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- Value is the ultimate indicator of project success. (PMBOK® Guide, 7th Ed - The Standard, Ch 3, Pg 34)
- A project may be terminated if the project or its stakeholders are no longer aligned with the business need or the project seems unlikely to provide the intended value. (PMBOK® Guide, 7th Ed - The Standard, Ch 3, Pg 35)
- Focus on outcomes rather than deliverables. (PMBOK® Guide, 7th Ed - The Standard, Ch 3, Pg 57)
- Stakeholder engagement activities start before or when the project starts and continue throughout the project. (PMBOK® Guide, 7th Ed, Ch 2, Pg 10)
- Leadership skills are useful for all project team members. (PMBOK® Guide, 7th Ed, Ch 2, Pg 23)
- Project vision is a powerful motivational tool. (PMBOK® Guide, 7th Ed, Ch 2, Pg 23)
- Much of the work done on projects is aligned with intrinsic motivation. (PMBOK® Guide, 7th Ed, Ch 2, Pg 24)
- Tailoring motivation methods based on individual preferences helps to elicit the best individual and project team performance. (PMBOK® Guide, 7th Ed, Ch 2, Pg 25)
- Not all conflict is negative. (PMBOK® Guide, 7th Ed, Ch 2, Pg 29)
- Communication is the most important factor in engaging with stakeholders effectively. (PMBOK® Guide, 7th Ed, Ch 2, Pg 64)
- Only measure what matters. (PMBOK® Guide, 7th Ed, Ch 2, Pg 66)
- For smaller projects, a detailed project management plan will be inefficient. (PMBOK® Guide, 7th Ed, Ch 2, Pg 67)
- RACI can be used as a communication tool. (Business Analysis for Practitioners: A Practice Guide (PMI), Ch 3, Pg 64)