PMP Practice Questions #109
You are managing a large software development project that involves multiple outsourced components. Midway through the project, a significant change in project requirements necessitates altering a key component of the software, which is currently being developed by an external supplier. As a project manager, what is the most appropriate action to manage this situation effectively?
A. Direct the supplier to make the necessary changes to their component.
B. Follow the contract change Control process to align the changes needed.
C. Continue with the original scope as planned and accommodate the project changes internally.
D. Tell your project stakeholders that these changes cannot be accommodated since the work is outsourced.
Analysis:
In the scenario described, a project manager is faced with the challenge of managing a significant change in project requirements that affects an outsourced software component. This situation tests the project manager’s ability to navigate changes that impact external suppliers, emphasizing the importance of effective change management and contractual agility in outsourced project components.
Analysis of Options:
Option A: Direct the supplier to make the necessary changes to their component. This option might seem straightforward but assumes that the supplier will comply without considering the contractual agreement and its provisions for handling changes. It risks oversimplification of the change process and may overlook potential contractual and cost implications.
Option B: Follow the contract change control process to align the changes needed. This is the most structured and risk-mitigated approach. It leverages the existing contractual framework to manage changes, ensuring that both parties (the project team and the supplier) have a clear understanding of the changes, associated costs, and timeline impacts. This approach respects the formal agreement and facilitates collaborative negotiation of the required changes.
Option C: Continue with the original scope as planned and accommodate the project changes internally. While this option avoids direct confrontation or renegotiation with the supplier, it may not be practical or feasible, especially if the changes are significant and integral to the outsourced component. This approach might lead to internal workarounds that could compromise the quality or functionality of the project deliverable.
Option D: Tell your project stakeholders that these changes cannot be accommodated since the work is outsourced. This option represents a refusal to adapt to project needs and a misunderstanding of outsourcing dynamics. It disregards the project manager’s responsibility to manage and negotiate changes, even in outsourced components, to meet project goals.
Conclusion: Given the critical nature of the change and its impact on an outsourced component, Option B stands out as the most appropriate and effective approach. It emphasizes the importance of adhering to established contract change control processes, ensuring that changes are managed systematically and with full consideration of contractual obligations and implications. This option supports effective project management practices by advocating for structured change management, clear communication, and collaborative negotiation, aligning with best practices in managing outsourced project components.
PMP Exam Content Outline Mapping
| Domain | Task |
|---|---|
| Process | Task 10: Manage project changes |
| Process | Task 11: Plan and manage procurement |
Topics Covered
- Integrated Change Control
- Contract Change Control
