At the end of the initiation stage, the Regeneration Manager submits the project plan and business case for review. The Portfolio Director releases funding for both stages 2 and 3 and instructs the project manager to provide only a progress report at the end of stage 2, without a project board decision before stage 3 begins.
Is this an appropriate application of the 'manage by stages' principle, and why?

• A. Yes, because the Portfolio Director, as the commissioning authority, has the right to determine the reporting frequency and format that best suit portfolio-level oversight
• B. No, because it is the City Council, rather than the Portfolio Director, that should hold the authority to commit funding across multiple stages of the project
• C. Yes, because the project manager is authorized to manage the project on a day-to-day basis within set tolerances throughout each stage, without requiring additional project board decisions
• D. No, because the project board must review the continued viability of the business case and authorize the next stage at each stage boundary, rather than approving multiple stages in advance

During a periodic evaluation of the security-system work package, the team manager reviews the work package description, team plan, and the related issue, risk, quality, product, and lessons information. Missing electrical cabling means that installation is now forecast to finish one week late, exceeding the work-package time tolerance.
The team manager raises the issue with the project manager and reports the current status in the checkpoint report. Is this an appropriate application of the 'evaluate a work package' activity, and why?

• A. No, because only the project manager may evaluate the status of a work package and decide what it should report
• B. Yes, because evaluation confirms that completed quality activities are recorded and that the current status is understood by the relevant parties
• C. Yes, because the team manager should review the work-package information, report progress for the agreed period, and notify the project manager when a tolerance is forecast to be exceeded
• D. No, because a forecast work-package tolerance breach should be reported directly to the project board in an exception report

During stage 2, the project board agrees that the underground car park should contain 15 rapid-charging spaces, with a scope tolerance permitting delivery of no fewer than 10 spaces. The project manager includes this tolerance in the relevant work package agreed with the team manager.
Is this an appropriate application of the 'manage by exception' principle, and why?

• A. No, because the project board should approve the precise number of charging spaces rather than delegate a permissible range to the design team
• B. Yes, because establishing a minimum and a preferred number of charging bays creates a defined scope tolerance that enables the design team to work within an agreed range without needing to escalate every individual design decision
• C. No, because the precise number of electric charging bays to be included should be fully specified in the product description for the underground car park rather than treated as a tolerance
• D. Yes, because specifying a minimum and a preferred number of charging bays constitutes a quality tolerance that the design team must meet within the agreed work package

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. Project assurance
• B. Senior user
• C. Senior supplier
• D. 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.
• E. Project executive

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