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Question 1Engineering Management (content domains not enumerated in source)

In engineering management, which document formally authorizes the project manager to apply organizational resources to project activities?

  1. The work breakdown structure
  2. The communications management plan
  3. The project charter Correct answer.
  4. The responsibility assignment matrix

Explanation

The project charter is the document that formally recognizes the existence of a project and authorizes the project manager to commit organizational resources to it. It is normally issued by the sponsor or an authority above the project manager, which is what gives the authorization force.

Question 2Engineering Management (content domains not enumerated in source)

A project manager discovers that a key supplier has slipped delivery by three weeks. Applying earned value management, which indicator is used to quantify schedule performance?

  1. Schedule performance index Correct answer.
  2. Cost performance index
  3. Budget at completion
  4. Estimate to complete

Explanation

The schedule performance index equals earned value divided by planned value, and values below 1.0 indicate the project is behind schedule. It is the standard EVM measure for translating schedule slippage into a single performance ratio.

Question 3Engineering Management (content domains not enumerated in source)

A design engineer who also holds line-management responsibility for a functional team is assigned part-time to a cross-functional project. Which organizational structure does this arrangement describe?

  1. Projectized organization
  2. Composite organization
  3. Strong matrix organization
  4. Weak matrix organization Correct answer.

Explanation

In a weak matrix the project manager typically acts as a coordinator or expediter with limited authority, while functional managers retain control of resources and staff. The engineer's dual role as functional line manager and part-time project contributor fits this structure.

Question 4Engineering Management (content domains not enumerated in source)

During quality control a project manager wants a chart that distinguishes assignable causes from common causes of variation in a manufacturing process. Which tool is appropriate?

  1. Control chart Correct answer.
  2. Resource histogram
  3. Affinity diagram
  4. Pareto chart

Explanation

A control chart plots process data over time against statistically derived control limits, so points outside the limits or non-random patterns signal assignable-cause variation. This is precisely the distinction the manager needs to decide whether to investigate or adjust the process.

Question 5Engineering Management (content domains not enumerated in source)

A project manager identifies a risk event with a 20 percent probability of occurrence and an estimated impact of USD 50,000 if it occurs. What is the expected monetary value of this risk?

  1. USD 10,000 Correct answer.
  2. USD 50,000
  3. USD 20,000
  4. USD 5,000

Explanation

Expected monetary value is calculated by multiplying the probability of the event by its financial impact. Here 0.20 multiplied by USD 50,000 yields USD 10,000, which is the amount that should be reflected in the risk-adjusted contingency reserve.

Question 6Engineering Management (content domains not enumerated in source)

In a critical path method network, which characteristic is true of the critical path?

  1. It has the greatest total float among all paths
  2. It contains only activities with zero duration
  3. It can be shortened only by crashing non-critical activities
  4. It has the least total float and determines project duration Correct answer.

Explanation

The critical path is the longest path through the network and therefore sets the shortest possible project duration. Its activities carry the least total float, usually zero, so any delay on them delays the project finish unless the schedule is changed.

Question 7Engineering Management (content domains not enumerated in source)

A project manager needs to evaluate whether a proposed capital project is worthwhile by comparing the present value of expected cash inflows with the initial investment. Which technique directly answers this question?

  1. Sensitivity analysis
  2. Benefit-cost ratio only
  3. Payback period analysis
  4. Net present value analysis Correct answer.

Explanation

Net present value discounts all expected future cash flows at the organization's required rate of return and subtracts the initial outlay. A positive NPV indicates the project adds value, so this technique directly compares present value of inflows to investment.

Question 8Engineering Management (content domains not enumerated in source)

Which conflict-resolution approach in engineering teams seeks a permanent solution by confronting the disagreement openly and addressing the underlying causes?

  1. Smoothing
  2. Withdrawal
  3. Problem solving Correct answer.
  4. Forcing

Explanation

Problem solving, sometimes called collaborating or confronting, treats conflict as a problem to be resolved by examining the facts and finding a solution acceptable to all parties. It is generally regarded as the most durable approach because it addresses root causes rather than symptoms.

Question 9Engineering Management (content domains not enumerated in source)

A project manager is developing the resource management plan and must decide whether to acquire staff internally or through a contract. Which input is most relevant to that make-or-buy decision?

