PRINCE2 7 Practitioner v1.0

Scenario 2: Louistown City Council
Louistown is a historical town which is home to over 40,000 residents and attracts over 20,000 visitors per year. The city council has been criticized for the lack of investment and modernization of the town centre.
They have recently decided to improve the vibrancy of the area and offer increased opportunities for business by approving the funds for the ‘Louistown is Open for Business’ (LOB) portfolio. This is an ambitious portfolio of projects covering the next five-year plan cycle.
A new shopping centre, provisionally named ‘LouisShopping’, is seen as a key project within this portfolio. This is a complex infrastructure project due to the: location of the building and historical nature of the surrounding buildings requirement for the design to be consistent with the environment while offering modern facilities supported by the latest technology need to include underground parking space importance of minimizing disruption to residents and businesses during the construction works recent award of ‘green town’ status to Louistown, and the sustainability requirements this will impose on the development.
Due to the nature of the work, in which just the construction element is likely to span over two financial years, the council has approved the strategic business case, the initial high-level project plan and has appointed BuildyBrick as the main contractor. They have established a requirement for a traditional delivery approach in line with their standard approach to projects. The general view is that this project is long overdue, and the council would like ‘LouisShopping’ to be open to the public by the end of financial year three.
The project has just completed the initiation stage and commenced the first delivery stage (stage 2). The high-level project plan is as follows:
Stage 1 (initiation)
strategic business case and high-level project plan approval
appoint contractor

Stage 2 -
design

Stage 3 -
site preparation
utilities and systems
construction

Stage 4 -
testing
inspections

Stage 5 -
demobilization.
The main output from the project is a shopping centre constructed and ready to open to the public.

Additional Information -
The Mayor of Louistown has worked at the city council for 20 years. She was elected mayor one year ago as she is a firm believer in the need for modernization, while preserving the city’s historic buildings. She is very busy with commitments to the city’s 40,000 residents.
The Heritage Director has worked at several historical sites and he has been brought in to the City Council to ensure a focus on preserving the city’s history and tourist revenue from the 20,000 annual visitors to its historic sites.
The Heritage Manager reports to the Heritage Director and is responsible for monitoring whether the City is retaining its important historic buildings and any impacts modernization is having on this.
The Business Opportunities Director has recently been promoted to provide a focus on improving business opportunities in Louistown. She has worked on several modernization projects at a senior level and understands the need to improve the vibrancy of the area, while meeting sustainability targets. She is keen to be involved in the LouisShopping Project in support of her role in promoting business opportunities.
The members of the City Council, which has made the major planning decision to improve the vibrancy of the area and to offer increased opportunities for businesses by approving funds for the ‘Louistown is Open for Business’ (LOB) portfolio.
The City Planning Officer will need to approve the design of the new LouisShopping, shopping centre. She is uncertain whether it will be possible for this major construction project to achieve its diverse goals relating to sustainability, developing business opportunities.
The Regeneration Manager has led several regeneration projects in Louistown and has proved their ability to manage major construction projects. They are PRINCE2 qualified.
The Regeneration Officer provides administrative services to the Regeneration Manager including maintaining a list of the department’s key stakeholders and maintaining the risk register for the department.
The Sustainability Officer assisted the Sustainability Manager in collecting data to support the development of the City’s sustainability targets. She collects performance data to identify whether the City is on track to meet its sustainability targets.
The Sustainability Manager has been on several courses on city modernization and has helped develop the City’s sustainability targets. They have managed several sustainability projects and are keen for the LouisShopping Project to be managed in a way that does not risk the City losing its ‘green town’ award.
The Chief Technology Officer is responsible for the City’s IT strategy. Her department will be providing the specialists to ensure that the latest technology is used in the LouisShopping centre to promote shoppers as well as visitors to the centre’s restaurants and bars in the evenings.
The CEO of BuildyBrick, the major contractor who will be doing much of the demolition and construction work for the LouisShopping Project.
The Inspector employed by the City Council to provide an independent view that the BuildyBrick is complying with environmental and sustainability targets as well as City building regulations.
The Portfolio Director for the Louistown is Open for Business (LOB) portfolio sees the LouisShopping Project as a key project in the portfolio. They believe that the success of the entire portfolio is dependent on the on-time delivery of this project, while achieving its sustainability targets.
The Head of the Portfolio Office reports to the Portfolio Director and is responsible for reviewing the business cases and project plans of all projects in the Louistown is Open for Business (LOB) portfolio.
The following entry has been recorded in the issue register:
“It will be more difficult to ensure the security of the construction site due to its size. As a result, there may be unauthorized access to the site, leading to high levels of theft.”
Is this an appropriate application of the ‘issues’ practice, and why?

DRAG DROP -
Scenario 2: Louistown City Council
Louistown is a historical town which is home to over 40,000 residents and attracts over 20,000 visitors per year. The city council has been criticized for the lack of investment and modernization of the town centre.
They have recently decided to improve the vibrancy of the area and offer increased opportunities for business by approving the funds for the ‘Louistown is Open for Business’ (LOB) portfolio. This is an ambitious portfolio of projects covering the next five-year plan cycle.
A new shopping centre, provisionally named ‘LouisShopping’, is seen as a key project within this portfolio. This is a complex infrastructure project due to the: location of the building and historical nature of the surrounding buildings requirement for the design to be consistent with the environment while offering modern facilities supported by the latest technology need to include underground parking space importance of minimizing disruption to residents and businesses during the construction works recent award of ‘green town’ status to Louistown, and the sustainability requirements this will impose on the development.
Due to the nature of the work, in which just the construction element is likely to span over two financial years, the council has approved the strategic business case, the initial high-level project plan and has appointed BuildyBrick as the main contractor. They have established a requirement for a traditional delivery approach in line with their standard approach to projects. The general view is that this project is long overdue, and the council would like ‘LouisShopping’ to be open to the public by the end of financial year three.
The project has just completed the initiation stage and commenced the first delivery stage (stage 2). The high-level project plan is as follows:
Stage 1 (initiation)
strategic business case and high-level project plan approval
appoint contractor

Stage 2 -
design

Stage 3 -
site preparation
utilities and systems
construction

Stage 4 -
testing
inspections

Stage 5 -
demobilization.
The main output from the project is a shopping centre constructed and ready to open to the public.

Additional Information -
The Mayor of Louistown has worked at the city council for 20 years. She was elected mayor one year ago as she is a firm believer in the need for modernization, while preserving the city’s historic buildings. She is very busy with commitments to the city’s 40,000 residents.
The Heritage Director has worked at several historical sites and he has been brought in to the City Council to ensure a focus on preserving the city’s history and tourist revenue from the 20,000 annual visitors to its historic sites.
The Heritage Manager reports to the Heritage Director and is responsible for monitoring whether the City is retaining its important historic buildings and any impacts modernization is having on this.
The Business Opportunities Director has recently been promoted to provide a focus on improving business opportunities in Louistown. She has worked on several modernization projects at a senior level and understands the need to improve the vibrancy of the area, while meeting sustainability targets. She is keen to be involved in the LouisShopping Project in support of her role in promoting business opportunities.
The members of the City Council, which has made the major planning decision to improve the vibrancy of the area and to offer increased opportunities for businesses by approving funds for the ‘Louistown is Open for Business’ (LOB) portfolio.
The City Planning Officer will need to approve the design of the new LouisShopping, shopping centre. She is uncertain whether it will be possible for this major construction project to achieve its diverse goals relating to sustainability, developing business opportunities.
The Regeneration Manager has led several regeneration projects in Louistown and has proved their ability to manage major construction projects. They are PRINCE2 qualified.
The Regeneration Officer provides administrative services to the Regeneration Manager including maintaining a list of the department’s key stakeholders and maintaining the risk register for the department.
The Sustainability Officer assisted the Sustainability Manager in collecting data to support the development of the City’s sustainability targets. She collects performance data to identify whether the City is on track to meet its sustainability targets.
The Sustainability Manager has been on several courses on city modernization and has helped develop the City’s sustainability targets. They have managed several sustainability projects and are keen for the LouisShopping Project to be managed in a way that does not risk the City losing its ‘green town’ award.
The Chief Technology Officer is responsible for the City’s IT strategy. Her department will be providing the specialists to ensure that the latest technology is used in the LouisShopping centre to promote shoppers as well as visitors to the centre’s restaurants and bars in the evenings.
The CEO of BuildyBrick, the major contractor who will be doing much of the demolition and construction work for the LouisShopping Project.
The Inspector employed by the City Council to provide an independent view that the BuildyBrick is complying with environmental and sustainability targets as well as City building regulations.
The Portfolio Director for the Louistown is Open for Business (LOB) portfolio sees the LouisShopping Project as a key project in the portfolio. They believe that the success of the entire portfolio is dependent on the on-time delivery of this project, while achieving its sustainability targets.
The Head of the Portfolio Office reports to the Portfolio Director and is responsible for reviewing the business cases and project plans of all projects in the Louistown is Open for Business (LOB) portfolio.

