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While selecting the project approach, the team identifies that a traditional delivery method and the proposed use of external suppliers could make the sustainability requirements harder to achieve. The risk is recorded in the project log for consideration during initiation.
Is this an appropriate application of 'starting up a project', and why?

• A. Yes, because the primary purpose of assessing the project approach at this stage is to clarify the prospective obligations of the project team and each external supplier when delivering the project products
• B. Yes, because the way the project work will be delivered directly influences how the management approaches are designed, and identifying risks early helps ensure the PID accurately reflects how sustainability will be managed
• C. No, because a risk that is classified as manageable does not pose a threat to overall project viability and should be deferred for consideration during the initiation stage when more detailed planning takes place using the traditional delivery method
• D. No, because any sustainability requirements that the project must satisfy should be captured as user quality expectations in the project product description, not as risks in the project log

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. End stage report
• C. Business case
• D. Project brief
• E. 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.
• F. Benefits management approach

The Chief Technology Officer is an influential stakeholder who strongly supports several unproven technologies for the shopping centre. Concerned about delivery risk and reputation, the project executive asks the project manager to limit the CTO's contact with the project team and other stakeholders.
Is this an appropriate approach to leading successful change, and why?

• A. No, because the CTO should remain engaged so that their influence can support adoption across the organizational ecosystem
• B. No, because the project manager should record the technological concerns only as risks requiring formal responses
• C. Yes, because restricting the CTO's involvement would protect the project's reputation from untested proposals
• D. Yes, because influential stakeholders should be excluded when their preferred solutions create delivery uncertainty

Near the end of stage 2, the supplier planned for the utilities and systems work becomes financially unstable and a replacement subcontractor is selected for stage 3. The project manager recommends that the replacement subcontractor's account manager should represent the supplier interest as senior supplier.
During which 'managing a stage boundary' activity should this recommendation be developed?

• A. Evaluate the stage
• B. Request the next stage
• C. Update the project plan
• D. Prepare the next stage plan

While preparing the project plan, the project manager and BuildyBrick's planning specialist use the product flow and data from previous projects to determine that the utilities and systems can be delivered in parallel as separate work packages.
Is this an appropriate application of the 'plans' practice, and why?

• A. No, because setting work-package tolerances determines the order in which products must be produced
• B. Yes, because data from previous projects should determine the schedule without reviewing the dependencies between the products
• C. No, because work delivered by the same supplier must be scheduled sequentially and should avoid running in parallel
• D. Yes, because product dependencies determine sequence, and independent work packages may be planned to run in parallel