PK0-005 Project Management Concepts Practice Question
A project manager is planning a project in a weak matrix organization. The project manager has limited authority over team members who report to functional managers. Which TWO actions should the project manager take to improve the ability to influence project outcomes? (Choose two.)
⚠ Common exam trap
The trap here is assuming that escalation or structural change is the fastest way to gain authority, when in a weak matrix the project manager must rely on negotiation and interpersonal influence.
Answer choices
Why each option matters
Answer the question above first, then reveal the full breakdown to understand why each option is right or wrong.
Correct answer & explanation
✓
Build strong relationships with functional managers and team members to gain trust and cooperation.
In a weak matrix, the project manager has limited formal authority, so influence must come from negotiation and relationship building. Negotiating and documenting resource commitments with functional managers clarifies availability, while building trust encourages cooperation. These two actions directly improve the project manager's ability to influence outcomes without relying on positional power.
Answer analysis
Option-by-option breakdown
For each option: why learners choose it and why it is or isn't the right answer here.
- ✓
Build strong relationships with functional managers and team members to gain trust and cooperation.
Why this is correct
Relationship building is essential in a weak matrix where the project manager lacks direct authority. Trust and cooperation increase the likelihood that functional managers will prioritize project work and that team members will follow project direction. This leverages interpersonal skills and informal influence rather than formal power.
- ✗
Assign all project tasks to the project manager to avoid dependence on functional teams.
Why it's wrong here
Taking on all tasks is not scalable and ignores the specialized skills of functional teams. It also undermines the purpose of a matrix organization and can lead to burnout and quality issues. The project manager should coordinate and influence resources, not replace them, especially on complex projects.
- ✗
Escalate every resource conflict to the project sponsor immediately.
Why it's wrong here
Escalating every conflict to the sponsor is an overreliance on positional authority and can damage relationships with functional managers. The project manager should first attempt to resolve conflicts through negotiation and communication. Frequent escalation also signals an inability to manage the matrix, which can weaken the project manager's credibility.
- ✓
Negotiate resource commitments with functional managers and document them in the project management plan.
Why this is correct
In a weak matrix, the project manager must negotiate with functional managers to secure and schedule team members. Documenting commitments in the project management plan creates a shared reference and reduces ambiguity about availability. This action directly addresses the limited authority by using negotiation and formal documentation to influence resource allocation.
- ✗
Request that the organization change to a strong matrix structure before starting the project.
Why it's wrong here
Changing the organizational structure is a strategic decision far beyond the project manager's authority and is rarely feasible for a single project. It also delays the project and may not be approved. The project manager should adapt to the existing structure using influence and negotiation rather than demanding a structural change.
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Last reviewed September 2026 · checked against the official CompTIA exam blueprint
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