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Up next in 10
Project Management Fundamentals and Core Principles for PMP Exam Prep.
Visit PMP Exam Prep Playlist: https://www.youtube.com/playlist?list=PLaZjaTadwi1sDBAXtUd6JI5_FUsIJjpAT
How does traditional project management differ from Agile — and when is it the best choice? In this video, we’ll explore Waterfall Project Management Fundamentals, the foundation of predictive project delivery and a critical concept for PMP® exam success.
This is the first video in our 15-part Waterfall Review & Question series. You’ll learn the core principles of the predictive (Waterfall) approach, including the project lifecycle, triple constraint, organizational structures, and how Waterfall differs from Agile. Then, you’ll test your understanding with 10 scenario-based practice questions (Questions 1–10) with detailed explanations.
✅ You’ll learn how to:
• Understand when and why to use the predictive (Waterfall) approach
• Manage baselines for scope, schedule, and cost
• Apply formal change control and avoid gold plating
• Distinguish organizational structures (functional, matrix, projectized)
• Recognize how stakeholder engagement differs from Agile environments
By practicing these questions, you’ll strengthen your understanding of traditional project management principles — essential for both the PMP® exam and real-world applications.
Chapters:
0:00 Waterfall Fundamentals Overview
3:15 Question 1
5:15 Question 2
Show More Show Less View Video Transcript
0:00
If you're preparing for the PMP exam and
0:02
want to feel confident answering
0:03
waterfall project management questions,
0:05
you're in the right place. This is the
0:08
first video in a 15-part series where
0:10
we'll break down the key predictive
0:12
topics on the PMP exam. Here are the 15
0:15
topics we will be going over together.
0:17
Each video will focus on one topic at a
0:20
time. In this video, we will start with
0:22
waterfall fundamentals. For each topic
0:25
in this series, we'll start with a quick
0:26
overview and key concepts you need to
0:28
know. Then we'll dive into a set of 10
0:31
predictive practice questions to
0:32
reinforce your understanding. This
0:34
approach is built to help you learn more
0:36
efficiently. You can study in bite-size
0:39
sessions, focus on exactly what you need
0:41
to master, and easily return to specific
0:43
areas whenever you need a refresher.
0:46
I'll be rolling out the videos
0:48
incrementally, topic by topic, since
0:50
this video series will take many weeks
0:52
to complete. Be sure to like this video
0:54
to let me know you want the full series
0:56
and subscribe so you don't miss the next
0:58
topic. And once the full series is
1:01
complete, I'll release a master video
1:03
that combines all 15 topics with 150
1:06
predictive questions. If you are
1:08
interested in agile practices, we also
1:11
have an agile video series that you can
1:13
find in the video description below. All
1:16
right, let's get started with the first
1:18
waterfall topic. The topic we'll cover
1:20
is waterfall project management
1:22
fundamentals. The foundation of what
1:24
many people think of as traditional
1:26
project management, often called the
1:27
predictive approach by PMI. In waterfall
1:31
projects, the focus is on detailed
1:33
upfront planning. You establish your
1:35
scope, schedule, and cost baselines
1:38
early and then manage closely against
1:40
those baselines. This approach assumes
1:42
that requirements are well-defined,
1:44
stable, and unlikely to change, which
1:47
makes it a great fit for industries like
1:49
construction, aerospace, defense, or
1:51
government projects where certainty and
1:53
compliance are critical. The project
1:56
manager's role in waterfall is more
1:58
central and directive compared to agile.