PROGRESS -
Here are three actions related to ‘progress’ practice for the LouisShopping project.
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.

Scenario 2: Louistown City Council
Louistown is a historical town which is home to over 40,000 residents and attracts over 20,000 visitors per year. The city council has been criticized for the lack of investment and modernization of the town centre.
They have recently decided to improve the vibrancy of the area and offer increased opportunities for business by approving the funds for the ‘Louistown is Open for Business’ (LOB) portfolio. This is an ambitious portfolio of projects covering the next five-year plan cycle.
A new shopping centre, provisionally named ‘LouisShopping’, is seen as a key project within this portfolio. This is a complex infrastructure project due to the: location of the building and historical nature of the surrounding buildings requirement for the design to be consistent with the environment while offering modern facilities supported by the latest technology need to include underground parking space importance of minimizing disruption to residents and businesses during the construction works recent award of ‘green town’ status to Louistown, and the sustainability requirements this will impose on the development.
Due to the nature of the work, in which just the construction element is likely to span over two financial years, the council has approved the strategic business case, the initial high-level project plan and has appointed BuildyBrick as the main contractor. They have established a requirement for a traditional delivery approach in line with their standard approach to projects. The general view is that this project is long overdue, and the council would like ‘LouisShopping’ to be open to the public by the end of financial year three.
The project has just completed the initiation stage and commenced the first delivery stage (stage 2). The high-level project plan is as follows:
Stage 1 (initiation)
strategic business case and high-level project plan approval
appoint contractor

Stage 2 -
design

Stage 3 -
site preparation
utilities and systems
construction

Stage 4 -
testing
inspections

Stage 5 -
demobilization.
The main output from the project is a shopping centre constructed and ready to open to the public.

Additional Information -
The Mayor of Louistown has worked at the city council for 20 years. She was elected mayor one year ago as she is a firm believer in the need for modernization, while preserving the city’s historic buildings. She is very busy with commitments to the city’s 40,000 residents.
The Heritage Director has worked at several historical sites and he has been brought in to the City Council to ensure a focus on preserving the city’s history and tourist revenue from the 20,000 annual visitors to its historic sites.
The Heritage Manager reports to the Heritage Director and is responsible for monitoring whether the City is retaining its important historic buildings and any impacts modernization is having on this.
The Business Opportunities Director has recently been promoted to provide a focus on improving business opportunities in Louistown. She has worked on several modernization projects at a senior level and understands the need to improve the vibrancy of the area, while meeting sustainability targets. She is keen to be involved in the LouisShopping Project in support of her role in promoting business opportunities.
The members of the City Council, which has made the major planning decision to improve the vibrancy of the area and to offer increased opportunities for businesses by approving funds for the ‘Louistown is Open for Business’ (LOB) portfolio.
The City Planning Officer will need to approve the design of the new LouisShopping, shopping centre. She is uncertain whether it will be possible for this major construction project to achieve its diverse goals relating to sustainability, developing business opportunities.
The Regeneration Manager has led several regeneration projects in Louistown and has proved their ability to manage major construction projects. They are PRINCE2 qualified.
The Regeneration Officer provides administrative services to the Regeneration Manager including maintaining a list of the department’s key stakeholders and maintaining the risk register for the department.
The Sustainability Officer assisted the Sustainability Manager in collecting data to support the development of the City’s sustainability targets. She collects performance data to identify whether the City is on track to meet its sustainability targets.
The Sustainability Manager has been on several courses on city modernization and has helped develop the City’s sustainability targets. They have managed several sustainability projects and are keen for the LouisShopping Project to be managed in a way that does not risk the City losing its ‘green town’ award.
The Chief Technology Officer is responsible for the City’s IT strategy. Her department will be providing the specialists to ensure that the latest technology is used in the LouisShopping centre to promote shoppers as well as visitors to the centre’s restaurants and bars in the evenings.
The CEO of BuildyBrick, the major contractor who will be doing much of the demolition and construction work for the LouisShopping Project.
The Inspector employed by the City Council to provide an independent view that the BuildyBrick is complying with environmental and sustainability targets as well as City building regulations.
The Portfolio Director for the Louistown is Open for Business (LOB) portfolio sees the LouisShopping Project as a key project in the portfolio. They believe that the success of the entire portfolio is dependent on the on-time delivery of this project, while achieving its sustainability targets.
The Head of the Portfolio Office reports to the Portfolio Director and is responsible for reviewing the business cases and project plans of all projects in the Louistown is Open for Business (LOB) portfolio.
The project team is procuring a separate supplier to install the IT systems. They have requested quotations from a number of suppliers. There have been more queries in response to this request than expected. The procurement team manager has forecast that the work package will exceed its time tolerance. As a result, the team manager has raised an issue to escalate the matter to the project manager.
Is this an appropriate application of the ‘progress’ practice, and why?

Scenario 2: Louistown City Council
Louistown is a historical town which is home to over 40,000 residents and attracts over 20,000 visitors per year. The city council has been criticized for the lack of investment and modernization of the town centre.
They have recently decided to improve the vibrancy of the area and offer increased opportunities for business by approving the funds for the ‘Louistown is Open for Business’ (LOB) portfolio. This is an ambitious portfolio of projects covering the next five-year plan cycle.
A new shopping centre, provisionally named ‘LouisShopping’, is seen as a key project within this portfolio. This is a complex infrastructure project due to the: location of the building and historical nature of the surrounding buildings requirement for the design to be consistent with the environment while offering modern facilities supported by the latest technology need to include underground parking space importance of minimizing disruption to residents and businesses during the construction works recent award of ‘green town’ status to Louistown, and the sustainability requirements this will impose on the development.
Due to the nature of the work, in which just the construction element is likely to span over two financial years, the council has approved the strategic business case, the initial high-level project plan and has appointed BuildyBrick as the main contractor. They have established a requirement for a traditional delivery approach in line with their standard approach to projects. The general view is that this project is long overdue, and the council would like ‘LouisShopping’ to be open to the public by the end of financial year three.
The project has just completed the initiation stage and commenced the first delivery stage (stage 2). The high-level project plan is as follows:
Stage 1 (initiation)
strategic business case and high-level project plan approval
appoint contractor

Stage 2 -
design

Stage 3 -
site preparation
utilities and systems
construction

Stage 4 -
testing
inspections

Stage 5 -
demobilization.
The main output from the project is a shopping centre constructed and ready to open to the public.

