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During stage 3, several BuildyBrick subcontractors are working on different work packages. The project manager is concerned that lessons identified by one team will not reach the others and could lead to rework, delay or additional cost. The project manager therefore holds a fortnightly cross-team 'lunch and learn' session.
Is this an appropriate application of the 'learn from experience' principle, and why?

• A. Yes, because the subcontractors are expected to contribute lessons from previous construction projects that are directly relevant to the current stage
• B. No, because subcontractors should concentrate on meeting their work package commitments and tolerances rather than attending sessions that take them away from delivery
• C. No, because the Regeneration Manager should gather lessons through individual interviews with team managers and document them formally in a lessons report at the end of the stage
• D. Yes, because the regular knowledge-sharing sessions provide a structured mechanism for team managers to identify and apply lessons arising during the current stage

During stage 1, the City Council purchasing team must prepare the contract that will govern BuildyBrick's later design and construction work. The project manager agrees with the purchasing team the products, time and cost for this work package.
Which practice is being applied through the 'controlling a stage' process?

• A. Plans
• B. Quality
• C. Business case
• D. Organization

During initiation, the project executive asks the project manager to evaluate a credible business option that omits the underground car park. The project manager includes an investment appraisal of that option in the full business case, despite the main contractor's objection.
Is this an appropriate application of the business case practice, and why?

• A. No, because a requirement in the initial scope may never be tested as part of an alternative option
• B. Yes, because developing the business case includes comparing credible business options to select the most appropriate investment
• C. Yes, because customer and supplier organizations must always maintain completely separate project business cases regardless of the given investment
• D. No, because anticipated parking income means that no alternative should be assessed

The risk register states that excavation may cause subsidence and damage nearby historic buildings. The planned response is to survey the buildings and monitor vibration during excavation. The project executive is named as risk owner and the project manager as the sole risk action owner, even though operational specialists will perform the surveys and monitoring.
Is this an appropriate assignment, and why?

• A. No, because the project manager must be both the risk owner and the risk action owner
• B. Yes, because the project executive should own risks that could affect business justification
• C. Yes, because the project executive is sufficiently senior to own the risk and the project manager should coordinate every response action
• D. No, because the owner monitors the risk and the action owner implements the response

At project closure, the project manager prepares the end project report, noting that the project exceeded its budget by 10% and planned duration by 15% because of additional heritage protection work. The findings are summarized for the project board and shared with the LOB Portfolio Director so that other projects can learn from them.
Which practice is being applied?

• A. Plans
• B. Quality
• C. Business case
• D. Progress