2:00
But the degree of authority depends on
2:03
the organizational structure. In a
2:05
functional organization, most authority
2:07
rests with functional managers and the
2:09
PM's role is more of a coordinator. In a
2:12
matrix organization, authority is
2:14
shared. The PM may have moderate
2:17
influence depending on whether it's
2:19
weak, balanced, or strong matrix. In a
2:22
projectized organization, the PM has
2:24
full authority over the team and
2:26
resources. What's consistent is that the
2:29
PM is accountable for managing the
2:31
scope, schedule, and cost baselines and
2:34
ensuring the project delivers according
2:36
to the plan. This focus on controlling
2:38
the triple constraint is at the heart of
2:41
waterfall project management. Waterfall
2:43
projects move through distinct phases of
2:46
the project life cycle. Initiation,
2:48
planning, execution, monitoring, and
2:51
controlling, and closing. Each phase
2:53
typically has a formal signoff before
2:55
the next begins. Unlike agile, where
2:58
work is iterative and adaptive,
3:00
waterfall projects follow a linear
3:03
sequential flow. Because waterfall
3:05
relies on certainty and structure,
3:08
documentation plays a big role. Expect
3:10
the exam to highlight how waterfall
3:12
teams rely on detailed plans, contracts,
3:15
schedules, baselines, and change logs as
3:17
tools for accountability and control.
3:20
One of the biggest exam traps is how
3:22
change is managed. In waterfall, changes
3:25
must go through integrated change
3:27
control, usually involving a change
3:29
control board, CCB, to review and
3:31
approve them. Doing work without
3:33
approval is a red flag. And don't
3:35
confuse this with gold plating. Adding
3:38
extra features or work not in the plan,
3:40
even if it feels beneficial, gold
3:43
plating is wrong because it violates the
3:45
agreed scope baseline. Stakeholder
3:48
engagement is another key difference. In
3:50
waterfall projects, stakeholders are
3:52
typically involved upfront to define
3:54
requirements and then again at major
3:56
milestones or final acceptance. They are
3:58
not engaged continuously as they would
4:00
be in agile. This difference often shows
4:03
up in exam scenario questions. So to
4:06
summarize, waterfall project management
4:09
is about control, structure, and
4:11
discipline. It's not better or worse
4:13
than agile. It's simply the right
4:15
approach when you need certainty,
4:17
compliance, and clearly defined
4:19
deliverables. Now, we'll go through
4:21
practice questions that test your
4:22
understanding of waterfall fundamentals,
4:24
including life cycle phases,
4:26
organizational structures, the triple
4:29
constraint, and how waterfall differs
4:30
from agile. Let's get into the first
4:33
question in our first topic. Question
4:35
one. A new project manager is assigned
4:38
to lead a large-scale infrastructure
4:40
project with clearly defined
4:42
requirements and minimal expected
4:43
changes. The executive sponsor insists
4:46
on frequent updates to avoid surprises,
4:48
but the project team is accustomed to
4:50
following strict processes with limited
4:52
interaction once execution begins. What
4:56
project management approach best aligns
4:58
with this situation? A. Agile due to the
5:02
sponsor's need for frequent updates and
5:04
responsiveness to feedback. B predictive
5:08
due to the stable requirements and phase
5:10
delivery with formal controls. Hybrid
5:13
because some stakeholders expect
5:15
flexibility while the team uses rigid
5:17
processes. D iterative since the sponsor
5:20
wants visibility and changes can be
5:22
accommodated as needed. You can pause
5:24
the video here if you need more time to
5:26
work on the question. The correct answer
5:28
is B. This question tests your
5:30
understanding of when a predictive
5:32
approach is most appropriate. Look for
5:34
cues that highlight structure,
5:36
certainty, and strict process
5:38
orientation.
5:39
Choice B is the best option because
5:42
predictive project management fits
5:43
environments where requirements are
5:45
stable, changes are minimal, and the
5:47
project follows a sequential life cycle.
5:49
Infrastructure projects are classic
5:51
examples of this approach where heavy
5:53
documentation, upfront planning, and
5:55
formal controls are the norm. Choice A
5:58
is incorrect. Agile is suited for
6:00
projects with high uncertainty and
6:02
evolving requirements where frequent
6:04
feedback loops are required. This
6:06
scenario has stable requirements and a
6:08
formalized approach. Not a good fit for
6:10
agile. Choice C is incorrect. Hybrid
6:14
approaches are useful when a mix of
6:16
predictive and adaptive methods are
6:18
needed. There's no indication of any
6:20
iterative delivery or agile practices
6:23
here. Choice D is incorrect. Iterative
6:26
methods involve repeated cycles of
6:27
development with changing requirements.
