officer (CEO) founded the company five years ago. Under her leadership, ABC
Company has grown quickly into a successful training company. It delivers a range of accredited professional
training.
The Finance Director is also a founder member of ABC Company and is responsible for authorizing budgets
for the Operations and Development Teams. She authorizes all large contracts personally.
The Purchasing Manager reports to the Finance Director and is responsible for managing and monitoring
supplier contracts.
The Operations Director is responsible for the delivery off all training and for the training development
budget. His department organizes courses, venues and trainers. They work with the Product and the Sales
teams to provide a comprehensive training schedule. ABC Company’s IT manager reports to the Operations
Director.
The Business Development Director has recently been appointed to identify new training needs and propose
new products. She will work with the Operations. Director to ensure a cost-conscious approach and that
appropriate development technologies are used for the health and safety course.
The Training Development Manager reports to the Business Development Director and is responsible for
developing training materials and gaining accreditation, in accordance with the standard course development
model. Course developers in his team have skills in a range of development technologies and are allocated to
projects as needed.
The Training Delivery Manager, who reports to the Operations Director, is responsible for ensuring that
internal and external trainers deliver ABC Company training courses to the required standard. He also checks
course materials to ensure they are fit for purpose and of the required quality.
The Central Services Director has responsibility for corporate communications, facilities management and
configuration management. He recently led a project to consolidate all company quality systems into one
quality management system and set up a corporate quality department, now managed by the Corporate Quality
Manager.
The Corporate Document Manager reports to the Central Services Director. She helped establish the
company’s document management system and now operates it across the business. She manages a team of
administrators and contracts staff when workload is high.
The Sales Director joined ABC Company two months ago and is keen to establish himself by suggesting new
markets for the courses and material. All account managers and the marketing team report to him. They
promote existing training courses to other training companies and existing customers.
End of the additional information.
In order for ABC Company to achieve the expected sales of the health and safety training course, the senior
user will need to ensure that all staff understand the objectives and target audience for the course. In addition,
these sales will need to be added to each individual’s sales targets. These activities have been included in the
benefits management approach.
Is this appropriate, and why?

Additional Information 

Further information on some resources who could be involved in the project:
Outcome Account Manager: He represents Outcome which is a recruitment agency that
provides specialist outsourcing resources. Outcome provided the consultants who carried
out the feasibility study and the same consultants will be providing support and guidance to
the Information Technology and Facilities teams during the project.
Director of Finance Division: She was transferred from the Information Technology
Division 12 months ago. She is responsible for ensuring a cost-conscious approach is
adopted in all operational and project activities across the Ministry of Food Hygiene.
Hardware Manager: Reports to the Director of Information Technology. He provides
computer hardware to all business functions but has little awareness of the needs of his
colleagues working in software.
Payroll Manager: Reports to the Director of Finance. He is a very experienced and
efficient qualified accountant who has much of the responsibility of running the Finance
Division on behalf of the Director of Finance. He has been involved in drafting the Ministry's
business strategy and assisting in a full business risk assessment. He also drafted the
corporate Business Case standards.
Which 2 alternative actions apply to the proposed supplier assurance for this project?