Support Business Case Creation PMI-CPMAI Practice Questions (Page 5)

Questions 21–25

1. 21expert · hard

   A project manager is presenting a business case for a new sustainability initiative. The initiative has significant environmental benefits but modest financial returns. The board is divided: some members prioritize environmental impact, while others focus on financial performance. The project manager has quantified both the environmental benefits and the financial returns. What is the most effective way to present the business case?

   • APresent only the financial returns, as they are the most objective measure.
   • BPresent the environmental benefits as a strategic advantage that can enhance brand reputation and long-term profitability.
   • CPresent only the environmental benefits, as they are the primary purpose of the initiative.
   • DPresent the financial returns and environmental benefits as separate, unrelated topics.
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2. 22application · medium

   A business case for implementing a new cybersecurity solution includes an assumption that the solution will reduce the likelihood of a data breach by 50%. The project manager has no technical background and is unsure if this assumption is realistic. What should the project manager do to validate this assumption?

   • ARemove the assumption from the business case to avoid scrutiny.
   • BReplace the 50% figure with a more conservative 10% to be safe.
   • CConsult with the IT security team to assess the feasibility of the 50% reduction based on the solution's capabilities.
   • DAccept the assumption because it was provided by the vendor.
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4. 23expert · hard

   A project manager is developing a business case for a new cloud migration. The finance team has provided a cost estimate, but the IT team has identified additional costs for data transfer and ongoing operational expenses that were not included. The finance team is reluctant to revise the estimate because it has already been reviewed by senior management. What should the project manager do?

   • AAccept the finance team's estimate to avoid conflict with senior management.
   • BEscalate the issue to senior management immediately.
   • CFacilitate a meeting between finance and IT to review the additional costs and update the estimate collaboratively.
   • DAdd the additional costs to the business case without consulting finance.
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5. 24expert · hard

   A project manager is finalizing a business case for a new AI-based demand forecasting system. The vendor claims the system will reduce inventory costs by 30%. The project manager has historical inventory data and has consulted with the data science team, who believe the 30% figure is overly optimistic and that 15% is more realistic. The finance team is pushing for the higher figure to justify the investment. What should the project manager do?

   • AUse a mid-range estimate of 22.5% to compromise between the two figures.
   • BUse the more conservative 15% estimate in the business case and document the rationale for the adjustment.
   • CRemove the benefit estimate from the business case to avoid conflict.
   • DUse the vendor's 30% figure to secure approval, as the vendor is the expert.
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6. 25expert · hard

   A project manager has drafted a business case for a new enterprise resource planning (ERP) system. The document is technically accurate but has been rejected by the steering committee because it does not clearly articulate the business value. The project manager has limited time to revise the document before the next meeting. What should the project manager prioritize?

   • AAdd more technical details to prove the system's capabilities.
   • BRewrite the executive summary to focus on business outcomes and how the ERP system addresses strategic goals.
   • CAsk the IT team to present the document to the committee.
   • DReduce the document to a single page to make it easier to read.
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