Lecture Question 1- You are a PM, and your project is moving along, relatively on target (scope, schedule, budget), and WHAM!!!!! - you get a call from MAJOR sponsor/stakeholder (who by the way is also in a senior leadership position) who wants to make a major change that significantly affects at least one of the big three- scope, schedule, budget. We have talked during PC Enablers about ways to control change and implement project processes.

GIVEN THAT THESE ENABLERS ARE IN PLACE, it would appear that a change request (like the one I describe above) should be routine to handle because PC enablers and processes in place should make dealing with the change request routine.

Do you agree with this statement?

Are there any other ways that a PM could handle this situation, besides leveraging the processes and enablers already in place? Note that I am not talking about technical solutions here. Would you want to or even NEED to handle this in those "other ways"? What situations (maybe driven by stakeholders) might cause a PM to be forced to ignore processes already set up to handle change?