A. Both during and after the project
B. Post project
C. During the project
D. At project closure
A. To implement the necessary actions to ensure the change has a smooth implementation.
B. To consider if the change is feasible to evaluate at this stage.
C. To establish who might be the best stakeholders to be involved in the change.
D. To ensure that the change request is considered as soon as possible.
A. the framework of authority and accountability that defines and controls the outputs, outcomes and benefits from projects, programmes and portfolios.
B. the framework that structures a review of the project, programme or portfolio and aids a decision to be made about whether to continue with the next phase or stage of progress.
C. the framework that is used for selection, prioritisation and control of an organisation's projects and programmes in line with its strategic objectives and capacity to deliver
A. their experience. position in the organizational hierarchy and number Of resources managed
B. their interest in the project. whether or not they Can influence the project and whether their attitude to the project is for or against.
C. their level Of technical knowledge. whether or not they are able to act as sponsor and if they are available.
D. their interest in the project. whether or not they are a member Of the steering group and if they are likely to resist changes.
A. reviews and audits.
B. professionally-bound project reports.
C. fitness for purpose of deliverables.
D. inspection, testing and measurement.
A. individual work packages using the Work Breakdown Structure (WBS).
B. individual resources using the Responsibility Assignment Matrix (RAM).
C. individual resources using the Work Breakdown Structure (WBS).
D. individual deliverables using the Responsibility Assignment Matrix (RAM)
A. They have a lack of interest in what the project is they feel it doesn't really affect them.
B. They haven't been involved in project manager from the candidates available
C. They have misunderstood what the project is trying to achieve and have had very little communication from the project.
D. They are a in another project and time to perform the stakeholder role
A. Risk events have neither beneficial nor detrimental effects on the project.
B. Risk events always have detrimental effects on the project.
C. Risk events can have either beneficial or detrimental effects on the project.
D. Risk events always have beneficial effects on the project.
A. to take ultimate accountability for the delivery of the business benefits.
B. to be the sole source of expertise for estimating techniques on cost and time.
C. to delegate all accountability for managing time, cost and quality to team leaders
D. to deliver the project objectives to enable benefits to be realised.
A. assessed to determine its potential impact.
B. sent to the project sponsor for approval.
C. accepted and the project plan updated.
D. accepted, rejected or deferred.
A. provide justification for undertaking the project in terms of evaluating the benefit, cost and risk of alternative options.
B. document the outcome of the risk, change and configuration management processes.
C. document the outcomes of the planning process and provide the reference document for managing the project.
D. ensure the project sponsor has tight control of the project manager's activity.
A. audits.
B. assets.
C. stakeholders.
D. users.
A. Eliminate unnecessary costs.
B. Describe the improvement in accuracy in estimations over time.
C. Narrow down budgetary options.
D. Improve understanding of estimation methods over time.
A. 1, 2 and 4
B. 2, 3 and 4
C. 1, 2 and 3
D. 1, 3 and 4
