The Organizational Project Management Maturity Model (OPM3) assesses an organization's capabilities. A weakness in managing strategic change indicates a disconnect between the organization's evolving strategy and its portfolio of projects and programs. The strategic plan is the primary document that articulates the strategy. Therefore, a need for greater attention to managing strategic change implies that the process of updating the strategic plan and aligning the portfolio to it is deficient. The portfolio must be continuously aligned with the current strategic plan to deliver value.

A. The project charter is a project-level document. While it should align with strategy, reviewing it is a tactical response, not the core meaning of managing strategic change at the portfolio level.
C. Effective budget allocation is an outcome of successful strategic alignment, not the definition of managing strategic change itself.
D. Determining resource needs is a part of portfolio resource management, which is influenced by strategic decisions but is not the primary meaning of managing strategic change.

1. Project Management Institute. (2017). The Standard for Portfolio Management (4th ed.). Section 3.3, The Link Between Portfolio Management and Organizational Strategy, p. 26. "Portfolio management is the bridge between strategy and execution."

2. Project Management Institute. (2013). Organizational Project Management Maturity Model (OPM3) (3rd ed.). Section 3.4.2, Portfolio Management Process Group Best Practices. This section links strategic management to portfolio management best practices.

3. Aubry, M., & Hobbs, B. (2011). A fresh look at the contribution of project management to organizational performance. Project Management Journal, 42(1), 3-16. https://doi.org/10.1002/pmj.20213. This paper discusses the role of PMOs in translating strategy into results, highlighting the importance of the strategic plan.