6:29
In this case, everything is fixed and
6:31
defined from the start. Let's move on to
6:33
the next question if you're ready.
6:35
Question two. An experienced project
6:38
manager is asked to lead a government-f
6:40
funed healthcare system upgrade. The
6:42
project scope, funding, and contract
6:45
terms were finalized through a rigorous
6:47
bidding process. The solution must
6:49
comply with strict legal and technical
6:52
specifications and changes are highly
6:54
discouraged once work begins. Which
6:57
delivery approach is most appropriate
6:59
for this project? A adaptive because it
7:02
allows flexibility to respond to
7:04
stakeholder feedback throughout the
7:06
process? B hybrid to combine contractual
7:09
constraints with iterative feedback
7:11
cycles. C predictive because the scope
7:14
is fixed and compliance requirements are
7:16
tightly controlled. D incremental so
7:20
that partial functionality can be
7:22
delivered and tested frequently. You can
7:24
pause the video here if you need more
7:26
time to work on the question. The
7:28
correct answer is C. This question tests
7:31
your ability to identify the most
7:33
appropriate delivery approach based on
7:36
project context, especially when
7:38
evaluating fixed versus evolving
7:40
requirements. Choice C is the best
7:43
option because predictive project
7:44
management is designed for projects with
7:46
well-defined scope, strict regulatory
7:49
requirements, and minimal tolerance for
7:50
change. Government and healthcare
7:52
initiatives often demand thorough
7:54
planning, baseline control, and
7:56
contractual compliance, making
7:57
predictive the clear fit. Choice A is
8:01
incorrect. Adaptive approaches are
8:03
better for environments with high
8:04
uncertainty or evolving requirements. In
8:07
this case, the constraints are fixed and
8:09
predefined, leaving little room for
8:11
continuous change. Joyce B is incorrect.
8:14
A hybrid approach blends predictive and
8:17
adaptive elements. This project has no
8:19
indication of iterative delivery or
8:21
feedback loops, and regulatory
8:23
constraints would likely prevent agile
8:25
flexibility. Choice D is incorrect.
8:28
Incremental delivery focuses on
8:30
providing usable components over time,
8:33
but this project's complianceheavy and
8:35
tightly scoped nature favors a single
8:38
integrated release. Let's move on to the
8:41
next question if you're ready. Question
8:43
three. A pharmaceutical company is
8:46
launching a compliance-driven project to
8:48
document and validate manufacturing
8:50
procedures for a new product line.
8:52
Midway through planning, a stakeholder
8:54
expresses concern that the predictive
8:57
approach may reduce flexibility and
8:59
delay feedback on documentation drafts.
9:02
What is the most appropriate response
9:04
from the project manager? A. Explain
9:07
that predictive approaches reduce rework
9:10
by confirming all requirements before
9:13
execution. B. Recommend switching to
9:16
agile to allow faster delivery of
9:18
individual documentation components. C.
9:22
Offer to incorporate milestone-based
9:24
reviews during execution to ensure
9:27
stakeholder feedback is included. D.
9:30
Suggest using a rolling wave planning
9:32
technique to keep documentation planning
9:35
flexible throughout the project. You can
9:37
pause the video here if you need more
9:39
time to work on the question. The
9:41
correct answer is C. This question tests
9:44
your understanding of the limitations of
9:46
predictive project management and how to
9:48
respond to stakeholder concerns without
9:50
abandoning the chosen delivery approach.
9:53
Choice C is the best option because it
9:55
preserves the structure and formality of
9:57
predictive delivery while addressing the
9:59
stakeholders concern. Milestone based
10:01
reviews are appropriate in predictive
10:02
environments and provide formal
10:04
checkpoints to engage stakeholders and
10:06
gather feedback without disrupting the
10:08
plan-driven nature of the project.