Additional Information -
The Mayor of Louistown has worked at the city council for 20 years. She was elected mayor one year ago as she is a firm believer in the need for modernization, while preserving the city’s historic buildings. She is very busy with commitments to the city’s 40,000 residents.
The Heritage Director has worked at several historical sites and he has been brought in to the City Council to ensure a focus on preserving the city’s history and tourist revenue from the 20,000 annual visitors to its historic sites.
The Heritage Manager reports to the Heritage Director and is responsible for monitoring whether the City is retaining its important historic buildings and any impacts modernization is having on this.
The Business Opportunities Director has recently been promoted to provide a focus on improving business opportunities in Louistown. She has worked on several modernization projects at a senior level and understands the need to improve the vibrancy of the area, while meeting sustainability targets. She is keen to be involved in the LouisShopping Project in support of her role in promoting business opportunities.
The members of the City Council, which has made the major planning decision to improve the vibrancy of the area and to offer increased opportunities for businesses by approving funds for the ‘Louistown is Open for Business’ (LOB) portfolio.
The City Planning Officer will need to approve the design of the new LouisShopping, shopping centre. She is uncertain whether it will be possible for this major construction project to achieve its diverse goals relating to sustainability, developing business opportunities.
The Regeneration Manager has led several regeneration projects in Louistown and has proved their ability to manage major construction projects. They are PRINCE2 qualified.
The Regeneration Officer provides administrative services to the Regeneration Manager including maintaining a list of the department’s key stakeholders and maintaining the risk register for the department.
The Sustainability Officer assisted the Sustainability Manager in collecting data to support the development of the City’s sustainability targets. She collects performance data to identify whether the City is on track to meet its sustainability targets.
The Sustainability Manager has been on several courses on city modernization and has helped develop the City’s sustainability targets. They have managed several sustainability projects and are keen for the LouisShopping Project to be managed in a way that does not risk the City losing its ‘green town’ award.
The Chief Technology Officer is responsible for the City’s IT strategy. Her department will be providing the specialists to ensure that the latest technology is used in the LouisShopping centre to promote shoppers as well as visitors to the centre’s restaurants and bars in the evenings.
The CEO of BuildyBrick, the major contractor who will be doing much of the demolition and construction work for the LouisShopping Project.
The Inspector employed by the City Council to provide an independent view that the BuildyBrick is complying with environmental and sustainability targets as well as City building regulations.
The Portfolio Director for the Louistown is Open for Business (LOB) portfolio sees the LouisShopping Project as a key project in the portfolio. They believe that the success of the entire portfolio is dependent on the on-time delivery of this project, while achieving its sustainability targets.
The Head of the Portfolio Office reports to the Portfolio Director and is responsible for reviewing the business cases and project plans of all projects in the Louistown is Open for Business (LOB) portfolio.
The project team is procuring a separate supplier to install the IT systems. The procurement team has requested quotations from a number of suppliers. There have been more queries in response to this request than expected. The procurement team manager has forecast that the work package will exceed its time tolerance. The team manager raised an issue to the project manager. In response, the project manager has some scope tolerance for the stage and has requested the team manager to replan to see whether the team can deliver within time tolerance by reducing the number of quotations reviewed.
Is this an appropriate application of the ‘progress’ practice, and why?

Scenario 2: Louistown City Council
Louistown is a historical town which is home to over 40,000 residents and attracts over 20,000 visitors per year. The city council has been criticized for the lack of investment and modernization of the town centre.
They have recently decided to improve the vibrancy of the area and offer increased opportunities for business by approving the funds for the ‘Louistown is Open for Business’ (LOB) portfolio. This is an ambitious portfolio of projects covering the next five-year plan cycle.
A new shopping centre, provisionally named ‘LouisShopping’, is seen as a key project within this portfolio. This is a complex infrastructure project due to the: location of the building and historical nature of the surrounding buildings requirement for the design to be consistent with the environment while offering modern facilities supported by the latest technology need to include underground parking space importance of minimizing disruption to residents and businesses during the construction works recent award of ‘green town’ status to Louistown, and the sustainability requirements this will impose on the development.
Due to the nature of the work, in which just the construction element is likely to span over two financial years, the council has approved the strategic business case, the initial high-level project plan and has appointed BuildyBrick as the main contractor. They have established a requirement for a traditional delivery approach in line with their standard approach to projects. The general view is that this project is long overdue, and the council would like ‘LouisShopping’ to be open to the public by the end of financial year three.
The project has just completed the initiation stage and commenced the first delivery stage (stage 2). The high-level project plan is as follows:
Stage 1 (initiation)
strategic business case and high-level project plan approval
appoint contractor

Stage 2 -
design

Stage 3 -
site preparation
utilities and systems
construction

Stage 4 -
testing
inspections

Stage 5 -
demobilization.
The main output from the project is a shopping centre constructed and ready to open to the public.

Additional Information -
The Mayor of Louistown has worked at the city council for 20 years. She was elected mayor one year ago as she is a firm believer in the need for modernization, while preserving the city’s historic buildings. She is very busy with commitments to the city’s 40,000 residents.
The Heritage Director has worked at several historical sites and he has been brought in to the City Council to ensure a focus on preserving the city’s history and tourist revenue from the 20,000 annual visitors to its historic sites.
The Heritage Manager reports to the Heritage Director and is responsible for monitoring whether the City is retaining its important historic buildings and any impacts modernization is having on this.
The Business Opportunities Director has recently been promoted to provide a focus on improving business opportunities in Louistown. She has worked on several modernization projects at a senior level and understands the need to improve the vibrancy of the area, while meeting sustainability targets. She is keen to be involved in the LouisShopping Project in support of her role in promoting business opportunities.
The members of the City Council, which has made the major planning decision to improve the vibrancy of the area and to offer increased opportunities for businesses by approving funds for the ‘Louistown is Open for Business’ (LOB) portfolio.
The City Planning Officer will need to approve the design of the new LouisShopping, shopping centre. She is uncertain whether it will be possible for this major construction project to achieve its diverse goals relating to sustainability, developing business opportunities.
The Regeneration Manager has led several regeneration projects in Louistown and has proved their ability to manage major construction projects. They are PRINCE2 qualified.
The Regeneration Officer provides administrative services to the Regeneration Manager including maintaining a list of the department’s key stakeholders and maintaining the risk register for the department.
The Sustainability Officer assisted the Sustainability Manager in collecting data to support the development of the City’s sustainability targets. She collects performance data to identify whether the City is on track to meet its sustainability targets.
The Sustainability Manager has been on several courses on city modernization and has helped develop the City’s sustainability targets. They have managed several sustainability projects and are keen for the LouisShopping Project to be managed in a way that does not risk the City losing its ‘green town’ award.
The Chief Technology Officer is responsible for the City’s IT strategy. Her department will be providing the specialists to ensure that the latest technology is used in the LouisShopping centre to promote shoppers as well as visitors to the centre’s restaurants and bars in the evenings.
The CEO of BuildyBrick, the major contractor who will be doing much of the demolition and construction work for the LouisShopping Project.
The Inspector employed by the City Council to provide an independent view that the BuildyBrick is complying with environmental and sustainability targets as well as City building regulations.
The Portfolio Director for the Louistown is Open for Business (LOB) portfolio sees the LouisShopping Project as a key project in the portfolio. They believe that the success of the entire portfolio is dependent on the on-time delivery of this project, while achieving its sustainability targets.
The Head of the Portfolio Office reports to the Portfolio Director and is responsible for reviewing the business cases and project plans of all projects in the Louistown is Open for Business (LOB) portfolio.

PROCESSES -
The project is in the ‘starting up a project’ process. BuildyBrick has been appointed as the main contractor to do the demolition and construction work and it has been decided that they will be represented on the project board.
Which practice is being applied in the ‘starting up a project’ process when making this decision?

Scenario 2: Louistown City Council
Louistown is a historical town which is home to over 40,000 residents and attracts over 20,000 visitors per year. The city council has been criticized for the lack of investment and modernization of the town centre.
They have recently decided to improve the vibrancy of the area and offer increased opportunities for business by approving the funds for the ‘Louistown is Open for Business’ (LOB) portfolio. This is an ambitious portfolio of projects covering the next five-year plan cycle.
A new shopping centre, provisionally named ‘LouisShopping’, is seen as a key project within this portfolio. This is a complex infrastructure project due to the: location of the building and historical nature of the surrounding buildings requirement for the design to be consistent with the environment while offering modern facilities supported by the latest technology need to include underground parking space importance of minimizing disruption to residents and businesses during the construction works recent award of ‘green town’ status to Louistown, and the sustainability requirements this will impose on the development.
Due to the nature of the work, in which just the construction element is likely to span over two financial years, the council has approved the strategic business case, the initial high-level project plan and has appointed BuildyBrick as the main contractor. They have established a requirement for a traditional delivery approach in line with their standard approach to projects. The general view is that this project is long overdue, and the council would like ‘LouisShopping’ to be open to the public by the end of financial year three.
The project has just completed the initiation stage and commenced the first delivery stage (stage 2). The high-level project plan is as follows:
Stage 1 (initiation)
strategic business case and high-level project plan approval
appoint contractor

Stage 2 -
design

Stage 3 -
site preparation
utilities and systems
construction

Stage 4 -
testing
inspections

Stage 5 -
demobilization.
The main output from the project is a shopping centre constructed and ready to open to the public.

