Change Control Board

Correct Answer: Develop a training plan for the team to acquire the necessary skills.

The best answer is to develop a training plan for the team to acquire the necessary skills. As a project manager, when introducing a new technology that the team lacks expertise in, the most appropriate next step is to ensure that the team is properly equipped to handle the change. Developing a training plan addresses this need directly and proactively. Here's why this is the best approach: 1. It ensures that the team gains the required skills to implement the new technology effectively. 2. It demonstrates proactive leadership and risk management. 3. It helps maintain project quality and reduces the likelihood of errors during implementation. 4. It can be more cost-effective in the long run compared to hiring external experts. Regarding the other options: Implementing the change and learning as you go along is risky and can lead to errors, delays, and quality issues. Requesting additional budget to hire external experts might be necessary in some cases, but it should not be the first step. It's often more beneficial to develop internal capabilities. Revising the project schedule to accommodate the learning curve is a reactive approach. While it may be necessary, it should be done in conjunction with a training plan, not as the primary solution. In conclusion, developing a training plan is the most proactive, cost-effective, and risk-mitigating approach to address the lack of expertise in the new technology.

Correct Answer: Develop a resource acquisition plan to obtain the necessary skills and expertise

The best course of action for the project manager in this scenario is to develop a resource acquisition plan to obtain the necessary skills and expertise. This approach directly addresses the challenge of lacking the required resources and expertise for implementing the approved change.

Reasons why this is the correct answer:
1. It aligns with proper project management practices by planning for resource needs.
2. It ensures that the project team will have the necessary capabilities to implement the change effectively.
3. It demonstrates proactive management in addressing the resource gap.

Why the other options are not optimal:

Implementing the change with existing resources and providing on-the-job training is not ideal because:
- It may lead to delays and quality issues due to lack of expertise.
- On-the-job training might not be sufficient for a significant change requiring specialized skills.

Conducting a detailed impact analysis to reassess the feasibility is unnecessary at this stage because:
- The Change Control Board has already approved the change, implying that an initial feasibility assessment was done.
- It would delay the implementation of an already approved change.

Requesting the CCB to reconsider their decision is not appropriate because:
- It undermines the authority of the CCB and the change control process.
- It doesn't address the core issue of acquiring the necessary resources and expertise.
- It may be seen as an attempt to avoid implementing an approved change.

The correct approach is to accept the CCB's decision and take proactive steps to acquire the resources needed to implement the change successfully.

Correct Answer: The alignment of the change with the project objectives and benefits.

The Change Control Board should consider the alignment of the proposed change with the project objectives and benefits before making a decision. The impact analysis presented by the project manager indicates that the change will require additional resources, time, and budget. It is crucial to evaluate whether the added features align with the project's goals and provide sufficient value to justify the increased investment. The other options are incorrect because they suggest reviewing the change in isolation, prioritizing based on stakeholder influence, or approving without evaluating the impact on project constraints. These approaches fail to consider the overall project objectives and the potential consequences of the change on the project's success.