A town hall remodel project office must keep live control documents for current problems, uncertain events that could affect objectives, and formal modifications to baselines. Which set of predictive artifacts matches that need?

A town hall remodel project office that must keep live control documents for current problems, uncertain events that could affect objectives, and formal modifications to baselines needs the classic predictive trio: an issue log, a risk register, and a change log. Issues capture problems that are already happening and need resolution; risks capture uncertain events that may affect objectives if they occur; the change log records authorized baseline modifications. Together they form the living control set used during execution of civic remodel work.

Keeping only a sprint backlog and a burn-up chart fails conceptually because those are adaptive planning and progress artifacts and do not replace issue, risk, and change control for a predictive remodel office. Keeping only as-built drawings and warranty cards fails because those are primarily handover or closeout deliverables, not the live trio for managing problems, uncertainty, and approved changes during execution. Keeping only a press release and a ribbon-cutting script fails because communications products do not govern issues, risks, or baseline changes.

Exam caveat: CAPM expects clear separation among issue, risk, and change concepts, and recognition that adaptive charts or closeout packages are not substitutes for predictive control logs. Operational check: for the town hall remodel, verify that open issues, active risks with owners and responses, and approved changes are current in their respective logs before the next steering update.