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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:
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 stage 2. The Sustainability Manager has recommended that a new brick made from recycled waste materials be used in the construction of the shopping centre. However, the project manager has asked the brick manufacturer to present their new brick to the project team. The project manager has asked the CEO of BuildyBrick to send their construction materials expert to attend this presentation to get their opinion on, and commitment to, using these bricks in the shopping centre build.
Is this an appropriate application of ‘leading successful change’ in the ‘people’ element 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)
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 nearing the end of stage 2. The Sustainability Manager has had a conversation with the team creating the shopping centre design. The team suggested an easier way of consulting with stakeholders that could be used on other projects within the Louistown is Open for Business (LOB) portfolio. The Sustainability Manager has recorded this information in the daily log as a lesson learned.
Is this an appropriate use of the ‘learn from experience’ principle, 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)
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.
PRINCIPLES -
BuildyBrick was pleased to be appointed as the main contractor for the shopping centre because it anticipates making a profit on the contract. BuildyBrick was appointed by the Council because it had been awarded with a number of industry awards for sustainability. As a result, the project manager worked closely with BuildyBrick’s sustainability consultant to incorporate some of their standards and procedures into the project’s quality management approach during the ‘initiating a project’ process. This is to ensure that the Counsil’s sustainability targets are met during the shopping centre build.
Why is this action by the project manager a good application of the ‘tailor to suit the project’ principle?
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 approvalappoint contractor
Stage 2 -
design
Stage 3 -
site preparationutilities and systemsconstruction
Stage 4 -
testinginspections
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 BuildyBrick team manager has now produced more detailed estimates for each of the remaining four stages and advised the project manager of the additional time and cost needed to deliver the project. The project manager needs to use this information to advise the project board of the additional cost and whether the project is still justified before requesting project authorization.
Which role should be informed about the updated business justification?
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 approvalappoint 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 stage 1. The Portfolio Director for the Louistown is Open for Business (LOB) portfolio sees the LouisShopping Project as a key project in the portfolio. As a result, funding has been approved for the life of the project as part of the Council’s 5-year plan. The 5-year plan is unlikely to change over this period, so the Portfolio Director has decided that there is no need to review the project’s costs, time and benefits and continued alignment with the Council’s strategy at the end of each stage.
Is this an appropriate application of the ‘ensure continued business justification’ principle, and why?
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As this was my first certification exam, I was understandably nervous about what to expect. These study materials made the preparation process much easier, and many of the questions closely reflected those on the actual exam.
Wasted about a month going through the free dump sites scattered all over reddit, half the answers were wrong and the other half were for a version of the exam that doesn't even exist anymore. Eventually gave in and paid the small fee here, and the difference was night and day.
Honestly, I had already gone through the official documentation quite thoroughly, but still didn't feel fully confident going in. This helped things finally click for me. I realized I knew the material, but just hadn't connected all the pieces yet.
Used this along with Microsoft Learn and the combo worked really well. The practice questions made the stuff I'd read actually stick. Passed first attempt, no complaints from me.
The content is accurate and clearly presented, and it's more affordable than competitors. The team has been incredibly responsive whenever I've had an issue, and they've been open to small changes that improve the platform.
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Passed ITIL 4 Foundation with 87%. Material was enough by itself.
I had a smooth experience from start to finish. Access was available right away, no technical issues, which made it easy to get started. The content felt relevant and aligned well with what I was looking for.
Does what it says it does. Content felt solid, nothing confusing to navigate and I didn't run into any weird issues. I been putting off scheduling the exam for a while and going through this gave me enough confidence to finally book it and pass.
A very quick response was received via email when a link issue occurred. The study materials provided were high quality and extremely helpful. I was able to complete the test successfully. Many thanks for the excellent support.
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