PMP · Question #832
A project manager is replacing the knowledge-sharing platform of a project with a new web-based solution, ensuring that the system is aligned with a significant change in the organization's…
The correct answer is C. Develop a communications management plan aligned with the new organizational structure in. Given a significant organizational structure change impacting the project's purpose, the project manager should prioritize developing a communications management plan aligned with the new structure.
Question
A project manager is replacing the knowledge-sharing platform of a project with a new web-based solution, ensuring that the system is aligned with a significant change in the organization's structure. The project charter was approved and the team is working on the detailed planning. The project management office (PMO) has provided detailed templates for all new projects to follow. Which strategy should the project manager adopt for the project?
Options
- AAlign the project schedule with the PMO's change control process in collaboration with the PMO
- BDevelop a training and communications schedule with sufficient lead time in collaboration with the
- CDevelop a communications management plan aligned with the new organizational structure in
- DAlign the project schedule with the IT change control processes and tools in collaboration with the
How the community answered
(40 responses)- A15% (6)
- B3% (1)
- C78% (31)
- D5% (2)
Why each option
Given a significant organizational structure change impacting the project's purpose, the project manager should prioritize developing a communications management plan aligned with the new structure.
Aligning the project schedule with PMO's change control is important, but a communications plan addresses the how of informing stakeholders about the structural changes first.
Developing a training and communications schedule is part of project execution, but establishing the overall communications strategy (the plan) is a prerequisite, especially with a structural change.
A significant change in organizational structure directly impacts how information flows, who needs to be informed, and how decisions are made. Developing a new communications management plan ensures that project information reaches the right stakeholders through appropriate channels in the context of the new structure, which is crucial for project success and alignment. This plan defines the communication needs of all stakeholders, considering the new hierarchy and reporting lines.
Aligning with IT change control processes is specific to technical changes, not the overarching project strategy driven by organizational structure changes.
Concept tested: Adapting communication plans to organizational change
Source: https://www.pmi.org/pmbok-guide-standards/foundational/pmbok/current
Topics
Community Discussion
7
Mateus R.Jul 4, 2026The answer is C. Think of it like moving into a newly renovated house where the rooms got rearranged, you do not just unpack boxes, you first make sure everyone knows where the new kitchen and bathrooms are and how the household will communicate in the new layout. The project is replacing a knowledge-sharing platform during a major organizational restructuring, so the communications management plan must reflect those new reporting lines and stakeholder groups. Options A and D get distracted by change control processes, and B is only a piece of the puzzle, training scheduling, rather than the full strategy. You need a plan that ties the
Yusuf A.Jun 22, 2026Picked C. Org structure changed so the comms plan must reflect it, not just the IT schedule.
Viktor S.Jul 5, 2026I first leaned toward A because the PMO templates made me think the schedule needed to sync with their change control process, but the stem is really about the org structure shift and the new knowledge-sharing platform, which makes communications management the core concern. C wins because you have to align communications with the new structure before anything else, and the PMO templates are just a supporting detail, not the strategy.
Carlos M.Jul 5, 2026Going with B here. The key detail is that this is a knowledge-sharing platform replacement, which means people actually need to know how to use the new system before it goes live. The org structure change adds another wrinkle because stakeholders are shifting around, so you need enough lead time to train everyone and communicate the transition properly. C sounds tempting but a comms plan alone doesn't address the practical side of getting users up to speed on the new platform, and A and D are too focused on process mechanics rather than adoption. Training with sufficient lead time is what makes or breaks a rollout like this.
Mateus R.Jul 7, 2026Actually C is the right call here, Carlos. Think of it like remodeling a kitchen while the family still needs to cook dinner: the comms plan is how you tell everyone which nights they are eating takeout, where the temporary microwave lives, and when the new stove is ready, and on the exam a platform replacement paired with an org restructure is almost always testing whether you picked the communications management plan over training logistics.
Ingrid P.Jul 5, 2026B is the call here. The stem screams change management, new platform plus org restructure, so building in lead time for training and communications is exactly what earns buy-in before cutover. I flagged the org-structure detail on a card because it cues the human side of the change, not the IT control side.
Mateus R.Jul 8, 2026Ingrid, I see the change-management instinct, but C is actually correct here. Think of it like a general contractor who refuses to start renovations until the architect's blueprints are signed off, because the reorg means the org chart itself is in motion and you need that structure locked down before you can map who gets access to what in the new platform.