Answer: B

The project team develop the project plan, which includes risk
identification and planning. The team may seek the assistance of senior
management and the results are approved by senior management but the
development remains the project’s responsibility. Similarly, only some of
the project constraints will come from or be controlled by management.
The project team is responsible for identifying and documenting all
constraints.
Minimising unnecessary changes to the project objectives is the exclusive
responsibility of 'senior management', which includes the sponsor . They
develop and sign off on the business case and project charter, which
establishes the objectives of the project is the responsibility of senior
management (portfolio management, sponsor, etc).
Question 4:
The "halo effect" (or the effect of the "Peter Principle") refers to the
tendency to:
A. Move people into project management because they have project
management qualifications.
B. Move people into project management because they are good in their
technical field.
C. Hire people from leading educational institutions because they are seen
to the best.
D. Promote from within.
Answer: B
These terms refer to an assumption often made during staff acquisition
that demonstrated competence in one area will automatically flow through
to competence in other unrelated areas, however, a person who is good in
technical role may not be good at a management role.
For example: "You are our best business analyst; therfore you will be a
great Project Manager!". These effects seem to be innate biases that can
affect decision making.
Peter Principle - in a bureaucracy people are promoted to their level of incompetence.
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PMBOK 6th Edition Questions and Answers

PMBOK 6th Edition Questions and Answers
PMBOK 6th Edition Questions and Answers
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Part 1. Case Studies

This paper uses three brief case studies to illustrate the application of
Strategic Portfolio Management. The three examples are: 1) the Apache
Helicopter, 2) Yellow Roadway Corporation, and 3) the new Boeing 787
Dreamliner (Exhibit 3) and will ask the question: What will be impact of high-
quality, low-cost, Internet-based collaboration tools on the demand for
passenger aircraft?
The Apache was designed, developed and marketed using the concept of
“Less is More.” But more on that later. As this paper was written, it became
clear the Less Is More model also applied to the other two case studies – just
an interesting coincidence or a useful strategic concept?

Exhibit 3. Three case studies: The Apache Helicopter, Yellow Roadway, and
the Boeing 787

Case Study 1: The Apache Helicopter Program and a Bet the Company
Strategy
The Apache helicopter was designed and built by what was then Howard
Hughes’ Helicopter Company. It is a breathtaking example of wildly successful
strategic decision-making. Before the Apache, Howard Hughes (and his heirs,
after his death in 1976) had tried to give away the Helicopter Company to
other aerospace companies. There were no takers. After winning the Apache
production contract in 1984, Hughes’ heirs were able to sell the company for
half a billion dollars.
The winning Apache design by Hughes Helicopter Company employed a
design philosophy of “Less Is More.” Bell Helicopter was significantly heavier
and slower. Exhibit 4 contrasts the two-rotor blade, heavy, slow design flown
by Bell Helicopter (top) with the four-blade, agile design by Hughes that
ultimately won the flyoff competition.
Exhibit 5 portrays the competitive environment at the time. The Apache had
two types of competition: The first from other branches of the military for the
basic mission, and the second from other Army programs; all competing for a
finite development budget. (Here there were two portfolios operating: the
Army's development portfolio had to fit within the overall DoD portfolio.)
Exhibit 6 provides a model showing some of the external and internal factors
impacting product design acting on the Apache helicopter program. The
Apache was the largest component in the Helicopter Company's strategic
portfolio, but as shown in Exhibit 7 there were a number of other important
components in the portfolio. Lastly Exhibit 7 also looks at the Apache as one
component in the comp