Project Benefits and Value Delivery Flashcards
7 cards from real PMBOK practice questions. Tap to flip, then mark Knew It or Still Learning — missed cards come back until you master them.
Read the first 7 Project Benefits and Value Delivery flashcards as text
A project manager notices that mid-project scope changes are eroding the original business case. Which action best preserves benefits realization?
Answer: Re-evaluate the business case and update the benefits register
Updating the business case and benefits register ensures changes are assessed against expected value and keeps stakeholders aligned on projected outcomes.
Which document formally captures the expected measurable improvements that a project is intended to deliver to the organization?
Answer: Benefits management plan
The benefits management plan defines how and when benefits will be delivered, measured, and sustained.
A completed project delivered all scope on time and on budget, but the sponsor reports no realized business value six months later. What was most likely missing?
Answer: A benefits realization and transition plan
Without a benefits realization and transition plan, delivered outputs may not be adopted or sustained in ways that generate actual business value.
In the PMBOK framework, who is primarily accountable for ensuring that project benefits are realized after project closure?
Answer: The project sponsor or business owner
The project sponsor or business owner retains accountability for benefits realization, which often extends well beyond the project's formal closure.
A benefits register entry shows a target of 20% reduction in customer wait times within 12 months. This is best described as a:
Answer: Measurable benefit with a time-bound target
A quantified improvement with a defined deadline represents a properly formed measurable benefit in the benefits management plan.
Which of the following best distinguishes an output from an outcome in value delivery?
Answer: Outputs are what the project produces; outcomes are the changes that result from using those outputs
Outputs (e.g., a new software system) enable outcomes (e.g., faster order processing), which in turn drive benefits and ultimately organizational value.
When should benefits measurement metrics first be established for a project?
Answer: Early in planning, ideally before the project is approved
Establishing benefit metrics before approval ensures the project is designed to deliver measurable value and provides a baseline for future comparison.