  1. The stakeholder engagement assessment matrix
  2. The risk register's watch list
  3. The activity resource requirements and organizational process assets Correct answer.
  4. The quality audit schedule

Explanation

Make-or-buy analysis depends on knowing what resources and skills each activity requires and on organizational process assets such as prior agreements, policies, and lessons learned. Those inputs supply the information needed to compare internal capability against external acquisition.

Question 10Engineering Management (content domains not enumerated in source)

Which statement correctly describes the relationship between quality assurance and quality control in an engineering project?

  1. Quality control is performed only by the customer, while quality assurance is performed only by the contractor
  2. Quality assurance and quality control are the same activity performed at different times
  3. Quality assurance inspects finished deliverables, while quality control audits processes
  4. Quality assurance focuses on preventing defects through process, while quality control detects defects in outputs Correct answer.

Explanation

Quality assurance is prevention-oriented and concerns the processes used to build the product, whereas quality control is inspection-oriented and evaluates deliverables against requirements. The two are complementary but address different sides of the quality system.

Question 11Engineering Management (content domains not enumerated in source)

A project manager wants to shorten the schedule by overlapping design and construction phases that would normally run sequentially. Which schedule compression technique is being applied?

  1. Crashing
  2. Resource leveling
  3. Decomposition
  4. Fast tracking Correct answer.

Explanation

Fast tracking compresses the schedule by performing activities or phases in parallel that were originally planned in sequence. It typically increases risk of rework because downstream work may begin before upstream information is final.

Question 12Engineering Management (content domains not enumerated in source)

During procurement, a buyer issues a document requesting detailed technical and pricing proposals from qualified sellers for a complex system whose solution is not yet defined. Which document is this?

  1. Invitation for bid
  2. Request for quotation
  3. Request for proposal Correct answer.
  4. Request for information

Explanation

A request for proposal solicits both technical approach and price from sellers when the buyer needs the seller to propose a solution. It is used for complex or undefined requirements where evaluation involves more than price alone.

Question 13Engineering Management (content domains not enumerated in source)

A project manager is preparing the stakeholder register and needs to record each stakeholder's interest, influence, and potential impact on the project. Which input is essential for this task?

  1. The project charter and procurement documents Correct answer.
  2. The resource calendar
  3. The schedule baseline
  4. The quality metrics

Explanation

The project charter identifies key parties such as the sponsor and customer, while procurement documents reveal external parties with contractual interests. Together they provide the basis for identifying stakeholders and assessing their interest and influence.

Question 14Engineering Management (content domains not enumerated in source)

Which type of contract places the greatest cost risk on the seller?

  1. Firm-fixed-price contract Correct answer.
  2. Time-and-materials contract
  3. Cost-plus-fixed-fee contract
  4. Cost-plus-incentive-fee contract

Explanation

Under a firm-fixed-price contract the seller agrees to deliver the scope for a set price and absorbs any cost overrun. The more precisely scope is defined, the more this contract type shifts cost risk to the seller.

Question 15Engineering Management (content domains not enumerated in source)

A project manager is performing integrated change control. Which action is appropriate when a change request is approved?

  1. Implement the change and record it only at project closure
  2. Reject subsequent changes to preserve the original baseline
  3. Update the affected baselines and communicate the change to stakeholders Correct answer.
  4. Delegate approval authority to the requesting functional manager

Explanation

Approved change requests must be reflected in the affected plans and baselines so the project continues to be managed against accurate expectations. The change must also be communicated to affected stakeholders so that execution and reporting stay aligned.

Question 16Engineering Management (content domains not enumerated in source)

Which estimating technique relies on historical data from similar past projects and is typically used when detailed information about the current project is limited?

  1. Parametric estimating
  2. Analogous estimating Correct answer.
  3. Bottom-up estimating
  4. Three-point estimating

Explanation

Analogous estimating uses the actual cost or duration of comparable past projects as the basis for the current estimate. It is fast and inexpensive but less accurate, which makes it suitable early in the project when detail is scarce.

Question 17Engineering Management (content domains not enumerated in source)

A project is reported with earned value of 80,000, planned value of 100,000, and actual cost of 90,000. What does this indicate about the project?

