In stage 4, the Heritage Director delegates a review of the inspection arrangements to the Heritage Manager.
The Heritage Manager will work with the BuildyBrick CEO and the project manager, then report whether the planned inspections will provide adequate assurance about impacts on historic buildings.
Is this an appropriate application of the 'define roles, responsibilities and relationships' principle, and why?

• A. No, because the Heritage Director, as senior user, should personally conduct the assurance review of the inspection plans rather than delegating to the Heritage Manager
• B. No, because it is the project manager's responsibility to specify how inspections of historically significant buildings should be planned and executed
• C. Yes, because the principle requires that communication channels between all internal and external project team members remain open and transparent at all times
• D. Yes, because the Heritage Manager needs a clear understanding of what the Heritage Director requires of them and of what they may reasonably expect from the other parties involved

BuildyBrick's planning specialist suggests that the project manager should prepare stage plans only for stages
2 and 4, while BuildyBrick should prepare the stage plans for stages 3 and 5 because suppliers will deliver most of the work.
Is this an appropriate application of the plans practice, and why?

• A. No, because each external supplier should prepare the complete stage plan for the stage in which it works
• B. Yes, because the project manager should prepare stage plans only for stages involving more than one supplier
• C. No, because the project manager remains responsible for preparing each stage plan; team managers may prepare team plans and detailed work package information
• D. Yes, because the specialist supplier should own the stage plan whenever it delivers most of the stage products, and team managers can prepare the relevant information

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

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. No, because the project manager should create mechanisms that strengthen coordination and relationships across the project team
• C. Yes, because the primary responsibility for improving team morale and overall productivity rests with each individual team manager, not the project manager
• D. 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