According to PMBOK, what is the definition of Earned Value Analysis (EVA)?

• A. The amount of budget deficit or surplus at a given point in time, expressed as the difference between the earned value and the actual cost
• B. An earned value management measure that indicates how efficiently the work is being performed with regard to the budgeted cost of the work
• C. A method that utilizes a set of measures associated with scope, schedule, and cost to determine the cost and schedule performance of a project

Among others, which of the following factors can hinder communication between project stakeholders?

• A. Organization's complexity
• B. Geographical distance between the sender and receiver
• C. Hierarchical ranks

Scenario:
Headquartered in Geneva, Switzerland, DND is one of the largest worldwide automakers. It first gained global recognition after introducing a sports car, which quickly became highly demanded by sports car lovers around the world. Alec Law, the CEO of DND, and his management team recently decided to embark on a new project, i.e., the production of alternative fuel cars, which would use an alternative fuel source instead of traditional petroleum fuels, as the other cars of the company do, in order to promote sustainable and low- carbon transportation. For the implementation of this project, the company decided to follow the guidelines of ISO 21502 on project management.
During the development of the project governance framework, the company took into account several factors, including, among others, the legal context of stakeholders. In the project governance, the company also included oversights on the management frameworks and the project life cycle. In order to determine the project life cycle, the external environment was considered, including information on studies that related to similar projects. In addition, the company decided to separate this project governance from its overall governance.
Moreover, the company developed a project organization, where the roles, responsibilities, and authorities in the project were defined. In addition, the responsibilities of the project office and project assurance, among others, were defined. The project organization also included a customer representative. Once the project organization was developed and approved by the project board, it was communicated only to the project team.
As the project was entering its design stage, the project board made a change in the structure of the project organization since one of the work package leaders had resigned from the project in order to be involved in another project of the company.
Question:
According to scenario 1, the project board made a change in the project organization structure after the project entered the design stage. Is this acceptable?

• A. No, once the project organization is developed and approved, it cannot be changed
• B. Yes, the project organization can change throughout the project life cycle
• C. Yes, the project organization can change only during the design stage of the project

Why is it important to define the project governance and management framework?

• A. To provide direction and working methods to the parties involved in the project
• B. To ensure the commitment of project stakeholders
• C. To obtain the approval from the project sponsor to execute the project plan