Additional Information -
The Mayor of Louistown has worked at the city council for 20 years. She was elected mayor one year ago as she is a firm believer in the need for modernization, while preserving the city’s historic buildings. She is very busy with commitments to the city’s 40,000 residents.
The Heritage Director has worked at several historical sites and he has been brought in to the City Council to ensure a focus on preserving the city’s history and tourist revenue from the 20,000 annual visitors to its historic sites.
The Heritage Manager reports to the Heritage Director and is responsible for monitoring whether the City is retaining its important historic buildings and any impacts modernization is having on this.
The Business Opportunities Director has recently been promoted to provide a focus on improving business opportunities in Louistown. She has worked on several modernization projects at a senior level and understands the need to improve the vibrancy of the area, while meeting sustainability targets. She is keen to be involved in the LouisShopping Project in support of her role in promoting business opportunities.
The members of the City Council, which has made the major planning decision to improve the vibrancy of the area and to offer increased opportunities for businesses by approving funds for the ‘Louistown is Open for Business’ (LOB) portfolio.
The City Planning Officer will need to approve the design of the new LouisShopping, shopping centre. She is uncertain whether it will be possible for this major construction project to achieve its diverse goals relating to sustainability, developing business opportunities.
The Regeneration Manager has led several regeneration projects in Louistown and has proved their ability to manage major construction projects. They are PRINCE2 qualified.
The Regeneration Officer provides administrative services to the Regeneration Manager including maintaining a list of the department’s key stakeholders and maintaining the risk register for the department.
The Sustainability Officer assisted the Sustainability Manager in collecting data to support the development of the City’s sustainability targets. She collects performance data to identify whether the City is on track to meet its sustainability targets.
The Sustainability Manager has been on several courses on city modernization and has helped develop the City’s sustainability targets. They have managed several sustainability projects and are keen for the LouisShopping Project to be managed in a way that does not risk the City losing its ‘green town’ award.
The Chief Technology Officer is responsible for the City’s IT strategy. Her department will be providing the specialists to ensure that the latest technology is used in the LouisShopping centre to promote shoppers as well as visitors to the centre’s restaurants and bars in the evenings.
The CEO of BuildyBrick, the major contractor who will be doing much of the demolition and construction work for the LouisShopping Project.
The Inspector employed by the City Council to provide an independent view that the BuildyBrick is complying with environmental and sustainability targets as well as City building regulations.
The Portfolio Director for the Louistown is Open for Business (LOB) portfolio sees the LouisShopping Project as a key project in the portfolio. They believe that the success of the entire portfolio is dependent on the on-time delivery of this project, while achieving its sustainability targets.
The Head of the Portfolio Office reports to the Portfolio Director and is responsible for reviewing the business cases and project plans of all projects in the Louistown is Open for Business (LOB) portfolio.
During stage 3, electric charging points are being installed in the car parks. As part of the ‘controlling a stage’ process, the project manager met at the ‘LouisShopping’ car park with the specialist supplier delivering this work package. They reviewed the charging points installed so far, discussed the logistical problems experienced and agreed the remaining actions to be taken.
Which statement explains why this is an appropriate way to implement the ‘evaluate work package status’ activity?

Scenario 2: Louistown City Council
Louistown is a historical town which is home to over 40,000 residents and attracts over 20,000 visitors per year. The city council has been criticized for the lack of investment and modernization of the town centre.
They have recently decided to improve the vibrancy of the area and offer increased opportunities for business by approving the funds for the ‘Louistown is Open for Business’ (LOB) portfolio. This is an ambitious portfolio of projects covering the next five-year plan cycle.
A new shopping centre, provisionally named ‘LouisShopping’, is seen as a key project within this portfolio. This is a complex infrastructure project due to the: location of the building and historical nature of the surrounding buildings requirement for the design to be consistent with the environment while offering modern facilities supported by the latest technology need to include underground parking space importance of minimizing disruption to residents and businesses during the construction works recent award of ‘green town’ status to Louistown, and the sustainability requirements this will impose on the development.
Due to the nature of the work, in which just the construction element is likely to span over two financial years, the council has approved the strategic business case, the initial high-level project plan and has appointed BuildyBrick as the main contractor. They have established a requirement for a traditional delivery approach in line with their standard approach to projects. The general view is that this project is long overdue, and the council would like ‘LouisShopping’ to be open to the public by the end of financial year three.
The project has just completed the initiation stage and commenced the first delivery stage (stage 2). The high-level project plan is as follows:
Stage 1 (initiation)
strategic business case and high-level project plan approval
appoint contractor

Stage 2 -
design

Stage 3 -
site preparation
utilities and systems
construction

Stage 4 -
testing
inspections

Stage 5 -
demobilization.
The main output from the project is a shopping centre constructed and ready to open to the public.

Additional Information -
The Mayor of Louistown has worked at the city council for 20 years. She was elected mayor one year ago as she is a firm believer in the need for modernization, while preserving the city’s historic buildings. She is very busy with commitments to the city’s 40,000 residents.
The Heritage Director has worked at several historical sites and he has been brought in to the City Council to ensure a focus on preserving the city’s history and tourist revenue from the 20,000 annual visitors to its historic sites.
The Heritage Manager reports to the Heritage Director and is responsible for monitoring whether the City is retaining its important historic buildings and any impacts modernization is having on this.
The Business Opportunities Director has recently been promoted to provide a focus on improving business opportunities in Louistown. She has worked on several modernization projects at a senior level and understands the need to improve the vibrancy of the area, while meeting sustainability targets. She is keen to be involved in the LouisShopping Project in support of her role in promoting business opportunities.
The members of the City Council, which has made the major planning decision to improve the vibrancy of the area and to offer increased opportunities for businesses by approving funds for the ‘Louistown is Open for Business’ (LOB) portfolio.
The City Planning Officer will need to approve the design of the new LouisShopping, shopping centre. She is uncertain whether it will be possible for this major construction project to achieve its diverse goals relating to sustainability, developing business opportunities.
The Regeneration Manager has led several regeneration projects in Louistown and has proved their ability to manage major construction projects. They are PRINCE2 qualified.
The Regeneration Officer provides administrative services to the Regeneration Manager including maintaining a list of the department’s key stakeholders and maintaining the risk register for the department.
The Sustainability Officer assisted the Sustainability Manager in collecting data to support the development of the City’s sustainability targets. She collects performance data to identify whether the City is on track to meet its sustainability targets.
The Sustainability Manager has been on several courses on city modernization and has helped develop the City’s sustainability targets. They have managed several sustainability projects and are keen for the LouisShopping Project to be managed in a way that does not risk the City losing its ‘green town’ award.
The Chief Technology Officer is responsible for the City’s IT strategy. Her department will be providing the specialists to ensure that the latest technology is used in the LouisShopping centre to promote shoppers as well as visitors to the centre’s restaurants and bars in the evenings.
The CEO of BuildyBrick, the major contractor who will be doing much of the demolition and construction work for the LouisShopping Project.
The Inspector employed by the City Council to provide an independent view that the BuildyBrick is complying with environmental and sustainability targets as well as City building regulations.
The Portfolio Director for the Louistown is Open for Business (LOB) portfolio sees the LouisShopping Project as a key project in the portfolio. They believe that the success of the entire portfolio is dependent on the on-time delivery of this project, while achieving its sustainability targets.
The Head of the Portfolio Office reports to the Portfolio Director and is responsible for reviewing the business cases and project plans of all projects in the Louistown is Open for Business (LOB) portfolio.
The project is in the ‘starting up a project’ process. The Business Opportunities Director has consulted with the CEO of BuildyBrick and decided that the project should be delivered using a traditional delivery approach.
Which practice is being applied when making this decision?