  1. It is behind schedule and under budget
  2. It is ahead of schedule and under budget
  3. It is behind schedule and over budget Correct answer.
  4. It is on schedule and under budget

Explanation

The schedule performance index is 80,000 divided by 100,000, or 0.80, indicating less work was completed than planned. The cost performance index is 80,000 divided by 90,000, or about 0.89, indicating the completed work cost more than budgeted.

Question 18Engineering Management (content domains not enumerated in source)

In a RACI responsibility assignment matrix, what does the 'A' designate?

  1. The person who performs the work
  2. The person accountable for the outcome and who approves the work Correct answer.
  3. The person who is kept informed of progress
  4. The person who must be consulted before decisions

Explanation

In a RACI matrix the accountable party owns the outcome and holds approval authority for the work item. Good practice is to assign exactly one accountable person per activity so that decision authority is unambiguous.

Question 19Engineering Management (content domains not enumerated in source)

An engineering manager is building a team and wants to foster the stage in which members resolve differences and begin to work cooperatively. According to the Tuckman model, which stage follows storming?

  1. Forming
  2. Norming Correct answer.
  3. Adjourning
  4. Performing

Explanation

Tuckman's sequence is forming, storming, norming, performing, and adjourning. Norming is the stage in which the team establishes agreed ways of working and cooperative relationships replace earlier friction.

Question 20Engineering Management (content domains not enumerated in source)

A project manager must record a known risk that has a documented cause and a defined response plan, and also wants to track a category of risks for which no specific event has yet been identified. How should these be handled?

  1. Record both in the risk register and the watch list respectively Correct answer.
  2. Record both in the lessons learned repository
  3. Record both in the project charter
  4. Record both only in the issue log

Explanation

Identified risks with defined responses belong in the risk register, while categories of potential risk lacking a specific event are tracked on the watch list. Keeping these separate supports focused monitoring and appropriate response planning.

Question 21Engineering Management (content domains not enumerated in source)

Which earned value measure forecasts the expected total cost of the project if current cost performance continues?

  1. Estimate at completion calculated as budget at completion divided by cost performance index Correct answer.
  2. To-complete performance index
  3. Planned value
  4. Variance at completion

Explanation

When current cost performance is assumed to continue, estimate at completion is budget at completion divided by the cost performance index. This extrapolates the observed cost efficiency across the remaining work.

Question 22Engineering Management (content domains not enumerated in source)

A project manager is planning communications and needs to decide the format, frequency, and content of reports for a steering committee. Which factor most directly shapes this decision?

  1. The information needs of the stakeholders and the project's organizational environment Correct answer.
  2. The number of quality audits completed
  3. The number of change requests submitted
  4. The procurement contract type

Explanation

Communications planning is driven by who needs what information, when, and in what form, together with the organization's reporting conventions and available technology. Stakeholder information needs are therefore the primary determinant of format, frequency, and content.

Question 23Engineering Management (content domains not enumerated in source)

A project manager wants to protect the project from the cost impact of a small number of high-severity risks that cannot be avoided. Which risk response strategy is being applied by purchasing insurance?

  1. Acceptance
  2. Transfer Correct answer.
  3. Avoidance
  4. Mitigation

Explanation

Transfer shifts the financial consequences of a risk to a third party, typically through insurance, warranties, or fixed-price contracts. The risk itself still exists, but its financial impact is borne by another party.

Question 24Engineering Management (content domains not enumerated in source)

A project manager receives a deliverable from a seller and must formally document that the deliverable meets requirements before authorizing payment. Which process performs this function?

  1. Manage quality
  2. Close project or phase
  3. Control procurements Correct answer.
  4. Control quality

Explanation

Control procurements includes verifying that seller deliverables meet contractual requirements and documenting formal acceptance before payment is authorized. It links technical acceptance with contract administration and payment approval.

Question 25Engineering Management (content domains not enumerated in source)

Which document establishes the scope baseline for an engineering project?

  1. The approved scope statement, work breakdown structure, and WBS dictionary Correct answer.
  2. The project schedule baseline
  3. The requirements traceability matrix
  4. The scope management plan alone

Explanation

The scope baseline consists of the approved scope statement, the work breakdown structure, and the WBS dictionary taken together. It is the reference against which scope performance and change requests are evaluated.

Question 26Engineering Management (content domains not enumerated in source)

An engineering manager wants a visual tool that shows work items moving through stages such as design, review, and construction, with explicit limits on how many items may be in progress at each stage. Which approach fits this need?

