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Q1Which of the following scenarios is the clearest example of a project being out of step with its organisation's strategy?
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✓ Correct answer: A project that produces outputs which do not support the organisation's strategic goals
For a project to be strategically aligned, its outputs must actively contribute to the organisation's objectives. Why the other options are incorrect: • A project whose deliverables are delayed because of technical problems: Being late does not indicate strategic misalignment. • A project that goes over budget as a result of supplier pricing: Exceeding budget does not reflect a lack of strategic alignment. • A project that encounters opposition from stakeholders: Stakeholder opposition does not necessarily indicate misalignment with strategy. • A project that is held up by regulatory requirements: Regulatory delays are an external factor, not a sign of strategic misalignment.
Q2A project delivers strong technical results but has poorly defined governance structures. Which risk is most likely to arise?
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✓ Correct answer: Decisions may be taken without adequate authority or strategic alignment
Without strong governance, there is a risk that decisions are made by those without adequate authority and that strategic direction is lost. Why the other options are incorrect: • The team will be incapable of generating technical deliverables: Technical delivery can still proceed effectively even where governance is weak. • The project will inevitably overspend its approved budget: Budget overrun is a possible consequence, not an automatic one. • Stakeholders will become overly involved in day-to-day delivery: Excess stakeholder involvement is not the primary risk described. • The project lifecycle will shift to a purely sequential approach: Governance gaps do not dictate the choice of delivery lifecycle.
Q3After approving the business case, a project sponsor disengages entirely, forcing the project manager to take all significant decisions without support. Which governance weakness does this best illustrate?
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✓ Correct answer: Active oversight and the exercise of decision-making authority have lapsed
Effective governance involves ongoing oversight and the exercise of decision-making authority throughout the project, not simply approving documents at the outset. Why the other options are incorrect: • There is no clearly defined approach to delivering the project: The absence of a delivery methodology is not what this scenario highlights; the core issue is a failure of governance oversight. • The project manager has handed over too much authority to others: The problem is not that the project manager has delegated too much, but that the sponsor is failing to remain involved. • The governance framework is overly complex for a project of this size: Nothing in the scenario suggests the governance framework is excessively detailed. • Members of the project team have not correctly understood what the project is trying to achieve: The team's understanding of project objectives is not in question here; the issue is who holds decision-making authority.
Q4A digital transformation effort is characterised as 'continuous, ever-changing, and focused on the perpetual improvement of processes'. Why does this description create a problem when attempting to classify the work as a project?
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✓ Correct answer: It is at odds with the requirement that projects must be temporary in nature
A defining feature of projects is that they are temporary; continuous evolution and improvement points to BAU or programme-level activity instead. Why the other options are incorrect: • The description does not clearly define what the outputs will be: The lack of defined outputs is not the primary concern here. • It implies that there is no governance structure in place: The description does not specifically suggest a governance problem. • It fails to address how stakeholders are being engaged: Stakeholder engagement is not the key issue raised by this description. • It places excessive emphasis on outcomes: Outcomes remain a valid and relevant consideration.
Q5A project carries on even though it has ceased to support the organisation's business objectives. What does this reveal about the success criteria that were set?
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✓ Correct answer: The criteria failed to align with the organisation's strategic direction
For a project to remain relevant, its success criteria need to reflect and adapt to the organisation's current strategic priorities. Why the other options are incorrect: • The criteria placed too much emphasis on satisfying stakeholders: An emphasis on stakeholder satisfaction is not the root cause of this situation. • Excessive detail in the criteria made them impractical to use: The level of detail in the success criteria is not what caused the misalignment. • The criteria were entirely grounded in quality metrics: Basing criteria on quality measures is not the underlying problem here. • The project team was not made aware of the success criteria: Whether the criteria were communicated to the team is not the central concern in this scenario.
Q6A project is on time and within budget, yet it is unclear who holds the authority to approve a significant change to scope. What governance problem does this most likely indicate?
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✓ Correct answer: Poorly defined decision-making authority
A core requirement of governance is that it clearly defines who is authorised to make significant decisions; without this, critical choices cannot be made in a controlled way. Why the other options are incorrect: • Inadequate monitoring of project performance: Performance monitoring is working adequately here; the problem is that approval authority is not clearly assigned. • Insufficient tracking of project benefits: The scenario does not point to any issue with tracking benefits. • Failure to identify relevant project risks: Identifying risks more thoroughly would not resolve the question of who can approve scope changes. • Project controls that are excessively restrictive: The concern is that controls are ambiguous, not that they are too tight.
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