Scenario 2: Louistown City Council
Louistown is a historical town which is home to over 40,000 residents and attracts over 20,000 visitors per year. The city council has been criticized for the lack of investment and modernization of the town centre.
They have recently decided to improve the vibrancy of the area and offer increased opportunities for business by approving the funds for the ‘Louistown is Open for Business’ (LOB) portfolio. This is an ambitious portfolio of projects covering the next five-year plan cycle.
A new shopping centre, provisionally named ‘LouisShopping’, is seen as a key project within this portfolio. This is a complex infrastructure project due to the: location of the building and historical nature of the surrounding buildings requirement for the design to be consistent with the environment while offering modern facilities supported by the latest technology need to include underground parking space importance of minimizing disruption to residents and businesses during the construction works recent award of ‘green town’ status to Louistown, and the sustainability requirements this will impose on the development.
Due to the nature of the work, in which just the construction element is likely to span over two financial years, the council has approved the strategic business case, the initial high-level project plan and has appointed BuildyBrick as the main contractor. They have established a requirement for a traditional delivery approach in line with their standard approach to projects. The general view is that this project is long overdue, and the council would like ‘LouisShopping’ to be open to the public by the end of financial year three.
The project has just completed the initiation stage and commenced the first delivery stage (stage 2). The high-level project plan is as follows:
Stage 1 (initiation)
strategic business case and high-level project plan approval
appoint contractor

Stage 2 -
design

Stage 3 -
site preparation
utilities and systems
construction

Stage 4 -
testing
inspections

Stage 5 -
demobilization.
The main output from the project is a shopping centre constructed and ready to open to the public.

Additional Information -
The Mayor of Louistown has worked at the city council for 20 years. She was elected mayor one year ago as she is a firm believer in the need for modernization, while preserving the city’s historic buildings. She is very busy with commitments to the city’s 40,000 residents.
The Heritage Director has worked at several historical sites and he has been brought in to the City Council to ensure a focus on preserving the city’s history and tourist revenue from the 20,000 annual visitors to its historic sites.
The Heritage Manager reports to the Heritage Director and is responsible for monitoring whether the City is retaining its important historic buildings and any impacts modernization is having on this.
The Business Opportunities Director has recently been promoted to provide a focus on improving business opportunities in Louistown. She has worked on several modernization projects at a senior level and understands the need to improve the vibrancy of the area, while meeting sustainability targets. She is keen to be involved in the LouisShopping Project in support of her role in promoting business opportunities.
The members of the City Council, which has made the major planning decision to improve the vibrancy of the area and to offer increased opportunities for businesses by approving funds for the ‘Louistown is Open for Business’ (LOB) portfolio.
The City Planning Officer will need to approve the design of the new LouisShopping, shopping centre. She is uncertain whether it will be possible for this major construction project to achieve its diverse goals relating to sustainability, developing business opportunities.
The Regeneration Manager has led several regeneration projects in Louistown and has proved their ability to manage major construction projects. They are PRINCE2 qualified.
The Regeneration Officer provides administrative services to the Regeneration Manager including maintaining a list of the department’s key stakeholders and maintaining the risk register for the department.
The Sustainability Officer assisted the Sustainability Manager in collecting data to support the development of the City’s sustainability targets. She collects performance data to identify whether the City is on track to meet its sustainability targets.
The Sustainability Manager has been on several courses on city modernization and has helped develop the City’s sustainability targets. They have managed several sustainability projects and are keen for the LouisShopping Project to be managed in a way that does not risk the City losing its ‘green town’ award.
The Chief Technology Officer is responsible for the City’s IT strategy. Her department will be providing the specialists to ensure that the latest technology is used in the LouisShopping centre to promote shoppers as well as visitors to the centre’s restaurants and bars in the evenings.
The CEO of BuildyBrick, the major contractor who will be doing much of the demolition and construction work for the LouisShopping Project.
The Inspector employed by the City Council to provide an independent view that the BuildyBrick is complying with environmental and sustainability targets as well as City building regulations.
The Portfolio Director for the Louistown is Open for Business (LOB) portfolio sees the LouisShopping Project as a key project in the portfolio. They believe that the success of the entire portfolio is dependent on the on-time delivery of this project, while achieving its sustainability targets.
The Head of the Portfolio Office reports to the Portfolio Director and is responsible for reviewing the business cases and project plans of all projects in the Louistown is Open for Business (LOB) portfolio.
During excavation for the underground parking space, a water pipe was damaged. The City Council repaired the pipe, however some rework of the parking space will be required, but this will have no impact on the schedule and cost of the stage and other work packages within the stage. This rework will take an extra 3 days. The plan needs to be updated to include the rework, which will still finish within the timescales defined in the work package.
According to the ‘plans’ practice, which role should update the plan?

Scenario 2: Louistown City Council
Louistown is a historical town which is home to over 40,000 residents and attracts over 20,000 visitors per year. The city council has been criticized for the lack of investment and modernization of the town centre.
They have recently decided to improve the vibrancy of the area and offer increased opportunities for business by approving the funds for the ‘Louistown is Open for Business’ (LOB) portfolio. This is an ambitious portfolio of projects covering the next five-year plan cycle.
A new shopping centre, provisionally named ‘LouisShopping’, is seen as a key project within this portfolio. This is a complex infrastructure project due to the: location of the building and historical nature of the surrounding buildings requirement for the design to be consistent with the environment while offering modern facilities supported by the latest technology need to include underground parking space importance of minimizing disruption to residents and businesses during the construction works recent award of ‘green town’ status to Louistown, and the sustainability requirements this will impose on the development.
Due to the nature of the work, in which just the construction element is likely to span over two financial years, the council has approved the strategic business case, the initial high-level project plan and has appointed BuildyBrick as the main contractor. They have established a requirement for a traditional delivery approach in line with their standard approach to projects. The general view is that this project is long overdue, and the council would like ‘LouisShopping’ to be open to the public by the end of financial year three.
The project has just completed the initiation stage and commenced the first delivery stage (stage 2). The high-level project plan is as follows:
Stage 1 (initiation)
strategic business case and high-level project plan approval
appoint contractor

Stage 2 -
design

Stage 3 -
site preparation
utilities and systems
construction

Stage 4 -
testing
inspections

Stage 5 -
demobilization.
The main output from the project is a shopping centre constructed and ready to open to the public.

Additional Information -
The Mayor of Louistown has worked at the city council for 20 years. She was elected mayor one year ago as she is a firm believer in the need for modernization, while preserving the city’s historic buildings. She is very busy with commitments to the city’s 40,000 residents.
The Heritage Director has worked at several historical sites and he has been brought in to the City Council to ensure a focus on preserving the city’s history and tourist revenue from the 20,000 annual visitors to its historic sites.
The Heritage Manager reports to the Heritage Director and is responsible for monitoring whether the City is retaining its important historic buildings and any impacts modernization is having on this.
The Business Opportunities Director has recently been promoted to provide a focus on improving business opportunities in Louistown. She has worked on several modernization projects at a senior level and understands the need to improve the vibrancy of the area, while meeting sustainability targets. She is keen to be involved in the LouisShopping Project in support of her role in promoting business opportunities.
The members of the City Council, which has made the major planning decision to improve the vibrancy of the area and to offer increased opportunities for businesses by approving funds for the ‘Louistown is Open for Business’ (LOB) portfolio.
The City Planning Officer will need to approve the design of the new LouisShopping, shopping centre. She is uncertain whether it will be possible for this major construction project to achieve its diverse goals relating to sustainability, developing business opportunities.
The Regeneration Manager has led several regeneration projects in Louistown and has proved their ability to manage major construction projects. They are PRINCE2 qualified.
The Regeneration Officer provides administrative services to the Regeneration Manager including maintaining a list of the department’s key stakeholders and maintaining the risk register for the department.
The Sustainability Officer assisted the Sustainability Manager in collecting data to support the development of the City’s sustainability targets. She collects performance data to identify whether the City is on track to meet its sustainability targets.
The Sustainability Manager has been on several courses on city modernization and has helped develop the City’s sustainability targets. They have managed several sustainability projects and are keen for the LouisShopping Project to be managed in a way that does not risk the City losing its ‘green town’ award.
The Chief Technology Officer is responsible for the City’s IT strategy. Her department will be providing the specialists to ensure that the latest technology is used in the LouisShopping centre to promote shoppers as well as visitors to the centre’s restaurants and bars in the evenings.
The CEO of BuildyBrick, the major contractor who will be doing much of the demolition and construction work for the LouisShopping Project.
The Inspector employed by the City Council to provide an independent view that the BuildyBrick is complying with environmental and sustainability targets as well as City building regulations.
The Portfolio Director for the Louistown is Open for Business (LOB) portfolio sees the LouisShopping Project as a key project in the portfolio. They believe that the success of the entire portfolio is dependent on the on-time delivery of this project, while achieving its sustainability targets.
The Head of the Portfolio Office reports to the Portfolio Director and is responsible for reviewing the business cases and project plans of all projects in the Louistown is Open for Business (LOB) portfolio.
The Council has never done this type of complex infrastructure project before. As a result, the project manager organized a workshop during the ‘starting up a project’ process to discuss the likely issues and approaches for developing the new shopping centre. Participants included people from the Council’s internal departments, potential suppliers and also people from other councils who had completed similar modernization projects.
Is this an appropriate application of the ‘starting up a project’ process, and why?

