CAPM Practice: Determine how to document project controls of predictive, plan-based projects

When multiple change requests arrive simultaneously, the project manager evaluates each one for: business priority (how critical is the change?), urgency (when is it needed?), and impact (how much does it affect baselines?). High-priority, urgent, low-impact changes might be fast-tracked; complex, high-impact changes need thorough analysis before CCB review. A systematic, documented approach ensures all requests receive fair evaluation.

**Why not A:** Processing the most expensive changes first is an arbitrary prioritization method. A high-cost change may not be the most urgent or the highest priority, and financial impact alone does not determine the order in which changes should be reviewed.

**Why not C:** Approving all changes to maintain stakeholder satisfaction is irresponsible. Each change must be evaluated for its impact on the project baselines, and approving everything would likely lead to scope creep, budget overruns, and schedule delays.

**Why not D:** Rejecting all changes to protect the baseline is equally inappropriate. Change control exists to evaluate and manage changes, not to prevent them entirely. Some changes may be necessary for project success or regulatory compliance.