According to the PMBOK Guide and the Agile Practice Guide, when a new stakeholder is identified- especially one who is " actively involved " in upcoming work-the immediate priority is to understand their specific needs, expectations, and influence.
Interpersonal Skills and Stakeholder Engagement: Before a stakeholder can be effectively added to a plan or invited to a meeting, the project manager must perform Stakeholder Analysis. A one-on-one interview is a highly effective tool for gathering the detailed information required to assess their power, interest, and impact on the project. This allows the project manager to build a relationship and determine the most appropriate engagement strategy.
Agile Context: In an Agile/adaptive environment (indicated by the mention of a " Product Owner " and " Product Team " ), understanding the stakeholder ' s perspective on the Definition of Done (DoD) and their specific value drivers is essential before they join collaborative team events.
Analysis of other options based on PMI Standards:
Option A: While the stakeholder will eventually be added to the Communications Management Plan, this is a document update. The question asks how to engage the stakeholder. You cannot effectively plan their communications until you have interviewed them to understand their preferences.
Option C: Inviting a new stakeholder to a Sprint Planning meeting without a prior one-on-one could be disruptive. Sprint Planning is a technical meeting for the team to determine how they will do the work. The stakeholder should be properly onboarded first.
Option D: A questionnaire is a data-gathering tool used for large groups of stakeholders where individual interviews are not feasible. For a single, " actively involved " stakeholder, a questionnaire is too impersonal and less effective than a direct conversation for building trust.
Per PMI standards, the project manager should prioritize high-touch engagement (interviews) over administrative tasks (plan updates) when dealing with key stakeholders to ensure their expectations are aligned with the project ' s strategic objectives from the start.

According to the PMBOKGuide, specifically within the Project Stakeholder Management and Planning Process Group, the arrival of a new project sponsor represents a significant change in the project ' s stakeholder landscape.
* Why Choice B is correct: The Project Sponsor is a key stakeholder who provides resources, support, and is responsible for the project ' s success. When a sponsor switch occurs during the planning phase, the Project Manager must immediately update the Stakeholder Register and then Plan Stakeholder Engagement. This process involves developing approaches to involve the new sponsor based on their specific needs, interests, and potential impact on project success. Since the project is ready for plan review and approval, the Project Manager must ensure the new sponsor ' s expectations are aligned with the existing plans before proceeding.
* Analysis of other options:
* A (Plan Communications Management): While communication is vital, it is a subset of engagement. You must first understand the new sponsor ' s engagement needs (Choice B) to determine what, when, and how to communicate.
* C (Perform Integrated Change Control): This process is used to review all change requests and approve changes to deliverables or project documents. While the sponsor has changed, " Perform Integrated Change Control " is usually triggered by a formal request to change a baseline. The immediate human/relational requirement is to plan for the new stakeholder ' s engagement.
* D (Perform Qualitative Risk Analysis): A new sponsor is a risk/opportunity, but the primary action in the planning phase when a key stakeholder enters is to address their engagement strategy to ensure the project plan gains their approval.
The Project Manager should treat the new sponsor as a critical addition to the project and use the Stakeholder Engagement Assessment Matrix to bridge any gaps between the new sponsor's current level of engagement and the level required for successful plan approval.

According to the PMBOK Guide, Project Schedule Management includes the processes required to manage the timely completion of the project. Its primary purpose is to provide a detailed plan that represents how and when the project will deliver the products, services, and results defined in the project scope.
* Linking Scope to Time: The schedule serves as a communication tool that links the work to be done (Scope) with the timeline for completion. It provides a baseline against which the project manager can track progress.
* The Schedule Model: The schedule is more than just a list of dates; it is a dynamic model that incorporates activities, durations, dependencies, and resource constraints.
* Stakeholder Alignment: It provides a vehicle for communicating with stakeholders and managing their expectations regarding the delivery of project milestones and final results.
Analysis of other options:
* A. Estimates specific time and the deadline: While the schedule does include dates and deadlines, this definition is too narrow. Schedule management is a continuous process of planning, developing, and controlling the timeline, not just a one-time estimate of a deadline.
* B. Determines in details the resources and time: This description overlaps significantly with Project Resource Management. While resource requirements are an input to the schedule, determining the details of the resources themselves is not the primary purpose of schedule management.
* D. Relationships among activities and their risks: While sequencing activities (relationships) is a process within schedule management and risks are considered, this statement ignores the " when " (the time element) and the " what " (the deliverables/results), making it an incomplete definition of the knowledge area ' s purpose.
Per PMI standards, Project Schedule Management is the formal mechanism for ensuring that the project scope is transformed into a logical, time-bound execution plan.

According to the PMBOKGuide, the Change Control Board (CCB) is a formally chartered group responsible for reviewing, evaluating, approving, deferring, or rejecting changes to the project, and for recording and communicating such decisions.
Primary Function: The CCB acts as the " gatekeeper " for the project baselines (Scope, Schedule, and Cost).
Their role is to ensure that no change is made to a baseline without a thorough assessment of its necessity and impact.
* Authority: The powers and responsibilities of the CCB are defined within the Change Management Plan and the Configuration Management Plan. On many projects, the CCB includes the project sponsor, customer, and functional managers, though the Project Manager often facilitates the meetings.
* The Process: When a change request is submitted, it is the CCB ' s duty to review the analysis provided by the project team and make a final decision. This decision is then documented in the Change Log.
Analysis of other options:
A). Responsible for presenting the change: This is typically the responsibility of the Project Manager or the Change Requestor. The CCB receives the presentation; they do not perform the act of presenting to themselves.
* B. Analyze the change impact: While the CCB reviews the impact, the actual technical analysis (calculating exactly how many days or dollars a change will cost) is performed by the Project Manager and the Project Team before the CCB meeting occurs.
* C. Managing systems: The " management " of the physical software or procedural systems for change and configuration is an administrative task, usually handled by the project management office (PMO) or the project manager, rather than the board members who focus on decision-making.
Per PMI standards, the Change Control Board is essential for maintaining Integrated Change Control, ensuring that all changes are aligned with the project ' s strategic goals and stakeholder expectations.

According to the PMBOKGuide, specifically within the Estimate Activity Resources and Plan Resource Management processes, the Resource Breakdown Structure (RBS) is a hierarchical representation of resources by category and type.
Structure and Purpose: The RBS is a type of project structure that organizes the resources needed for the project in a vertical, tree-like format. Each descending level represents an increasingly detailed description of the resource until it is small enough to be used in conjunction with the Work Breakdown Structure (WBS) to plan and monitor the work.
* Categorization: Resources are typically categorized by Type (e.g., labor, material, equipment, and supplies) and then further broken down by Category or specialty (e.g., Senior Engineer, Grade A Concrete, or Excavator).
* Utility: The RBS is helpful in tracking project costs and can be aligned with the organization ' s accounting system. It also assists the project manager in identifying the total number of resources required and managing resource assignments more effectively.
Analysis of other choices:
Choice A (Organizational breakdown structure - OBS): While also hierarchical, the OBS is organized according to an organization ' s existing departments, units, or teams, with the project activities or work packages listed under each department. It shows which department is responsible for which work.
* Choice C (Work breakdown structure - WBS): This is a hierarchical decomposition of the total scope of work to be carried out by the project team. It focuses on deliverables rather than the resources needed to create them.
* Choice D (Project breakdown structure - PBS): This is a term sometimes used interchangeably with the WBS in certain industries (like aerospace or defense) to define the physical components of a product, but it is not the standard PMI term for a resource hierarchy.