Explanation:
Operations managers are stakeholders on many projects. They deal with producing and managing the products and services of the organization. On many projects, they are responsible after the project is complete and has been formally handed off to them for
incorporating the project into normal operations and providing long-term support for the product.

Explanation:
Forcing and majority rule are represented by a strong desire to satisfy oneself rather than to satisfy others. It involves imposing one viewpoint at the expense of another and is characterized by a win-lose outcome in which one party overwhelms the other. Adams
et al. 1997, 181-189

Explanation:
In a study of sources of conflict by project life-cycle phase, seven different causes of conflict were identified. In the execution phase, the highest-ranking sources of conflict were schedules, technical issues, and personnel, in this order, followed by priorities,
administrative procedures, cost, and personalities.

Explanation:
Both processes use inspection. Validate scope also uses group-decision making techniques to reach a conclusion when the validation is performed by the project team and other stakeholders. Methods to reach a group decision include: unanimity, majority,
plurality, and dictatorship.

Explanation:
Performance reviews are a tool and technique used in control schedule and includes trend analysis, critical path method, critical chain method, and earned value management. In terms of the critical path method, the emphasis is on comparing progress along the
critical path to determine schedule status. Variance on the critical path will have a direct impact on the project’s end date; evaluating progress of activities or near critical paths can identify schedule risk. After the variance is known, the project team can take
corrective action to bring performance in line with the plan.

Explanation:
In order to address conflict, people must recognize and acknowledge that conflict exists. Next, it is important to establish common ground or shared goals and then to separate people from the problem.

Explanation:
All the elements are outputs of the close project or phase processes, but the final product, service, or result transition is not part of the organizational process assets. It is an output on its own and involves the product that the project was created to produce.

Explanation:
Three recognized earned value rules of performance measurement are to (1) determine the EAC calculation to be used on the project as tracking methodologies are specified and to provide a validity check on the bottom-up EAC, (2) establish the earned value
measurement techniques (for example, weighted milestones, fixed formula or percent complete), and (3) define the WBS level at which the measurements of control accounts will be performed. Four methods can be used to calculate the EAC.

Explanation:
Project scope is measured against the project management plan. The project scope statement and scope baseline are subsets of the project management plan. However, the whole plan and all the baselines (cost and schedule) need to be met in addition to part
of the scope. The project management plan is the agreement between the project manager and sponsor and defines what constitutes project completion.

Explanation:
Any selection technique must be evaluated based on the degree to which it will meet the organization’s objective for the project. Management generally establishes the organization’s objective; therefore, management’s wishes must be identified first. Then the
most appropriate model to support management’s wishes should be selected.