During the 'initiating a project' process, the team expects local heritage-protection groups to oppose the proposal. The Heritage Director suggests waiting until the groups contact the project. Instead, the project manager asks the Heritage Manager to identify groups known from previous work, and the manager supplies a list.
Is this an appropriate approach to leading successful change, and why?

• A. No, because early identification of an opposing group will necessarily increase its opposition
• B. Yes, because the project manager is using existing stakeholder knowledge to identify affected and influential groups proactively
• C. No, because stakeholder identification should not take place during project initiation
• D. Yes, because identifying a stakeholder guarantees that the stakeholder will support the project and its business case

At the end of the initiation stage, the Regeneration Manager submits the project plan and business case for review. The Portfolio Director releases funding for both stages 2 and 3 and instructs the project manager to provide only a progress report at the end of stage 2, without a project board decision before stage 3 begins.
Is this an appropriate application of the 'manage by stages' principle, and why?

• A. No, because the project board must review the continued viability of the business case and authorize the next stage at each stage boundary, rather than approving multiple stages in advance
• B. Yes, because the Portfolio Director, as the commissioning authority, has the right to determine the reporting frequency and format that best suit portfolio-level oversight
• C. Yes, because the project manager is authorized to manage the project on a day-to-day basis within set tolerances throughout each stage, without requiring additional project board decisions
• D. No, because it is the City Council, rather than the Portfolio Director, that should hold the authority to commit funding across multiple stages of the project

PROGRESS
Here are three actions related to the 'progress' practice for the LouisShopping project.
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. Team manager
• B. Project assurance
• C. Project executive
• D. Project manager
• E. Project support
  Action 1:
  Assist the project manager in compiling the lessons report, including the recommendation that future projects allow more time for testing and inspections.
  Action 2:
  When delays to the floor installation cause the stage to be forecast beyond tolerance, submit an exception report to the project board for a decision.
  Action 3:
  Review the exception plan and decide whether to approve it, including the revised stage targets and tolerances.

BUSINESS CASE
Here are three statements related to the 'business case' practice.
In which management product should each statement be recorded?
Choose only ONE management product for each statement. Each management product can be used once, more than once, or not at all.

• A. Sustainability management approach
• B. Project brief
• C. Commercial management approach
  Statement 1:
  The project will use a linear-sequential delivery method, and a reputable external supplier will deliver most of the specialist work.
  Statement 2:
  One sustainability target is to reduce the number of visitors arriving in internal-combustion vehicles.
  The Chief Technology Officer will implement monitoring technology, and the Business Opportunities Director will review the resulting data to determine whether the target has been achieved.
  Statement 3:
  The City Council has committed the funding for the LouisShopping investment through the Louistown is Open for Business portfolio.
• D. End stage report
• E. Business case
• F. Benefits management approach

The City Council asks the portfolio office, independently of the LouisShopping project team, to provide confidence that the design and build will preserve the historic setting while incorporating the required technology.
Is this an appropriate application of the quality practice, and why?

• A. No, because assurance information may be provided to the project board and not to the business layer
• B. Yes, because the portfolio office should manage the project's quality-control activities on behalf of the project manager
• C. No, because a portfolio office may assess strategy but may not review the delivery of individual projects
• D. Yes, because the business layer may use the portfolio office to perform independent quality-assurance activity on its behalf