You are in the Monitor Communications process. Your organization has taken on a large, complex, multiyear project. You are coming in as the new project manager (the old project manager left one day for lunch and never came back). After you’ve spent some time working on the project, you begin to realize that the project sponsor doesn’t want to hear bad news. There is, unfortunately, some bad news related to the project, but you have a plan to get the project back on track. One of the other stakeholders on the project informed you that the sponsor had just told them that the project was proceeding as planned and was on time and on budget. You’ve found that the stakeholders are not communicating with each other and that since you’ve started working on the project, there have been no regularly scheduled meetings with stakeholders. All of the following are true regarding this question except which one?

If earned value = 500, planned value = 700, and actual costs = 450, what is the schedule variance?

A project manager is overseeing the execution of the team’s project activities. She closes out the day, satisfied that the team is working together harmoniously and beginning to adjust their work habits and behaviors to support one another. Which stage of the Tuckman team development ladder is the team currently in?

Yazzy is a junior project manager for a fitness company that is developing a new franchise model. She is currently working under the guidance of a senior project manager over her parent project, who asks that she calculate the expected costs to finish the remaining project work. The work is proceeding as planned. She determines that the EAC is $75,000, and the cumulative actual costs to date are $50,000. What will Yazzy communicate to the senior project manager?