10:10
Choice A is incorrect. While it
10:13
highlights a true strength of predictive
10:14
planning, which is reduced rework, it
10:16
dismisses the stakeholders concern
10:18
rather than addressing it. Effective
10:20
project managers must respond with
10:22
empathy and action, not just
10:24
explanation. Choice B is incorrect.
10:28
Switching to agile contradicts the
10:29
nature of the project, which is
10:31
compliance driven and likely governed by
10:33
rigid regulatory requirements.
10:36
Choice D is incorrect. Rolling wave
10:38
planning is typically used in uncertain
10:40
or evolving environments. In a
10:42
compliance focused predictive project,
10:45
full scope planning is essential and
10:47
introducing flexibility at this level
10:49
may increase risk. Let's move on to the
10:52
next question if you're ready. Question
10:54
four. A project team has completed all
10:57
deliverables for a multi-phase
10:59
construction project. During final
11:01
review, the client provides written
11:02
acceptance of the work. The project
11:04
manager is ready to release the
11:06
remaining team members and archive
11:08
project records. What should the project
11:10
manager do next? A. Complete the
11:14
administrative closure process and
11:16
update the lessons learned repository.
11:18
B. Return to the planning phase to
11:21
review any change requests that were not
11:23
implemented. C. Begin a new initiation
11:26
phase to capture client feedback and
11:28
validate business value. D. Submit the
11:31
final performance report and close all
11:33
procurement contracts. You can pause the
11:36
video here if you need more time to work
11:37
on the question. The correct answer is
11:40
A. This question tests your
11:42
understanding of the closing phase in a
11:44
predictive life cycle and the formal
11:46
steps a project manager must take after
11:49
all work is accepted and deliverables
11:51
are complete. Choice A is the best
11:54
option because administrative closure
11:56
includes collecting lessons learned,
11:59
confirming formal acceptance, releasing
12:01
project resources, and ensuring all
12:03
documentation is archived. This is the
12:05
final step before the project is
12:07
officially closed. Choice B is
12:09
incorrect. The planning phase has
12:11
already passed and unimplemented change
12:14
requests would have been handled during
12:15
monitoring and control, not after client
12:18
acceptance. Deceice C is incorrect. A
12:22
new initiation phase is unrelated to
12:25
this project's closure. Client feedback
12:27
can inform future efforts, but a new
12:30
initiation phase doesn't belong here.
12:32
Choice D is incorrect. Closing
12:34
procurement contracts is part of project
12:37
closure, but it's only one component. It
12:39
does not replace the full administrative
12:42
closure process. Let's move on to the
12:45
next question if you're ready. Question
12:47
five. Midway through the execution phase
12:50
of a predictive project to develop a
12:53
regional transportation hub, a
12:55
government agency mandates a new safety
12:57
compliance standard that affects an
12:58
already approved section of the
13:00
structural design. The design team
13:02
believes the change is urgent and wants
13:04
to implement it immediately to avoid
13:06
rework and schedule delays. What is the
13:09
most appropriate action for the project
13:11
manager? A. Instruct the team to
13:13
document the change, then implement it
13:16
immediately to ensure compliance. B.
13:19
Facilitate an internal impact analysis
13:21
with the team and update the baseline
13:24
documents to reflect the change. C.
13:26
Submit a change request through the
13:28
integrated change control process to
13:30
assess the impact. D. Advise the sponsor
13:33
of the compliance issue and request
13:35
verbal approval to proceed with the
13:38
update. You can pause the video here if
13:40
you need more time to work on the
13:42
question. The correct answer is C. This
13:46
question tests your understanding of
13:47
formal change management procedures in
13:50
predictive environments. Predictive
13:52
projects emphasize stability and
13:54
control, meaning changes, even critical
13:57
ones, must follow established processes.
14:00
POC C is the best option because changes
14:02
in waterfall projects are handled
14:04
through integrated change control. This
14:06
process ensures the change is formally
14:08
evaluated for its impact on scope, cost,
14:11
schedule, and quality before any action
14:13
is taken, regardless of urgency. Choice
14:16
A is incorrect. Implementing the change
14:19
immediately, even if documented,
14:21
bypasses formal approval and risks
14:24
violating contract terms, baselines, or
14:27
stakeholder expectations.
