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This question (might be confusing) , it mentioned that the charter is already created. (so you as a new sponsor decided to take this project).
So, as a new sponsor you CAN NOT select a project manager until you know the objectives of the project ,real business document including benefits of such project and if it's aligned with org. objectives and strategy.
A good sponsor remove barriers ,support objectives and provide the right environment.
and by eliminating the answer:-
(C and D ) are wrong as they are talking about micro-management.
(D is wrong ) as it was prior creating project charter
(A) could be the right but ( all mentioned thought) should be prior selecting a project manager.
Once you have a project charter - which comes after the business case - the next step is to do the project planning. It is not the sponsor's job to lead that effort, rather it is the project manager's responsibility who will do C and D, as necessary. That leaves you with A as the only valid sponsor responsibility.
Well if you have yet to select a project manager, then that has to be the next step. The business case is an input to the charter.
Answer: A. select project manager
The question is not well-formed, in my opinion. It assumes that the sponsor writes the project charter and then goes looking for a project manager. In most of the cases, the Project Manager is identified BEFORE or DURING the creation of project charter. This thought is supported by PMBOK.
The PMBOK - 6th edition - says this in page 77
A project manager is identified and assigned as early in the project as is feasible, preferably while the project charter is being developed and always prior to the start of planning. The project charter can be developed by the sponsor or the project manager in collaboration with the initiating entity. This collaboration allows the project manager to have a better understanding of the project purpose, objectives, and expected benefits.
Please note - the PMBOK says even the PM can write the project charter by collaborating with the initiating entity.
In fact, PMBOK section 22.214.171.124 (page 81) says the project charter DOCUMENTS the assigned project manager! This means the PM is already known. The 11th of section 126.96.36.199 reads "Assigned project manager, responsibility, and authority level"
Marking (A) as the answer means that we ASSUME that the PM is identified after the charter which is not well supported by the PMBOK.
(B) is incorrect as business case is the input for project charter. (PMBOK Figure 4.2 page 75)
(D) is the job of the PM.
As a sponsor, you might to a bit of (C) but even that is largely the responsibility of the PM.
I think that the author of the question has assumed that sponsor writes the charter and the PM is assigned next - which is not a thought well supported by PMBOK.
I also go with A. The reasoning from Stéphane is spot on.
Very poorly written question. Obviously by one who lacks PMBOK knowledge or is not thinking logically about who creates the charter.
Thank you everyone for your kind replies and valuable time in providing the much needed guidance here.
I agree with most of you that the question is poor in quality and had it not made me doubt my level of preparation, I wouldn't have wasted your time on it.
Apologies for the inconvenience caused.
My preference is to have the project manager write, or as a minimum participate in the development of the Charter. That is the best way to ensure the PM fully understands the requirements, the constraints and obligations plus get the commitment necessary for success. Otherwise you may end up with a project administrator rather than a manager.
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