The LouisShopping project is part of the LOB portfolio and is now in the 'initiating a project' process. The project manager asks the portfolio office to support preparation of the digital and data management approach.
Why is this involvement appropriate during the 'agree the management approaches' activity?

• A. Because the digital and data management approach must be consistent with the data governance standards and technical requirements that the portfolio office applies across all projects in the LOB portfolio
• B. Because the sequencing within the 'agree the management approaches' activity requires the digital and data management approach to be finalized before other management approaches, including the communication management approach
• C. Because the primary purpose of the digital and data management approach is to identify what data the project will need and to establish the appropriate security and access controls for that data
• D. Because a linear-sequential delivery method inherently generates a greater volume of formal data and documentation than an iterative or incremental approach, which justifies seeking specialist portfolio support

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

The risk register states that excavation may cause subsidence and damage nearby historic buildings. The planned response is to survey the buildings and monitor vibration during excavation. The project executive is named as risk owner and the project manager as the sole risk action owner, even though operational specialists will perform the surveys and monitoring.
Is this an appropriate assignment, and why?

• A. Yes, because the project executive is sufficiently senior to own the risk and the project manager should coordinate every response action
• B. No, because the owner monitors the risk and the action owner implements the response
• C. Yes, because the project executive should own risks that could affect business justification
• D. No, because the project manager must be both the risk owner and the risk action owner

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. 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
• B. No, because the responsibility for commissioning and initiating projects within the LOB portfolio rests with the Head of Portfolio Office, not the Portfolio Director
• C. Yes, because the Portfolio Director, as the business layer representative, takes responsibility for appointing the project executive
• D. Yes, because the Mayor may delegate responsibility for appointing the project executive to any senior stakeholder involved in the project

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 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
• 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. Yes, because developing the business case from multiple perspectives - strategic, economic, and commercial - ensures a comprehensive and robust justification for the project investment
• D. No, because responsibility for developing the full business case for each project in the portfolio lies with the portfolio office, not the project team