Scenario 2: Louistown City Council
Louistown is a historical town which is home to over 40,000 residents and attracts over 20,000 visitors per year. The city council has been criticized for the lack of investment and modernization of the town centre.
They have recently decided to improve the vibrancy of the area and offer increased opportunities for business by approving the funds for the ‘Louistown is Open for Business’ (LOB) portfolio. This is an ambitious portfolio of projects covering the next five-year plan cycle.
A new shopping centre, provisionally named ‘LouisShopping’, is seen as a key project within this portfolio. This is a complex infrastructure project due to the: location of the building and historical nature of the surrounding buildings requirement for the design to be consistent with the environment while offering modern facilities supported by the latest technology need to include underground parking space importance of minimizing disruption to residents and businesses during the construction works recent award of ‘green town’ status to Louistown, and the sustainability requirements this will impose on the development.
Due to the nature of the work, in which just the construction element is likely to span over two financial years, the council has approved the strategic business case, the initial high-level project plan and has appointed BuildyBrick as the main contractor. They have established a requirement for a traditional delivery approach in line with their standard approach to projects. The general view is that this project is long overdue, and the council would like ‘LouisShopping’ to be open to the public by the end of financial year three.
The project has just completed the initiation stage and commenced the first delivery stage (stage 2). The high-level project plan is as follows:
Stage 1 (initiation)
strategic business case and high-level project plan approval
appoint contractor

Stage 2 -
design

Stage 3 -
site preparation
utilities and systems
construction

Stage 4 -
testing
inspections

Stage 5 -
demobilization.
The main output from the project is a shopping centre constructed and ready to open to the public.

Additional Information -
The Mayor of Louistown has worked at the city council for 20 years. She was elected mayor one year ago as she is a firm believer in the need for modernization, while preserving the city’s historic buildings. She is very busy with commitments to the city’s 40,000 residents.
The Heritage Director has worked at several historical sites and he has been brought in to the City Council to ensure a focus on preserving the city’s history and tourist revenue from the 20,000 annual visitors to its historic sites.
The Heritage Manager reports to the Heritage Director and is responsible for monitoring whether the City is retaining its important historic buildings and any impacts modernization is having on this.
The Business Opportunities Director has recently been promoted to provide a focus on improving business opportunities in Louistown. She has worked on several modernization projects at a senior level and understands the need to improve the vibrancy of the area, while meeting sustainability targets. She is keen to be involved in the LouisShopping Project in support of her role in promoting business opportunities.
The members of the City Council, which has made the major planning decision to improve the vibrancy of the area and to offer increased opportunities for businesses by approving funds for the ‘Louistown is Open for Business’ (LOB) portfolio.
The City Planning Officer will need to approve the design of the new LouisShopping, shopping centre. She is uncertain whether it will be possible for this major construction project to achieve its diverse goals relating to sustainability, developing business opportunities.
The Regeneration Manager has led several regeneration projects in Louistown and has proved their ability to manage major construction projects. They are PRINCE2 qualified.
The Regeneration Officer provides administrative services to the Regeneration Manager including maintaining a list of the department’s key stakeholders and maintaining the risk register for the department.
The Sustainability Officer assisted the Sustainability Manager in collecting data to support the development of the City’s sustainability targets. She collects performance data to identify whether the City is on track to meet its sustainability targets.
The Sustainability Manager has been on several courses on city modernization and has helped develop the City’s sustainability targets. They have managed several sustainability projects and are keen for the LouisShopping Project to be managed in a way that does not risk the City losing its ‘green town’ award.
The Chief Technology Officer is responsible for the City’s IT strategy. Her department will be providing the specialists to ensure that the latest technology is used in the LouisShopping centre to promote shoppers as well as visitors to the centre’s restaurants and bars in the evenings.
The CEO of BuildyBrick, the major contractor who will be doing much of the demolition and construction work for the LouisShopping Project.
The Inspector employed by the City Council to provide an independent view that the BuildyBrick is complying with environmental and sustainability targets as well as City building regulations.
The Portfolio Director for the Louistown is Open for Business (LOB) portfolio sees the LouisShopping Project as a key project in the portfolio. They believe that the success of the entire portfolio is dependent on the on-time delivery of this project, while achieving its sustainability targets.
The Head of the Portfolio Office reports to the Portfolio Director and is responsible for reviewing the business cases and project plans of all projects in the Louistown is Open for Business (LOB) portfolio.
The project is at the end of stage 3 and the stage 4 plan has been produced and submitted to the project board for approval in the ‘directing a project’ process. The Portfolio Director is happy that the project is proceeding according to plan and has advised that the project management team can release funds for stages 4 and 5, without the need for further approval from the City Council or the Portfolio Board.
Which role should be responsible for approving the plans for stages 4 and 5?

Scenario 2: Louistown City Council
Louistown is a historical town which is home to over 40,000 residents and attracts over 20,000 visitors per year. The city council has been criticized for the lack of investment and modernization of the town centre.
They have recently decided to improve the vibrancy of the area and offer increased opportunities for business by approving the funds for the ‘Louistown is Open for Business’ (LOB) portfolio. This is an ambitious portfolio of projects covering the next five-year plan cycle.
A new shopping centre, provisionally named ‘LouisShopping’, is seen as a key project within this portfolio. This is a complex infrastructure project due to the: location of the building and historical nature of the surrounding buildings requirement for the design to be consistent with the environment while offering modern facilities supported by the latest technology need to include underground parking space importance of minimizing disruption to residents and businesses during the construction works recent award of ‘green town’ status to Louistown, and the sustainability requirements this will impose on the development.
Due to the nature of the work, in which just the construction element is likely to span over two financial years, the council has approved the strategic business case, the initial high-level project plan and has appointed BuildyBrick as the main contractor. They have established a requirement for a traditional delivery approach in line with their standard approach to projects. The general view is that this project is long overdue, and the council would like ‘LouisShopping’ to be open to the public by the end of financial year three.
The project has just completed the initiation stage and commenced the first delivery stage (stage 2). The high-level project plan is as follows:
Stage 1 (initiation)
strategic business case and high-level project plan approval
appoint contractor

Stage 2 -
design

Stage 3 -
site preparation
utilities and systems
construction

Stage 4 -
testing
inspections

Stage 5 -
demobilization.
The main output from the project is a shopping centre constructed and ready to open to the public.

