According to the PMBOK Guide, the scenario described is a textbook execution of the Perform Integrated Change Control process. This process is conducted from project inception through completion and is the ultimate responsibility of the project manager.
* The Change Control Workflow: When a change request is received, it must follow a formal path:
* Documenting: Recording the change in the Change Log.
* Impact Assessment: Reviewing the request with the team to understand the impact on scope, schedule, cost, quality, and risk.
* Presentation for Decision: Taking the fully analyzed request to the Change Control Board (CCB) or the designated authority for a final decision (Approved, Deferred, or Rejected).
* Role of the CCB: The Change Control Board is a formally chartered group responsible for reviewing, evaluating, approving, delaying, or rejecting changes to the project. The project manager ' s goal in presenting the analyzed change is to obtain a formal, authoritative decision so the project can move forward with a revised baseline if necessary.
Why other options are incorrect:
* Option A: Develop consensus among stakeholders: While communication is important, the formal process of reviewing and presenting a change request is about governance and authorization, not just reaching a general agreement or consensus.
* Option B: Get the budget approved for change: While a change might require additional budget, the " presentation for decision " covers the entirety of the change (scope, time, and quality), not just the financial aspect. " Budget approval " is only one possible outcome of a CCB decision.
* Option C: Make sure management is aware of the change: Simply making management " aware " is an informal communication activity. The process of documenting and reviewing with the team before presenting it indicates a formal request for approval, which is a higher level of action than mere awareness.