The correct approach is to follow a formal change control process. Option A represents the first step: analyzing the impact of the proposed change on the project’s constraints (scope, time, cost, quality, etc.) before any decision is made. This provides the sponsor with the necessary information to make an informed decision, rather than refusing outright (B), agreeing blindly (C), or bypassing your responsibility as project manager (D).

The Critical Path Method (CPM) is a schedule network analysis technique used to determine the amount of scheduling flexibility (float) on various logical network paths and to identify the critical path, which has zero float. This directly answers the question of finding the earliest/latest start and finish dates. A Gantt Chart (B) is a bar chart for visualization, a WBS (C) is a scope decomposition tool, and PERT (D) is used for estimating activity durations under uncertainty.

Effective project management involves direct, respectful communication. Option A is correct because it focuses on understanding the root cause (e.g., workload, personal issues, unclear expectations) through a collaborative conversation. This is a supportive first step. Options B, C, and D are escalatory, punitive, or disruptive actions that should only be considered if the initial conversation fails to resolve the issue and formal performance management is required.

The question describes the process of planning cost management. The primary output of this process is the Cost Management Plan, which is a component of the overall project management plan. The Project Budget (B) is an output of the “Determine Budget” process that follows. Funding Limit Reconciliation (C) is a technique used in budgeting, and the Basis of Estimates (D) is supporting detail for the cost estimates themselves.

In early phases with high uncertainty, a Rough Order of Magnitude (ROM) estimate is appropriate. Its key characteristic is a wide range of accuracy (typically -25% to +75% or -50% to +100%), which must be explicitly communicated to set realistic expectations with the sponsor. Presenting a definitive fixed cost (B) is misleading. A bottom-up estimate (C) is more accurate but requires detailed planning not yet available. An analogous estimate (D) is less reliable for novel work and should also include a range.

While all options may occur during closure, the most critical activity from a professional and organizational knowledge management perspective is A. Documenting lessons learned and archiving records ensures that valuable insights, both positive and negative, are captured for future projects. This is a formal process output. While B, C, and D are important, they are administrative or celebratory tasks that follow the formal knowledge transfer and administrative closure activities.

The project charter’s primary purpose is to formally initiate the project and grant the project manager the authority to apply organizational resources to project activities. It is issued by a project initiator or sponsor external to the project. It is not a detailed contract with the team (B), does not contain the detailed WBS (C—that’s created later), and is too high-level for daily task management (D), which is handled by the project plan and schedule.

The Delphi Technique is a method of reaching a consensus from a panel of experts while maintaining their anonymity. This prevents any one person from having undue influence on the outcome, which is ideal for honest, unbiased risk identification. Brainstorming (A) is typically an open, non-anonymous group activity. Interviewing (C) is one-on-one. Checklist Analysis (D) uses historical information from past projects but doesn’t inherently involve anonymous generation of new ideas.

For a distributed or culturally diverse team, the paramount goal of a kick-off meeting is alignment. Option A focuses on building a common vision, clarifying expectations, and establishing communication protocols, which is foundational for trust and collaboration. Creating a detailed schedule (B) is a planning activity that typically requires prior alignment. Negotiating compensation (C) is an HR/functional manager responsibility, not a project kick-off activity. Finalizing technical specs (D) is a detailed planning task that comes later.

The correct approach is to follow a formal change control process. Option A represents the first step: analyzing the impact of the proposed change on the project’s constraints (scope, time, cost, quality, etc.) before any decision is made. This provides the sponsor with the necessary information to make an informed decision, rather than refusing outright (B), agreeing blindly (C), or bypassing your responsibility as project manager (D).0