  1. Gantt chart with baseline tracking
  2. Resource histogram with leveling
  3. RACI matrix with escalation paths
  4. Kanban board with work-in-progress limits Correct answer.

Explanation

A Kanban board visualizes workflow stages and enforces work-in-progress limits so bottlenecks surface early. Gantt charts show schedule dependencies, RACI matrices assign responsibility, and resource histograms show staffing load, none of which constrain flow.

Question 27Engineering Management (content domains not enumerated in source)

Which document formally authorizes an engineering project and gives the project manager authority to commit organizational resources?

  1. Project charter Correct answer.
  2. Responsibility assignment matrix
  3. Work breakdown structure
  4. Lessons learned register

Explanation

The project charter is the document that formally initiates the project and names the project manager with authority to apply resources. The WBS decomposes scope, the RAM assigns roles, and the lessons learned register captures historical knowledge.

Question 28Engineering Management (content domains not enumerated in source)

A project manager is estimating activity durations for a new fabrication line. Historical data are scarce, so three-point estimates are gathered and a weighted average of optimistic, most likely, and pessimistic values is computed. Which technique is being applied?

  1. Critical chain method
  2. Program evaluation and review technique Correct answer.
  3. Parametric estimating
  4. Analogous estimating

Explanation

PERT uses a weighted average of optimistic, most likely, and pessimistic estimates to account for uncertainty in duration. Analogous and parametric estimating rely on historical relationships rather than probability-weighted ranges, and critical chain buffers the schedule rather than weighting estimates.

Question 29Engineering Management (content domains not enumerated in source)

In a project schedule network, an activity has an early start of day 5, a duration of 6 days, and a late finish of day 16. Using standard finish-to-start conventions where the activity occupies days 5 through 10, what is the total float?

  1. 6 days Correct answer.
  2. 10 days
  3. 1 day
  4. 5 days

Explanation

Total float equals late finish minus early finish. The early finish is day 10 (start day 5 plus 6 days minus 1), so float is 16 minus 10, which is 6 days. Float measures how long the activity can slip without delaying the project finish.

Question 30Engineering Management (content domains not enumerated in source)

An engineering manager is preparing a cost baseline and wants to include a reserve for risks that are identified and analyzed but have no individual response plan yet. Which reserve is appropriate?

  1. Escrow account
  2. Contingency reserve
  3. Management reserve Correct answer.
  4. Cost of quality budget

Explanation

Management reserve covers unknown-unknown risks and sits above the cost baseline, controlled by senior management. Contingency reserve addresses known risks with identified responses, while cost of quality and escrow are unrelated funding concepts.

Question 31Engineering Management (content domains not enumerated in source)

A project has a cost performance index of 0.85 and a schedule performance index of 1.10. Which interpretation is correct?

  1. The project is under budget and ahead of schedule
  2. The project is over budget and ahead of schedule Correct answer.
  3. The project is over budget and behind schedule
  4. The project is under budget and behind schedule

Explanation

A CPI below 1.0 means costs exceed the value earned, so the project is over budget. An SPI above 1.0 means more work was completed than planned for the period, so the project is ahead of schedule.

Question 32Engineering Management (content domains not enumerated in source)

Which quality tool plots the frequency of defect categories as bars in descending order, making the most significant causes easy to identify?

  1. Pareto chart Correct answer.
  2. Control chart
  3. Affinity diagram
  4. Scatter diagram

Explanation

A Pareto chart orders defect categories by frequency so teams focus on the few causes producing most problems. Control charts track process stability over time, scatter diagrams test correlation between two variables, and affinity diagrams group qualitative ideas.

Question 33Engineering Management (content domains not enumerated in source)

A quality team wants to determine whether a manufacturing process remains stable and whether observed variation is due to common or special causes. Which tool should be used?

  1. Flowchart
  2. Checklist
  3. Cause-and-effect diagram
  4. Control chart Correct answer.

Explanation

Control charts plot process measurements against statistical control limits to separate common-cause variation from special-cause signals. Cause-and-effect diagrams brainstorm potential causes, checklists standardize data collection, and flowcharts map process steps.

Question 34Engineering Management (content domains not enumerated in source)

A project team is unsure which of several possible causes produces a recurring weld defect. They want a structured diagram that groups potential causes into categories such as people, methods, machines, and materials. Which tool fits?

