Explanation:
As long as the new stakeholders agree with the project’s business case, the work should continue. However, if any of the other events occur, termination should be considered. Cleland and Ireland 2007, 365-375

Explanation:
Using a formal, documented approach to change management reduces the level of misunderstanding or uncertainty regarding the nature of the change and its impact on cost and schedule. For large projects, change control boards are recommended.

Explanation:
A thorough review of the work packages will provide a complete accounting of the physical progress achieved on the project. This is the first step in attempting to improve performance.

Explanation:
If the product to be delivered is well understood, a predictive life cycle or one that is fully plan driven is recommended. The project’s scope, time, and cost to deliver it are determined in the project life cycle as early as possible.

Explanation:
The question is an example of an overlapping relationship between phases. It is used to compress the schedule through fast tracking as an example. By overlapping phases more resources may be needed, risks may increase, and more rework may result if a
significant phase progresses before accurate information is available from the previous phase.

Explanation:
The change request should detail the nature of the change and its effect on the project. Documentation is critical to provide a record of the change and who approved it, in case differences of opinion arise later. A change request is an output from the direct and
manage project work process and an input to the perform integrated change control process.

Explanation:
The project charter should be issued by a project initiator or sponsor who formally authorizes the project and provides the project manager with the authority to apply organizational resources to project activities. The project charter should not be issued by the
project manager, although, the project manager can assist in its development.

Explanation:
Documentation that the completed deliverables have been accepted is prepared as an output of validate scope. The close project or phase procedures provides a listing of necessary activities, including: confirmation that the project has met sponsor, customer,
and other stakeholder requirements; satisfaction and validation that the completion and exit criteria have been met; the transfer of deliverables to the next phase or to production/operations has been accomplished; and activities to collect, audit, and archive project
information and gather lessons learned have been addressed.

Explanation:
Project management processes and product-oriented management processes must be integrated throughout the project’s life cycle, given their close relationship. In some cases, it is difficult to distinguish between the two. For example, knowing how the project
will be created aids in determining the project’s scope. However, the project life cycle is independent from that of the product.

Explanation:
Work performance data are the raw observations and measurements identified during activities performed to carry out the work of the project. Other examples are the reported percent of work physically completed, quality and technical performance measures,
number of defects, actual costs, and actual durations.