A business case is used in a project primarily to:

• Track project spending

• Control team behaviour

• Align the project with strategic objectives and justify investment

• Replace the project charter

Compliance management ensures that:

• Project tasks are creative

• Legal, environmental, and organisational requirements are met

• Stakeholders always agree

• Team members create their own rules

Self-reflection helps project managers to:

• Track team weaknesses

• Identify personal improvement areas and behavioural impact

• Delegate planning

• Automate communication

Personal integrity means:

• Acting consistently with values, even under pressure

• Following orders only

• Prioritising results over ethics

• Avoiding unpopular decisions

Active listening involves:

• Waiting to speak

• Understanding both verbal and non-verbal messages

• Sending updates

• Taking notes only

What is BATNA in negotiation?

• Best allocation for terms not aligned

• Best alternative to a negotiated agreement

• Basic audit for tactical norms

• Break agreement terms naturally

Results-oriented managers focus on:

• Delivering value and achieving measurable objectives

• Tracking team hours

• Avoiding accountability

• Defining roles

A project manager tailors the project’s governance and delivery model during design. This tailoring should primarily be based on:

• The project manager’s preferred methodology

• The size, complexity, and strategic importance of the project

• Availability of the preferred team

• Supplier timelines

During the early phase of the project, a key task in managing requirements is to:

• Minimise the number of stakeholders involved

• Identify, analyse, and prioritise stakeholder needs

• Fix scope and ignore late inputs

• Focus only on legal compliance

Requirements must be validated to:

• Speed up delivery

• Ensure they align with business objectives and stakeholder expectations

• Satisfy procurement rules

• Avoid change requests later