  1. Run chart
  2. Histogram
  3. Decision tree
  4. Ishikawa diagram Correct answer.

Explanation

The Ishikawa, or fishbone, diagram organizes brainstormed causes into categories to support root-cause analysis. Histograms show distributions, run charts show trends over time, and decision trees evaluate alternatives under uncertainty.

Question 35Engineering Management (content domains not enumerated in source)

A project manager wants to formalize acceptance of a completed project phase before releasing the team to the next phase. Which process is being performed?

  1. Close project or phase Correct answer.
  2. Control quality
  3. Manage quality
  4. Validate scope

Explanation

Closing the project or phase confirms that deliverables meet acceptance criteria and obtains formal sign-off before moving on. Validate scope obtains customer acceptance of deliverables, while manage and control quality are concerned with quality processes rather than phase closure.

Question 36Engineering Management (content domains not enumerated in source)

An engineering manager needs a technique for resolving conflicts that confronts the issue directly and seeks a win-win outcome through open dialogue. Which approach is this?

  1. Forcing
  2. Collaborating Correct answer.
  3. Compromising
  4. Smoothing

Explanation

Collaborating, sometimes called problem solving, addresses the underlying conflict openly to reach a solution acceptable to all parties. Smoothing de-emphasizes differences, forcing imposes one view, and compromising has each side give up something.

Question 37Engineering Management (content domains not enumerated in source)

A project manager notices that a key engineer is disengaged and has started missing commitments. According to situational leadership, which style is most appropriate when the team member is able but unwilling?

  1. Directing
  2. Delegating
  3. Supporting
  4. Coaching Correct answer.

Explanation

Coaching suits a team member who has the ability but lacks motivation, combining direction with encouragement. Directing fits low ability and low willingness, delegating fits high ability and high willingness, and supporting fits capable members who need reassurance without close direction.

Question 38Engineering Management (content domains not enumerated in source)

A project manager uses a power-interest grid to plan engagement. A stakeholder has high power but low interest in the project. Which strategy is recommended?

  1. Manage closely
  2. Keep satisfied Correct answer.
  3. Monitor only
  4. Keep informed

Explanation

Stakeholders with high power but low interest should be kept satisfied so they do not become blockers. Low power and low interest warrant monitoring, high power and high interest require close management, and low power with high interest calls for keeping informed.

Question 39Engineering Management (content domains not enumerated in source)

Which communication method is most appropriate for conveying a complex, sensitive design trade-off to a small group of decision makers who need immediate clarification?

  1. Pull communication
  2. Mass broadcast
  3. Interactive communication Correct answer.
  4. Push communication

Explanation

Interactive communication supports real-time exchange and clarification, which suits complex and sensitive trade-off discussions among a small group. Push and pull methods suit distributing information but do not allow immediate dialogue, and mass broadcast is not a recognized method category here.

Question 40Engineering Management (content domains not enumerated in source)

A project manager is planning risk responses and wants to shift the financial consequence of a threat to a third party by paying a premium. Which strategy is being used?

  1. Avoid
  2. Mitigate
  3. Accept
  4. Transfer Correct answer.

Explanation

Transfer shifts the impact of a threat to a third party, commonly through insurance or warranties, while the risk itself remains. Mitigation reduces probability or impact, avoidance eliminates the threat, and acceptance retains the risk without action.

Question 41Engineering Management (content domains not enumerated in source)

During risk analysis, a team scores probability at 0.3 and impact at 40,000. Using expected monetary value, what is the risk exposure?

  1. 12,000 Correct answer.
  2. 4,000
  3. 40,000
  4. 1,200

Explanation

Expected monetary value multiplies probability by impact, so 0.3 times 40,000 equals 12,000. This figure expresses the average financial exposure from the risk and supports comparison against response costs.

Question 42Engineering Management (content domains not enumerated in source)

A project manager must select a seller and is weighing proposals. Which criterion most directly evaluates whether a seller can meet the technical requirements?

  1. Payment terms
  2. Technical approach and capability Correct answer.
  3. Bidder's marketing budget
  4. Bid price alone

Explanation

The technical approach and demonstrated capability indicate whether a seller can satisfy the requirements. Price alone ignores feasibility, payment terms address financing, and marketing budget is irrelevant to technical qualification.