Additional Information -
The Mayor of Louistown has worked at the city council for 20 years. She was elected mayor one year ago as she is a firm believer in the need for modernization, while preserving the city’s historic buildings. She is very busy with commitments to the city’s 40,000 residents.
The Heritage Director has worked at several historical sites and he has been brought in to the City Council to ensure a focus on preserving the city’s history and tourist revenue from the 20,000 annual visitors to its historic sites.
The Heritage Manager reports to the Heritage Director and is responsible for monitoring whether the City is retaining its important historic buildings and any impacts modernization is having on this.
The Business Opportunities Director has recently been promoted to provide a focus on improving business opportunities in Louistown. She has worked on several modernization projects at a senior level and understands the need to improve the vibrancy of the area, while meeting sustainability targets. She is keen to be involved in the LouisShopping Project in support of her role in promoting business opportunities.
The members of the City Council, which has made the major planning decision to improve the vibrancy of the area and to offer increased opportunities for businesses by approving funds for the ‘Louistown is Open for Business’ (LOB) portfolio.
The City Planning Officer will need to approve the design of the new LouisShopping, shopping centre. She is uncertain whether it will be possible for this major construction project to achieve its diverse goals relating to sustainability, developing business opportunities.
The Regeneration Manager has led several regeneration projects in Louistown and has proved their ability to manage major construction projects. They are PRINCE2 qualified.
The Regeneration Officer provides administrative services to the Regeneration Manager including maintaining a list of the department’s key stakeholders and maintaining the risk register for the department.
The Sustainability Officer assisted the Sustainability Manager in collecting data to support the development of the City’s sustainability targets. She collects performance data to identify whether the City is on track to meet its sustainability targets.
The Sustainability Manager has been on several courses on city modernization and has helped develop the City’s sustainability targets. They have managed several sustainability projects and are keen for the LouisShopping Project to be managed in a way that does not risk the City losing its ‘green town’ award.
The Chief Technology Officer is responsible for the City’s IT strategy. Her department will be providing the specialists to ensure that the latest technology is used in the LouisShopping centre to promote shoppers as well as visitors to the centre’s restaurants and bars in the evenings.
The CEO of BuildyBrick, the major contractor who will be doing much of the demolition and construction work for the LouisShopping Project.
The Inspector employed by the City Council to provide an independent view that the BuildyBrick is complying with environmental and sustainability targets as well as City building regulations.
The Portfolio Director for the Louistown is Open for Business (LOB) portfolio sees the LouisShopping Project as a key project in the portfolio. They believe that the success of the entire portfolio is dependent on the on-time delivery of this project, while achieving its sustainability targets.
The Head of the Portfolio Office reports to the Portfolio Director and is responsible for reviewing the business cases and project plans of all projects in the Louistown is Open for Business (LOB) portfolio.
The City Council needs to approve all funding requests for projects in the ‘Louistown is Open for Business’ portfolio. The project initiation documentation (PID) for LouisShopping has been prepared. As part of the ‘directing a project’ process, the project executive has passed the PID and full business case to the City Council for approval and requested the City Council to ‘authorize the project’ so that the design work on the regenerated shopping centre can start.
Is this an appropriate application of the ‘directing the project’ process, and why?

DRAG DROP -
Scenario 2: Louistown City Council
Louistown is a historical town which is home to over 40,000 residents and attracts over 20,000 visitors per year. The city council has been criticized for the lack of investment and modernization of the town centre.
They have recently decided to improve the vibrancy of the area and offer increased opportunities for business by approving the funds for the ‘Louistown is Open for Business’ (LOB) portfolio. This is an ambitious portfolio of projects covering the next five-year plan cycle.
A new shopping centre, provisionally named ‘LouisShopping’, is seen as a key project within this portfolio. This is a complex infrastructure project due to the: location of the building and historical nature of the surrounding buildings requirement for the design to be consistent with the environment while offering modern facilities supported by the latest technology need to include underground parking space importance of minimizing disruption to residents and businesses during the construction works recent award of ‘green town’ status to Louistown, and the sustainability requirements this will impose on the development.
Due to the nature of the work, in which just the construction element is likely to span over two financial years, the council has approved the strategic business case, the initial high-level project plan and has appointed BuildyBrick as the main contractor. They have established a requirement for a traditional delivery approach in line with their standard approach to projects. The general view is that this project is long overdue, and the council would like ‘LouisShopping’ to be open to the public by the end of financial year three.
The project has just completed the initiation stage and commenced the first delivery stage (stage 2). The high-level project plan is as follows:
Stage 1 (initiation)
strategic business case and high-level project plan approval
appoint contractor

Stage 2 -
design

Stage 3 -
site preparation
utilities and systems
construction

Stage 4 -
testing
inspections

Stage 5 -
demobilization.
The main output from the project is a shopping centre constructed and ready to open to the public.

Additional Information -
The Mayor of Louistown has worked at the city council for 20 years. She was elected mayor one year ago as she is a firm believer in the need for modernization, while preserving the city’s historic buildings. She is very busy with commitments to the city’s 40,000 residents.
The Heritage Director has worked at several historical sites and he has been brought in to the City Council to ensure a focus on preserving the city’s history and tourist revenue from the 20,000 annual visitors to its historic sites.
The Heritage Manager reports to the Heritage Director and is responsible for monitoring whether the City is retaining its important historic buildings and any impacts modernization is having on this.
The Business Opportunities Director has recently been promoted to provide a focus on improving business opportunities in Louistown. She has worked on several modernization projects at a senior level and understands the need to improve the vibrancy of the area, while meeting sustainability targets. She is keen to be involved in the LouisShopping Project in support of her role in promoting business opportunities.
The members of the City Council, which has made the major planning decision to improve the vibrancy of the area and to offer increased opportunities for businesses by approving funds for the ‘Louistown is Open for Business’ (LOB) portfolio.
The City Planning Officer will need to approve the design of the new LouisShopping, shopping centre. She is uncertain whether it will be possible for this major construction project to achieve its diverse goals relating to sustainability, developing business opportunities.
The Regeneration Manager has led several regeneration projects in Louistown and has proved their ability to manage major construction projects. They are PRINCE2 qualified.
The Regeneration Officer provides administrative services to the Regeneration Manager including maintaining a list of the department’s key stakeholders and maintaining the risk register for the department.
The Sustainability Officer assisted the Sustainability Manager in collecting data to support the development of the City’s sustainability targets. She collects performance data to identify whether the City is on track to meet its sustainability targets.
The Sustainability Manager has been on several courses on city modernization and has helped develop the City’s sustainability targets. They have managed several sustainability projects and are keen for the LouisShopping Project to be managed in a way that does not risk the City losing its ‘green town’ award.
The Chief Technology Officer is responsible for the City’s IT strategy. Her department will be providing the specialists to ensure that the latest technology is used in the LouisShopping centre to promote shoppers as well as visitors to the centre’s restaurants and bars in the evenings.
The CEO of BuildyBrick, the major contractor who will be doing much of the demolition and construction work for the LouisShopping Project.
The Inspector employed by the City Council to provide an independent view that the BuildyBrick is complying with environmental and sustainability targets as well as City building regulations.
The Portfolio Director for the Louistown is Open for Business (LOB) portfolio sees the LouisShopping Project as a key project in the portfolio. They believe that the success of the entire portfolio is dependent on the on-time delivery of this project, while achieving its sustainability targets.
The Head of the Portfolio Office reports to the Portfolio Director and is responsible for reviewing the business cases and project plans of all projects in the Louistown is Open for Business (LOB) portfolio.

PLANS -
Here are three actions undertaken when planning stage 3.
During which activity of the ‘planning’ technique (A-F) should the actions occur?
Choose only ONE activity for each action. Each activity can be used once, more than once, or not at all.

Scenario 2: Louistown City Council
Louistown is a historical town which is home to over 40,000 residents and attracts over 20,000 visitors per year. The city council has been criticized for the lack of investment and modernization of the town centre.
They have recently decided to improve the vibrancy of the area and offer increased opportunities for business by approving the funds for the ‘Louistown is Open for Business’ (LOB) portfolio. This is an ambitious portfolio of projects covering the next five-year plan cycle.
A new shopping centre, provisionally named ‘LouisShopping’, is seen as a key project within this portfolio. This is a complex infrastructure project due to the: location of the building and historical nature of the surrounding buildings requirement for the design to be consistent with the environment while offering modern facilities supported by the latest technology need to include underground parking space importance of minimizing disruption to residents and businesses during the construction works recent award of ‘green town’ status to Louistown, and the sustainability requirements this will impose on the development.
Due to the nature of the work, in which just the construction element is likely to span over two financial years, the council has approved the strategic business case, the initial high-level project plan and has appointed BuildyBrick as the main contractor. They have established a requirement for a traditional delivery approach in line with their standard approach to projects. The general view is that this project is long overdue, and the council would like ‘LouisShopping’ to be open to the public by the end of financial year three.
The project has just completed the initiation stage and commenced the first delivery stage (stage 2). The high-level project plan is as follows:
Stage 1 (initiation)
strategic business case and high-level project plan approval
appoint contractor

Stage 2 -
design

Stage 3 -
site preparation
utilities and systems
construction

Stage 4 -
testing
inspections

Stage 5 -
demobilization.
The main output from the project is a shopping centre constructed and ready to open to the public.

