PMP · Question #14
A project is 70% complete when the project sponsor requests an additional deliverable. What should the project manager do first?
The correct answer is B. Determine the possible impact of this change on all aspects of the project. When a project sponsor requests an additional deliverable, the project manager's immediate first action should be to thoroughly assess the potential impact of this change on all project aspects.
Question
Options
- ANegotiate with the project sponsor on the possible alternatives
- BDetermine the possible impact of this change on all aspects of the project
- CReject the request as being too late and leading to major scope creep
- DSubmit the request to the change control board (CCB) for a decision
How the community answered
(22 responses)- A5% (1)
- B77% (17)
- C14% (3)
- D5% (1)
Why each option
When a project sponsor requests an additional deliverable, the project manager's immediate first action should be to thoroughly assess the potential impact of this change on all project aspects.
Negotiating with the project sponsor on alternatives is typically undertaken after the project manager has fully understood the potential impacts of the requested change, as this knowledge informs effective negotiation.
The project manager's first action upon receiving a request for an additional deliverable must be to perform a comprehensive impact analysis across all project constraints, including scope, schedule, cost, quality, resources, and risks. This provides the essential information needed to make an informed decision and proceed effectively through the change control process.
Rejecting a request from the project sponsor without first assessing its impact is an unprofessional approach that can damage stakeholder relationships and potentially overlook a beneficial change.
Submitting the request to the Change Control Board (CCB) should occur after the project manager has completed the impact analysis and prepared the necessary documentation for the CCB to review and decide upon.
Concept tested: Integrated Change Control Process
Topics
Community Discussion
6
Viktor S.Dec 26, 2025B is the right call here. Before you take a change request anywhere near the CCB or start negotiating with the sponsor, you need to know what this new deliverable actually does to your schedule, budget, quality, and risk baseline. PMI is obsessed with impact analysis as the first step in integrated change control, so jumping straight to the CCB without that assessment is putting the cart before the horse. On the job, this is exactly how it works too, because no change board worth anything will approve a request with no analysis attached.
Olusegun A.Dec 28, 2025Agreed on B, but remember the exam distinction: if the change is already documented and analyzed, the next move is submitting the formal change request to the CCB, not re-analyzing it, so watch for that wording trap in similar questions.
Wei W.Jan 15, 2026B is right, you assess impact before any change decision. How do you handle late scope asks in agile versus predictive?
Olusegun A.Jan 16, 2026B is right for the change control logic, but in agile a late scope ask goes straight into the backlog for prioritization by the product owner, no formal impact assessment needed unless its truly a blocker, whereas predictive forces the documented impact analysis before the CCB ever sees it.
Olusegun A.Jan 4, 2026C. At 70 percent you protect scope, adding deliverables now is classic creep.
Wei W.Jan 5, 2026B is correct here. At 70 percent completion the focus shifts to protecting schedule and budget, not locking scope, so the team should negotiate remaining scope rather than add deliverables.