During stage 2, the Heritage Director, acting as senior user, reviews the design and raises a concern that the previously requested heritage trail has not been addressed.
Is this an appropriate use of the 'give ongoing direction' activity, and why?

• A. No, because the Heritage Director should first seek the agreement of the full project board before raising individual concerns, to ensure a unified project board position is presented to the project manager
• B. No, because the 'give ongoing direction' activity is only triggered when the project manager proactively requests a review by the project board, not when individual board members identify concerns independently
• C. Yes, because a project board member may raise concerns and provide ongoing direction within the authority delegated to the board
• D. Yes, because the senior user has an obligation to formally approve key specialist products produced during stages 2 and 3 as a standard action within the 'give ongoing direction' activity

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 the project manager should complete the end project performance assessment before any supplier demobilizes
• D. Because all project information should be archived before the completed project product is accepted

In stage 4, work is late because the survey and utilities teams have not shared information needed by other teams, and morale is falling. The project manager considers a short weekly coordination forum for questions and information sharing, but rejects it solely because it would take time away from delivery.
Is this an appropriate approach to leading a successful team, and why?

• A. Yes, because requiring team managers to attend regular coordination meetings diverts their time away from completing their work packages, thereby risking further delays
• B. Yes, because the primary responsibility for improving team morale and overall productivity rests with each individual team manager, not the project manager
• C. No, because the project manager should formally escalate the missed work package deadlines to the project board via an exception report rather than attempting to resolve the issue through coordination meetings
• D. No, because the project manager should create mechanisms that strengthen coordination and relationships across the project team

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. Yes, because external events must be managed outside the project's agreed controls
• D. No, because external events are managed by the business rather than by the project team

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