PMP · Question #23
Due to organizational changes, several key stakeholders are replaced by new ones in the middle of a project. As a result, numerous new requirements are raised. What should the project manager do to en
The correct answer is A. Review and prioritize new requirements with stakeholders to determine which change requests. When new stakeholders introduce numerous new requirements mid-project, the project manager must collaborate with them to review and prioritize these changes through the established change control process. This ensures that only value-adding and feasible changes are incorporated,
Question
Due to organizational changes, several key stakeholders are replaced by new ones in the middle of a project. As a result, numerous new requirements are raised. What should the project manager do to ensure success of the project?
Options
- AReview and prioritize new requirements with stakeholders to determine which change requests
- BSeek immediate approval to amend the project timeline and budget in order to deliver all new
- CEscalate the issue to the project sponsor and seek support to keep the original requirements.
- DEmphasize to the new stakeholders that new requirements are not allowed at this stage of the
How the community answered
(25 responses)- A80% (20)
- B4% (1)
- C4% (1)
- D12% (3)
Why each option
When new stakeholders introduce numerous new requirements mid-project, the project manager must collaborate with them to review and prioritize these changes through the established change control process. This ensures that only value-adding and feasible changes are incorporated, maintaining project success.
The project manager should engage with the new stakeholders to understand the new requirements and then collaboratively review and prioritize them. This involves using the change control process to assess the impact on scope, schedule, and budget, ensuring that only necessary and approved changes are integrated into the project.
Seeking immediate approval to amend the timeline and budget for *all* new requirements without proper review and prioritization can lead to scope creep and jeopardize the project's viability.
Escalating to keep only original requirements is dismissive of the new stakeholders' legitimate needs and the organizational changes, potentially alienating them and hindering project success.
Stating that new requirements are 'not allowed' is an autocratic approach that ignores the dynamic nature of projects and stakeholder needs, especially after significant organizational changes.
Concept tested: Stakeholder management and change control
Source: https://www.pmi.org/pmbok-guide-standards/foundational/pmbok/change-control-process
Topics
Community Discussion
6
Nina C.Jul 5, 2026Going with A. Coming from teaching I learned fast that when new people show up with a laundry list of wants you have to sit down together and sort out what actually matters before touching the schedule or budget.
Luis F.Jul 7, 2026That teaching instinct is spot on for requirements gathering, just make sure someone is also capturing the non-negotiables as constraints early so they don't surprise you in scope definition later.
Grace U.Jun 29, 2026I first leaned toward C because new stakeholders derailing a project feels like something to escalate, but the PMI mindset is to engage stakeholders and work through the change control process, which makes A the right call.
Ingrid P.Jul 5, 2026Leaned toward C to protect scope, but new stakeholders still need their requirements reviewed and prioritized.
Luis F.Jul 3, 2026Got A on my exam last week, new stakeholders means review and prioritize changes together.
Imani T.Jul 5, 2026I first leaned toward C because new stakeholders coming in and blowing up scope felt like something to escalate to the sponsor right away. But then I realized PMI wants you to engage stakeholders, not run from the conversation. A is the right move because you review and prioritize the new requirements through the change control process, which is exactly what a competent PM does. The sponsor only gets involved if the changes are truly unmanageable, not as a first reaction.