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 identifying a stakeholder guarantees that the stakeholder will support the project and its business case
• C. Yes, because the project manager is using existing stakeholder knowledge to identify affected and influential groups proactively
• D. No, because stakeholder identification should not take place during project initiation

Immediately after initiation is authorized, the Head of the Portfolio Office instructs the LouisShopping project to adopt the Council's mature issue management approach without any project-specific review or tailoring.
Is this an appropriate application of the issues practice, and why?

• A. Yes, because a mature organizational approach should always be used without alteration
• B. No, because the project manager should consider the nature of the products, delivery method and project context when preparing the issue management approach
• C. No, because product version control must be decided outside the issue management approach by the delivery teams alone
• D. Yes, because portfolio funding gives the portfolio office authority to prohibit all project-level tailoring

ISSUES
During stage 1, BuildyBrick was appointed by the procurement team manager as the main contractor for the project. The project is now in stage 3 and BuildyBrick is part way through the site preparation. Following an environmental survey report, BuildyBrick will have to delay the site clearance by several weeks to enable protected amphibians to be relocated. There are two options to deal with this issue. The first is to wait for BuildyBrick to clear the site, but this will take longer. The second is to hire an additional contractor to clear the site more quickly, but this will cost more. Both of these options can be completed within cost and time tolerances, but appointing an additional contractor is beyond the project manager's delegated authority.
Here are three actions related to the resolution of this issue.
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. Senior supplier
• B. Project manager
  Action 1:
  Review the issue report and decide which response should be authorized.
  Action 2:
  After the decision is made, update the issue record with the selected response and decision.
  Action 3:
  Once the appointment is authorized, confirm that the supplier resources required for the additional site- clearance work can be provided.
• C. Senior user
• D. Project assurance
• E. Project executive

BuildyBrick is demobilizing after delivering the shopping centre on time and within budget. Before the remaining supplier personnel leave, the project manager checks that the Council's operations and facilities teams are ready to receive, operate and maintain the completed centre.
Why is this an appropriate application of the 'confirm project acceptance' activity?

• A. Because the project manager should arrange a celebration before the contractor leaves the site
• B. Because the project manager should confirm that handover to the operational and maintenance environment is complete
• C. Because all project information should be archived before the completed project product is accepted
• D. Because the project manager should complete the end project performance assessment before any supplier demobilizes