14:29
Choice B is incorrect. Conducting an
14:32
internal impact analysis without
14:33
submitting a formal change request skips
14:36
the required governance step. Updates to
14:38
baselines should only occur after change
14:40
approval. Choice D is incorrect. Verbal
14:43
sponsor approval is informal and
14:45
insufficient in predictive projects
14:47
where documented decisions and
14:49
controlled approvals are required. Let's
14:51
move on to the next question if you're
14:53
ready. Question six. A predictive
14:56
project to develop a regional airport is
14:58
in execution. A conflict arises between
15:01
two subcontractors over scheduling
15:03
access to a restricted work zone,
15:05
putting the timeline at risk. The senior
15:08
engineer proposes a compromise to move
15:10
one team's work offsite temporarily. The
15:12
sponsor agrees with this plan to
15:14
maintain progress. What should the
15:16
project manager do? A support the
15:19
compromise and update the schedule
15:21
baseline to reflect the off-site work.
15:24
B. Evaluate the proposed resolution and
15:27
determine whether it aligns with the
15:28
project plan and contract terms. C.
15:31
Accept the sponsor's preferred approach
15:33
to preserve executive alignment and
15:36
stakeholder support. D. Approve the
15:38
off-site work change based on expert
15:40
judgment and document it in the issue
15:42
log. You can pause the video here if you
15:45
need more time to work on the question.
15:47
The correct answer is B. This question
15:50
tests your understanding of the project
15:52
manager's role in a predictive
15:54
environment where the PM holds primary
15:56
responsibility for managing scope,
15:58
schedule, and contract alignment. Even
16:00
when sponsors or technical leads suggest
16:03
solutions, the project manager must
16:05
validate them against the approved plan.
16:07
Choice B is the best option because it
16:10
keeps authority where it belongs with
16:12
the project manager. The PM must assess
16:14
whether the proposed change fits within
16:17
the existing project plan and contract
16:19
terms before any action is taken. This
16:22
aligns with predictive governance and
16:24
the PM's formal responsibility. Choice A
16:27
is incorrect. While proactive, it
16:29
assumes the compromise is acceptable
16:31
without formally evaluating contractual
16:34
or schedule impacts. Updating baselines
16:36
without analysis undermines control.
16:39
Choice C is incorrect. Deferring to the
16:42
sponsor compromises the PM's role and
16:44
skips proper evaluation. Sponsor support
16:47
matters but doesn't override the need
16:49
for formal project control. Choice D is
16:52
incorrect. Expert judgment is a valuable
16:54
input but not a substitute for
16:56
integrated change control. Documenting
16:58
in the issue log does not replace formal
17:01
review or approval processes. Let's move
17:04
on to the next question if you're ready.
17:06
Question seven. A project to modernize a
17:09
government records management system is
17:11
being delivered using a predictive
17:13
approach. During execution, a key
17:15
stakeholder begins asking for frequent
17:17
progress updates and input on technical
17:19
decisions. The project manager is
17:21
concerned this may disrupt planned
17:23
workflows and confuse team roles. What
17:26
is the most appropriate response from
17:28
the project manager? A. Invite the
17:30
stakeholder to daily status meetings to
17:33
ensure their feedback is regularly
17:35
captured. B. Inform the stakeholder that
17:38
predictive projects limit involvement
17:40
during execution and deferred decisions
17:43
to the team. C. Revisit the
17:46
communications management plan to
17:47
determine the agreed upon level of
17:50
stakeholder engagement. D. Provide
17:52
weekly progress summaries and include
17:54
the stakeholder in decision-m to
17:56
strengthen engagement. You can pause the
17:59
video here if you need more time to work
18:01
on the question. The correct answer is
18:04
C. This question tests your ability to
18:06
manage stakeholder expectations in a
18:08
predictive environment. Unlike adaptive
18:11
approaches, predictive projects
18:12
emphasize upfront planning and formal
18:15
communication channels defined early in
18:17
the project life cycle. Choice C is the
18:20
best option because it demonstrates a
18:21
disciplined process-driven approach. In
18:24
predictive projects, the communications
18:26
management plan defines how and when
18:28
stakeholders are engaged. Before making
18:30
any changes, the project manager should
18:32
consult that plan to ensure expectations
18:34
and responsibilities are honored. Choice
18:37
A is incorrect. Daily meetings reflect
18:40
agile practices and may disrupt the
18:42
execution phase in a predictive project.
