The stage 4 inspections cannot start because a geological survey is late. Although the survey team is generally qualified, it lacks a specific technical capability needed to complete the survey. Without first assessing the gap, the project manager recommends replacing the entire team with a subcontractor, which would cause a significant further delay.
Is this an appropriate approach to leading a successful team, and why?

• A. No, because the project manager and the survey team manager jointly developed and agreed the terms of the work package, and replacing the team contradicts the co-created ways of working
• B. No, because before recommending full team replacement the project manager should first seek to understand the nature of the competency gap and explore support options
• C. Yes, because the project manager has the authority to source a subcontractor when an existing team member lacks the technical competence required for their assigned work package
• D. Yes, because bringing in a replacement subcontractor with the necessary technical skills will enable stage 4 activities to resume and reduce the risk of further delays to the overall project

During the 'starting up a project' process, the project manager works with key business, user, and supplier stakeholders to co-create the project product description, clarify the shopping centre's scope and agree its quality expectations and acceptance criteria.
What is the MAIN benefit of co-creating the project product description in this way?

• A. It transfers accountability for approving the project product description to the stakeholders involved
• B. It brings together business, user, and supplier perspectives, improving adoption and reducing handover risks
• C. It removes the need for a communication management approach later in the project
• D. It confirms that stakeholders will accept the shopping centre when it is handed over

While the project mandate is being prepared, the Mayor asks the LOB Portfolio Director, acting at the business layer, to select and appoint a suitable project executive for LouisShopping.
Is this an appropriate application of the organization practice, and why?

• A. Yes, because the Mayor may delegate responsibility for appointing the project executive to any senior stakeholder involved in the project
• B. No, because it is the Mayor, as the senior elected authority, who should personally select and appoint the project executive for a project of this civic significance
• C. No, because the responsibility for commissioning and initiating projects within the LOB portfolio rests with the Head of Portfolio Office, not the Portfolio Director
• D. Yes, because the Portfolio Director, as the business layer representative, takes responsibility for appointing the project executive

The Louistown City Council operates a well-established and standardized project management framework that includes a defined procedure for developing business cases. For the LouisShopping Project, a 'strategic business case' was included in the project brief submitted to the project board at the conclusion of the
'starting up a project' process. The project has now entered the 'initiating a project' process, during which the full business case is being built upon the strategic business case, which was itself derived from the Council's five-year strategic plan for the 'Louistown is Open for Business' portfolio.
Does this represent an appropriate application of the 'business case' practice, and why?

• A. No, because responsibility for developing the full business case for each project in the portfolio lies with the portfolio office, not the project team
• B. Yes, because the project should align its approach to business case development with the City Council's established procedure, which serves as the equivalent of PRINCE2's recommended business case lifecycle
• C. No, because the full business case should be developed from an outline business case prepared during the 'starting up a project' process, and using a 'strategic business case' instead is not compliant with the method
• D. Yes, because developing the business case from multiple perspectives - strategic, economic, and commercial - ensures a comprehensive and robust justification for the project investment

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