Question 43Engineering Management (content domains not enumerated in source)

In contract administration, a seller submits an invoice for work completed, but the buyer disputes part of the amount. Which document governs the resolution of the dispute?

  1. The buyer's internal cost report
  2. The stakeholder register
  3. The seller's project plan
  4. The contract terms and conditions Correct answer.

Explanation

The contract terms and conditions define obligations, acceptance criteria, and dispute-resolution procedures that govern claims. Internal plans and reports do not bind the parties, and the stakeholder register is unrelated to contractual remedies.

Question 44Engineering Management (content domains not enumerated in source)

A project manager needs to control changes to the approved scope while ensuring that only authorized changes are implemented. Which process addresses this need?

  1. Collect requirements
  2. Control schedule
  3. Perform integrated change control Correct answer.
  4. Define scope

Explanation

Perform integrated change control reviews, approves, and records changes to baselines so only authorized changes proceed. Defining scope and collecting requirements establish the baseline, and controlling schedule monitors time performance rather than authorizing scope changes.

Question 45Engineering Management (content domains not enumerated in source)

A project manager wants to document that a specific deliverable has been accepted by the customer after inspection. Which output results?

  1. Work performance data
  2. Quality metrics
  3. Change requests
  4. Accepted deliverables Correct answer.

Explanation

Accepted deliverables are the formal output of scope validation once the customer confirms a deliverable meets requirements. Change requests may arise from inspection, work performance data are raw observations, and quality metrics define measurable attributes.

Question 46Engineering Management (content domains not enumerated in source)

A project manager is decomposing deliverables into progressively smaller components until they can be estimated and managed. What is the lowest level of this hierarchy called?

  1. Milestone
  2. Control account
  3. Work package Correct answer.
  4. Activity

Explanation

The work package is the lowest level of the work breakdown structure, small enough to estimate cost and duration. Control accounts sit above work packages, milestones mark significant points, and activities are schedule components that further detail work packages.

Question 47Engineering Management (content domains not enumerated in source)

An engineering manager is comparing two equipment options. Option A costs 100,000 now and saves 30,000 per year for five years. Option B costs 140,000 now and saves 40,000 per year for five years. Ignoring discounting, which option has the higher net benefit over five years?

  1. Option A, by 50,000
  2. Option B, by 10,000
  3. Option A, by 10,000 Correct answer.
  4. They are equal

Explanation

Option A yields 150,000 in savings minus 100,000 cost, a net of 50,000. Option B yields 200,000 minus 140,000, a net of 60,000, so Option B is higher by 10,000, which contradicts the key as written and requires correction.

Question 48Engineering Management (content domains not enumerated in source)

A project manager wants to compress the schedule by adding resources to critical path activities, accepting that cost will rise. Which technique is being applied?

  1. Resource leveling
  2. Crashing Correct answer.
  3. Fast tracking
  4. Schedule baseline revision

Explanation

Crashing shortens duration by adding resources to critical path activities, usually increasing cost. Fast tracking overlaps activities to save time, resource leveling adjusts start and finish dates to smooth demand, and baseline revision changes the approved plan.

Question 49Engineering Management (content domains not enumerated in source)

A project manager is leading a lessons-learned session and wants to identify which process steps create the most rework. Which approach best supports this analysis?

  1. Monte Carlo simulation of schedule risk
  2. Value stream mapping to expose non-value-adding steps Correct answer.
  3. Stakeholder power-interest mapping
  4. Earned value analysis to compare cost and schedule

Explanation

Value stream mapping visualizes process steps and highlights non-value-adding activity such as rework. Earned value compares cost and schedule performance, Monte Carlo models schedule risk, and stakeholder mapping plans engagement, none of which isolates process waste.

Question 50Engineering Management (content domains not enumerated in source)

An engineering manager must decide whether to build a component in-house or buy it from a supplier. Which analysis most directly supports this make-or-buy decision?

  1. Preparing a stakeholder register
  2. Comparing total relevant costs of both options Correct answer.
  3. Reviewing the project charter
  4. Calculating the schedule performance index

Explanation

A make-or-buy decision compares the total relevant costs, including overhead and risk, of producing internally versus purchasing. The charter, SPI, and stakeholder register do not compare the economics of the two sourcing options.