A project team member tells you that she went to her project manager with a good idea for a useful change to the project. Instead of giving her approval to make the change, the project manager asked…

Question

Options

• AThe project manager is being unreasonable and should do that kind of work herself.
• BRemind the project manager that the benefit cost analysis for the project was done during
• CA project manager must be able to weigh the benefits of the change versus the costs and
• DThe team member should do what was asked because this sort of information must be given to

• A
  3% (2)
• B
  8% (5)
• C
  73% (48)
• D
  17% (11)

Explanation

Option C is correct because integrated change control requires a project manager to evaluate the benefits, costs, and risks of any proposed change before granting approval - requesting a written report is not bureaucratic obstruction, it is proper process. Without a documented cost-benefit analysis, the PM cannot make an informed decision or present the change to a change control board.

Why A is wrong: The PM is acting correctly by requiring documentation; asking a requester to justify a change is standard practice, not laziness or unreasonableness.

Why B is wrong: The original benefit-cost analysis covered the project baseline, not every subsequent change request - each change needs its own evaluation because it carries its own unique costs and risks.

Why D is wrong: While complying is the right action, D frames it as mere obedience ("do what was asked") rather than grounding it in the professional principle that change analysis is a required input to any approval decision.

Memory tip: Think of integrated change control as a gate: no change passes without a cost-benefit ticket. Whoever proposes the change provides the ticket - the PM's job is to evaluate it, not write it.

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