18:45
This change should not be introduced ad
18:46
hoc without verifying the communication
18:49
strategy. Choice B is incorrect. While
18:52
it references a predictive principle,
18:54
it's too rigid and dismissive. Effective
18:56
stakeholder engagement requires
18:58
professionalism and a willingness to
19:00
revisit plans, not just enforce
19:02
boundaries. Choice D is incorrect. This
19:05
seems collaborative, but it introduces
19:07
new communication channels and decision
19:10
rights without verifying whether that
19:12
aligns with the plan. A risky move in a
19:14
predictive environment. Let's move on to
19:17
the next question if you're ready.
19:19
Question eight. A predictive
19:21
infrastructure project is on track with
19:23
cost and quality, but a key deliverable
19:25
is trending two weeks behind schedule
19:27
due to a subcontractor delay. The
19:29
sponsor asks the project manager to
19:31
accelerate delivery to meet the original
19:33
timeline without changing the budget.
19:35
What should the project manager do? A.
19:38
Reassign internal resources to the
19:40
delayed work package and issue a scope
19:43
change request. B. Accept the delay and
19:46
update the schedule baseline to reflect
19:48
realistic delivery expectations.
19:51
C. Analyze options such as crashing or
19:53
fasttracking and submit a change request
19:55
for schedule adjustment. D. Adjust
19:58
contingency reserves and reduce quality
20:00
control activities to meet the deadline
20:02
without escalating. You can pause the
20:04
video here if you need more time to work
20:06
on the question. The correct answer is
20:09
C. This question tests your
20:12
understanding of the triple constraint
20:14
in predictive projects. Time, cost, and
20:16
scope and how to respond when one
20:19
constraint schedule is under pressure
20:21
while others cost quality must remain
20:24
stable.
20:26
Choice C is the best option because it
20:28
reflects proper project management in a
20:30
predictive context. When the sponsor
20:32
requests a timeline change, the project
20:34
manager should analyze options like
20:35
crashing or fasttracking, then submit a
20:38
formal change request to adjust the
20:40
schedule. This maintains process
20:41
discipline and enables informed
20:43
decision-making. Choice A is incorrect.
20:46
Reassigning resources may help, but
20:49
issuing a scope change request is
20:51
misaligned. The issue is schedule
20:53
related, not scope related. Choice B is
20:56
incorrect. Accepting the delay and
20:58
rebaselining ignores the sponsor's
21:00
directive to meet the original timeline.
21:02
It also avoids exploring viable options
21:05
to compress the schedule. Choice D is
21:07
incorrect. Reducing quality and using
21:10
contingency reserves without proper
21:12
evaluation compromises project integrity
21:15
and violates predictive planning
21:17
principles. Let's move on to the next
21:20
question if you're ready. Question nine.
21:22
A project manager is leading a high
21:24
visibility infrastructure project in a
21:27
matrix organization. During execution, a
21:29
functional manager reassigns a key team
21:31
member to another department initiative
21:33
without informing the project manager.
21:36
As a result, a deliverable is delayed
21:38
and the sponsor is dissatisfied.
21:40
What should the project manager do
21:42
first? A. Remind the functional manager
21:45
that the resource was committed and
21:47
escalate the issue to the sponsor. B.
21:50
Document the issue in the risk register
21:52
and proceed by assigning a backup
21:55
resource to maintain schedule. T
21:58
schedule a joint planning session with
22:00
the functional manager to rep prioritize
22:02
the project's remaining resource needs.
