During the initiation phase of a project, project authorization can arise from several typical sources. Projects are commonly authorized due to a customer request, a market demand, a business or social need, or a technological advance. Which of the following is the least appropriate and is not considered a valid primary driver for authorizing a new project?

Introduction / Context:
In professional project management, especially in frameworks such as the PMBOK Guide, every project should exist for a clear business reason. Understanding why projects are initiated and who authorizes them is a foundation concept in the Project Initiation phase. Typical reasons are linked to strategy, business value or compliance, not to narrow, individual benefits. This question checks whether you can distinguish legitimate project authorization drivers from inappropriate ones that do not support the business case.

Given Data / Assumptions:

• The organization uses formal project management practices aligned with PMI concepts.
• Project authorization should be based on organizational needs and documented business cases.
• Common drivers include market demand, customer requests, technological advances and business or social needs.
• You need to identify which listed driver is not considered a proper primary justification for starting a project.

Concept / Approach:
Projects are temporary endeavors undertaken to create a unique product, service or result that supports strategic objectives. Typical justifications include responding to a market opportunity, solving a business problem, complying with regulations or exploiting a new technology. These reasons are documented in the business case and reflected in the project charter. Personal incentives, such as bonuses for executives, can be outcomes of organizational performance but should not be the official primary reason that appears in project authorization documents. Therefore, we compare each option against accepted drivers described in project management standards.

Step-by-Step Solution:
Step 1: Consider technological advances. New technology often enables improved products or more efficient processes and is explicitly listed in PMBOK style texts as a valid project driver.Step 2: Evaluate customer request or market demand. Responding to customer needs or a clear gap in the market is one of the most frequent reasons for initiating projects.Step 3: Examine business or social needs. Examples include improving internal processes, addressing social issues or meeting community expectations. These also appear in standard lists of project initiation triggers.Step 4: Review executive year end bonuses. While bonuses may be influenced by project success, they are a personal financial incentive, not a strategic business justification recorded in a charter.Step 5: Conclude that executive year end bonuses are the least appropriate choice and are not considered a formal source of project authorization.

Verification / Alternative check:
Look at typical contents of a project business case or project charter template. You will see sections for strategic alignment, market demand, customer requirements, technological opportunities, regulatory requirements and business or social needs. You will not see a section stating that the project exists so that specific executives can receive larger bonuses. That type of personal motive might exist informally, but it is not documented as the official reason for project initiation and would not be presented to a steering committee as the primary driver.

Why Other Options Are Wrong:
Technological advances are valid because organizations start projects to adopt new platforms, tools or products. Customer request or market demand is valid because it links directly to revenue, competitiveness and customer satisfaction. Business or social needs are valid because projects often aim to improve internal performance or address social responsibility goals. All of these appear in exam references as legitimate triggers for project authorization, unlike executive year end bonuses.

Common Pitfalls:
A common mistake is to think about projects only in terms of internal politics or individual rewards and to forget that exams test the formal perspective of good governance. Another pitfall is confusing real world informal motives with what should be written in official project documents. In the exam, always align your answer with ethical, documented and organization focused justifications rather than personal gain. This mindset will help you select the correct option in similar questions about business cases and charters.

Final Answer:
The choice that is not considered a valid primary driver for authorizing a new project is Executive year end bonuses.