According to the PMBOK® Guide, the scenario described is a textbook execution of the Perform Integrated Change Control process. This process is conducted from project inception through completion and is the ultimate responsibility of the project manager.

The Change Control Workflow: When a change request is received, it must follow a formal path:

Documenting: Recording the change in the Change Log.

Impact Assessment: Reviewing the request with the team to understand the impact on scope, schedule, cost, quality, and risk.

Presentation for Decision: Taking the fully analyzed request to the Change Control Board (CCB) or the designated authority for a final decision (Approved, Deferred, or Rejected).

Role of the CCB: The Change Control Board is a formally chartered group responsible for reviewing, evaluating, approving, delaying, or rejecting changes to the project. The project manager ' s goal in presenting the analyzed change is to obtain a formal, authoritative decision so the project can move forward with a revised baseline if necessary.

Why other options are incorrect:

Option A: Develop consensus among stakeholders: While communication is important, the formal process of reviewing and presenting a change request is about governance and authorization, not just reaching a general agreement or consensus.

Option B: Get the budget approved for change: While a change might require additional budget, the " presentation for decision " covers the entirety of the change (scope, time, and quality), not just the financial aspect. " Budget approval " is only one possible outcome of a CCB decision.

Option C: Make sure management is aware of the change: Simply making management " aware " is an informal communication activity. The process of documenting and reviewing with the team before presenting it indicates a formal request for approval, which is a higher level of action than mere awareness.