22:05
D. Clarify resource assignment
22:08
expectations with the functional manager
22:11
and update the resource management plan.
22:14
You can pause the video here if you need
22:16
more time to work on the question. The
22:18
correct answer is D. This question tests
22:21
your ability to manage resource
22:23
conflicts in a matrix organization where
22:25
authority is shared. It focuses on
22:28
applying integration and stakeholder
22:30
management without defaulting to
22:32
escalation. Choice D is the best option
22:36
because the functional manager controls
22:38
resources in a matrix structure. The
22:41
project manager should clarify
22:42
expectations and update the resource
22:45
plan. a collaborative response that
22:47
preserves the relationship and supports
22:49
ongoing alignment. Dece is incorrect.
22:52
Escalating too quickly may harm the
22:54
relationship with the functional
22:56
manager. PMI emphasizes resolving issues
22:59
at the lowest possible level first,
23:01
especially in a shared authority model.
23:04
Choice B is incorrect. Assigning a
23:06
backup resource is a short-term fix, but
23:08
does not address the root cause, the
23:10
communication breakdown with the
23:12
functional manager. Choice C is
23:14
incorrect. While it appears
23:16
collaborative, reframing the issue as a
23:18
rep prioritization effort misses the
23:20
immediate problem. A resource was pulled
23:23
without communication and expectations
23:25
must be clarified. Let's move on to the
23:27
next question if you're ready. Question
23:29
10. During execution of a predictive
23:32
project to deliver a municipal water
23:35
treatment system, a department head
23:36
proposes modifying the specifications
23:38
for one of the subsystems. The project
23:41
manager refers to the original design
23:43
documents which were signed off after an
23:45
extensive planning phase and used to
23:47
establish cost and schedule baselines.
23:50
What should the project manager do
23:52
first? A. Reconfirm with the department
23:54
head that the proposed change is
23:56
necessary and revise the work breakdown
23:58
structure accordingly. B. Initiate a
24:01
formal change request and evaluate its
24:03
impact on scope, cost, and schedule
24:06
baselines. C. Review the requirements
24:09
traceability matrix to validate whether
24:11
the change was previously approved. D.
24:14
Instruct the engineering team to assess
24:16
feasibility before initiating the change
24:19
control process. You can pause the video
24:22
here if you need more time to work on
24:24
the question. The correct answer is B.
24:27
This question tests your understanding
24:29
of how to manage change requests during
24:32
execution in a waterfall environment. It
24:34
evaluates whether you know when and how
24:36
to initiate integrated change control to
24:38
protect scope, cost, and schedule
24:40
baselines, especially once planning is
24:43
finalized. Choice B is the best option
24:46
because any proposed change that affects
24:48
the baselines must first go through
24:50
formal change control. That starts with
24:52
submitting a change request and
24:54
evaluating its impact before involving
24:56
resources or making updates. Choice A is
24:59
incorrect. Revising the work breakdown
25:02
structure before formal approval
25:03
bypasses change control and risks scope
25:06
creep. Joyce C is incorrect. Reviewing
25:09
the requirements traceability matrix may
25:11
be helpful if there's uncertainty about
25:13
whether the change was previously
25:14
approved. But in this scenario, the
25:16
design documents have already been
25:18
signed off and baselined. This indicates
25:20
that any modification at this stage is
25:22
outside the current scope and must first
25:24
be formally reviewed through the change
25:26
control process. Choice D is incorrect.
25:29
Assessing feasibility without first
25:31
initiating change control can lead to
25:33
unauthorized work and waste resources.
25:36
Congratulations on completing all 10
25:38
questions for waterfall project
25:40
management fundamentals. That's the
25:43
first 10 out of 150 total questions
25:46
mastered so far in this PMP exam series.
25:49
Every question you tackle sharpens your
25:52
exam readiness and builds your
25:53
confidence. If you find this video
25:56
helpful, make sure you subscribe to
25:57
future videos in this series. You're
25:59
making excellent progress. When you're
26:01
ready, I'll see you in the next topic.
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