The correct first step is to perform an impact analysis. A professional project manager does not automatically reject changes nor blindly accept them. Understanding the full implications on the triple constraint (scope, time, cost) is essential before the change can be properly evaluated, documented, and submitted for approval through the formal change control process.

Mitigation aims to reduce the probability and/or impact of a threat before it occurs. Proactively qualifying a backup supplier reduces the probability of being severely impacted by the primary supplier’s delay. Option A is a contingency plan (a response if the risk occurs), B is allocating reserves (part of planning), and D is passive acceptance.

Schedule Performance Index (SPI) = EV / PV = 40,000 / 50,000 = 0.8 (<1 means behind schedule). Cost Performance Index (CPI) = EV / AC = 40,000 / 45,000 ≈ 0.89 (<1 means over budget). Therefore, the project is behind schedule and over budget.

For dispersed teams, clarity of roles and responsibilities is paramount. A RACI chart is a practical tool that visually defines who is Responsible, Accountable, Consulted, and Informed for each task. Socializing it ensures shared understanding and reduces ambiguity, which is often the root cause of collaboration issues in virtual settings. Mandating daily meetings (A) may be excessive, emails (C) are less engaging, and escalation (D) should not be a first step.

The core purpose of a Lessons Learned session is organizational process improvement. It’s a forward-looking activity focused on capturing what went well, what didn’t, and why, so that this knowledge can be applied to enhance the management of future projects. It is not about blame (A), mere archival (B), or individual performance reviews (D).

In a weighted scoring model, the project with the highest total weighted score is typically selected, as it represents the best alignment with the organization’s prioritized criteria. Project C has the highest score of 35.

A work package is the lowest level in the WBS, and its defining characteristic is that it can be reliably estimated (for time and cost) and managed. It is a discrete unit of work where performance can be measured. While it often is assignable to a single person or team, that is not its defining characteristic. The 80-hour rule (A) is a common heuristic, not a strict rule. Major deliverables (D) are higher-level components.

Fast tracking is a schedule compression technique where activities or phases normally done in sequence are performed in parallel (overlapping). It increases risk. Crashing (A) involves adding resources to critical path tasks to shorten them. Scope Reduction (C) is not a valid schedule compression technique in this context, and Resource Leveling (D) is used to smooth resource demand, often extending the schedule.

A definitive estimate (also called a bottom-up estimate) is created by estimating the cost of individual work packages and rolling them up to a project total. It is the most accurate type and typically includes contingency reserves. It is created in the later planning stages. ROM (A) is early, high-level (+/-50%). Budget Estimate (B) is mid-level (+/-10-25%). Analogous (D) uses historical data from similar projects.

The correct first step is to perform an impact analysis. A professional project manager does not automatically reject changes nor blindly accept them. Understanding the full implications on the triple constraint (scope, time, cost) is essential before the change can be properly evaluated, documented, and submitted for approval through the formal change control process.0