A project manager is managing an internal project that was poorly defined.

 According to the PMBOK® Guide, the project manager is responsible for performing integrated change control, which involves reviewing and approving change requests that may affect the project scope, schedule, cost, quality, or other aspects. Therefore, the project manager should review the benefits of the proposed changes in relation to the business case, which is the document that justifies the project initiation and continuation based on the expected value and alignment with the organizational strategy. The project manager should evaluate if the proposed changes are necessary, feasible, and beneficial for the project and the organization, and if they outweigh the potential costs and risks. Assessing the time overrun, and starting implementation to avoid additional delays may not be the best option, as it may result in scope creep, quality issues, or stakeholder dissatisfaction. The project manager should not implement the changes without reviewing and approving them first, and without communicating them to the relevant parties. Requesting a provisional budget increase to avoid any budget overruns may not be possible or timely. The project manager should not request more funds without analyzing the impact of the changes on the project budget, and without obtaining the approval or guidance from the management or the sponsor. Motivating the team to avoid the frustration of working on a prolonged project may be a good practice, but it is not the first thing the project manager should do. The project manager should first address the change requests and their implications for the project, and then manage the team’s expectations and morale accordingly. References: PMBOK® Guide, Sixth Edition, Chapter 4, Section 4.6 (Perform Integrated Change Control) and Chapter 5, Section 5.1.3.1 (Business Case)