Additional Information -
The Mayor of Louistown has worked at the city council for 20 years. She was elected mayor one year ago as she is a firm believer in the need for modernization, while preserving the city’s historic buildings. She is very busy with commitments to the city’s 40,000 residents.
The Heritage Director has worked at several historical sites and he has been brought in to the City Council to ensure a focus on preserving the city’s history and tourist revenue from the 20,000 annual visitors to its historic sites.
The Heritage Manager reports to the Heritage Director and is responsible for monitoring whether the City is retaining its important historic buildings and any impacts modernization is having on this.
The Business Opportunities Director has recently been promoted to provide a focus on improving business opportunities in Louistown. She has worked on several modernization projects at a senior level and understands the need to improve the vibrancy of the area, while meeting sustainability targets. She is keen to be involved in the LouisShopping Project in support of her role in promoting business opportunities.
The members of the City Council, which has made the major planning decision to improve the vibrancy of the area and to offer increased opportunities for businesses by approving funds for the ‘Louistown is Open for Business’ (LOB) portfolio.
The City Planning Officer will need to approve the design of the new LouisShopping, shopping centre. She is uncertain whether it will be possible for this major construction project to achieve its diverse goals relating to sustainability, developing business opportunities.
The Regeneration Manager has led several regeneration projects in Louistown and has proved their ability to manage major construction projects. They are PRINCE2 qualified.
The Regeneration Officer provides administrative services to the Regeneration Manager including maintaining a list of the department’s key stakeholders and maintaining the risk register for the department.
The Sustainability Officer assisted the Sustainability Manager in collecting data to support the development of the City’s sustainability targets. She collects performance data to identify whether the City is on track to meet its sustainability targets.
The Sustainability Manager has been on several courses on city modernization and has helped develop the City’s sustainability targets. They have managed several sustainability projects and are keen for the LouisShopping Project to be managed in a way that does not risk the City losing its ‘green town’ award.
The Chief Technology Officer is responsible for the City’s IT strategy. Her department will be providing the specialists to ensure that the latest technology is used in the LouisShopping centre to promote shoppers as well as visitors to the centre’s restaurants and bars in the evenings.
The CEO of BuildyBrick, the major contractor who will be doing much of the demolition and construction work for the LouisShopping Project.
The Inspector employed by the City Council to provide an independent view that the BuildyBrick is complying with environmental and sustainability targets as well as City building regulations.
The Portfolio Director for the Louistown is Open for Business (LOB) portfolio sees the LouisShopping Project as a key project in the portfolio. They believe that the success of the entire portfolio is dependent on the on-time delivery of this project, while achieving its sustainability targets.
The Head of the Portfolio Office reports to the Portfolio Director and is responsible for reviewing the business cases and project plans of all projects in the Louistown is Open for Business (LOB) portfolio.
The project is in the ‘initiating a project’ process. The LouisShopping Project is part of the ‘Louistown Open for Business’ (LOB) portfolio. The LouisShopping Project needs to comply with the portfolio’s information strategy. As a result, the project manager has recommended that the project’s digital and data management approach should be based on the portfolios information strategy with a few adaptations to suit the project’s needs.
In which activity of the ‘initiating a project’ process should this recommendation be approved?

Scenario 2: Louistown City Council
Louistown is a historical town which is home to over 40,000 residents and attracts over 20,000 visitors per year. The city council has been criticized for the lack of investment and modernization of the town centre.
They have recently decided to improve the vibrancy of the area and offer increased opportunities for business by approving the funds for the ‘Louistown is Open for Business’ (LOB) portfolio. This is an ambitious portfolio of projects covering the next five-year plan cycle.
A new shopping centre, provisionally named ‘LouisShopping’, is seen as a key project within this portfolio. This is a complex infrastructure project due to the: location of the building and historical nature of the surrounding buildings requirement for the design to be consistent with the environment while offering modern facilities supported by the latest technology need to include underground parking space importance of minimizing disruption to residents and businesses during the construction works recent award of ‘green town’ status to Louistown, and the sustainability requirements this will impose on the development.
Due to the nature of the work, in which just the construction element is likely to span over two financial years, the council has approved the strategic business case, the initial high-level project plan and has appointed BuildyBrick as the main contractor. They have established a requirement for a traditional delivery approach in line with their standard approach to projects. The general view is that this project is long overdue, and the council would like ‘LouisShopping’ to be open to the public by the end of financial year three.
The project has just completed the initiation stage and commenced the first delivery stage (stage 2). The high-level project plan is as follows:
Stage 1 (initiation)
strategic business case and high-level project plan approval
appoint contractor

Stage 2 -
design

Stage 3 -
site preparation
utilities and systems
construction

Stage 4 -
testing
inspections

Stage 5 -
demobilization.
The main output from the project is a shopping centre constructed and ready to open to the public.

Additional Information -
The Mayor of Louistown has worked at the city council for 20 years. She was elected mayor one year ago as she is a firm believer in the need for modernization, while preserving the city’s historic buildings. She is very busy with commitments to the city’s 40,000 residents.
The Heritage Director has worked at several historical sites and he has been brought in to the City Council to ensure a focus on preserving the city’s history and tourist revenue from the 20,000 annual visitors to its historic sites.
The Heritage Manager reports to the Heritage Director and is responsible for monitoring whether the City is retaining its important historic buildings and any impacts modernization is having on this.
The Business Opportunities Director has recently been promoted to provide a focus on improving business opportunities in Louistown. She has worked on several modernization projects at a senior level and understands the need to improve the vibrancy of the area, while meeting sustainability targets. She is keen to be involved in the LouisShopping Project in support of her role in promoting business opportunities.
The members of the City Council, which has made the major planning decision to improve the vibrancy of the area and to offer increased opportunities for businesses by approving funds for the ‘Louistown is Open for Business’ (LOB) portfolio.
The City Planning Officer will need to approve the design of the new LouisShopping, shopping centre. She is uncertain whether it will be possible for this major construction project to achieve its diverse goals relating to sustainability, developing business opportunities.
The Regeneration Manager has led several regeneration projects in Louistown and has proved their ability to manage major construction projects. They are PRINCE2 qualified.
The Regeneration Officer provides administrative services to the Regeneration Manager including maintaining a list of the department’s key stakeholders and maintaining the risk register for the department.
The Sustainability Officer assisted the Sustainability Manager in collecting data to support the development of the City’s sustainability targets. She collects performance data to identify whether the City is on track to meet its sustainability targets.
The Sustainability Manager has been on several courses on city modernization and has helped develop the City’s sustainability targets. They have managed several sustainability projects and are keen for the LouisShopping Project to be managed in a way that does not risk the City losing its ‘green town’ award.
The Chief Technology Officer is responsible for the City’s IT strategy. Her department will be providing the specialists to ensure that the latest technology is used in the LouisShopping centre to promote shoppers as well as visitors to the centre’s restaurants and bars in the evenings.
The CEO of BuildyBrick, the major contractor who will be doing much of the demolition and construction work for the LouisShopping Project.
The Inspector employed by the City Council to provide an independent view that the BuildyBrick is complying with environmental and sustainability targets as well as City building regulations.
The Portfolio Director for the Louistown is Open for Business (LOB) portfolio sees the LouisShopping Project as a key project in the portfolio. They believe that the success of the entire portfolio is dependent on the on-time delivery of this project, while achieving its sustainability targets.
The Head of the Portfolio Office reports to the Portfolio Director and is responsible for reviewing the business cases and project plans of all projects in the Louistown is Open for Business (LOB) portfolio.
The project is in the ‘initiating a project’ process. The project manager is not an expert on the Council’s sustainability targets and needs some help with defining how these targets will be achieved and measured. Therefore, the project manager has asked the Sustainability Officer to develop the sustainability management approach.
Is this an appropriate application of the ‘agree the management approaches’ activity, and why?