hardMultiple Choice
PK0-005 Practice Question: A project manager is leading a software…
A project manager is leading a software development project. The client requests a feature change that will add two weeks to the schedule and increase costs by $10,000. The project manager evaluates the impact and presents options to the change control board. The board approves the change but the project sponsor expresses concern about the budget. What should the project manager do next?
⚠ Common exam trap
Many candidates confuse the sponsor's concern with a veto power, but the CCB has final authority over change approval; the PM's duty is to implement the decision and manage stakeholder expectations, not to re-open the decision.
Answer choices
Why each option matters
Answer the question above first, then reveal the full breakdown to understand why each option is right or wrong.
Correct answer & explanation
✓
Update the project management plan and baseline to reflect the change
The change control board (CCB) has approved the change, making it an authorized modification. The project manager must now update the project management plan and baseline to formally incorporate the approved change, ensuring the schedule and budget reflect the new scope. The sponsor's concern is noted but does not override the CCB's decision; the PM should address the concern through communication and reporting, not by halting the process.
Answer analysis
Option-by-option breakdown
For each option: why learners choose it and why it is or isn't the right answer here.
- ✗
Cancel the change until the sponsor is satisfied
Why it's wrong here
Cancelling the approved change contradicts the change control board's decision and ignores the sponsor's budget concern rather than addressing it. Cancellation suits a change rejected at impact analysis, before board approval, not one already authorised.
- ✓
Update the project management plan and baseline to reflect the change
Why this is correct
Updating the project management plan and baseline formally incorporates the approved change, satisfying the change control board's authorisation and the sponsor's need for an accurate budget picture. Because the board approved the two-week, $10,000 impact, the schedule and cost baselines must be revised so future variance reporting reflects the new approved figures.
- ✗
Proceed with the original plan and ignore the sponsor's concern
Why it's wrong here
Ignoring the sponsor’s concern discards the approved change’s governance trail, leaving the $10,000 budget variance unaddressed against the cost baseline. It would suit a scenario where the sponsor lacks authority over the change control board’s decision, but here the board already approved, so the project manager must update the budget and communicate the impact.
- ✗
Escalate the sponsor's concern to the change control board
Why it's wrong here
Escalating to the change control board is redundant: the board already approved the change, so its decision stands and the sponsor's budget concern is a stakeholder matter, not a change request. Escalation suits unresolved authority disputes or rejected changes needing higher approval, not post-approval stakeholder concerns, which the project manager addresses directly.
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