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PK0-005 Practice Question: During project execution, a critical team member…
During project execution, a critical team member is assigned to another project and is no longer available full-time. The project manager updates the issue log and tries to negotiate with the functional manager for an alternative. However, the issue cannot be resolved at this level. What is the next step according to issue management best practices?
⚠ Common exam trap
Candidates often confuse issue escalation with risk documentation or sponsor assignment; candidates may think the sponsor is always the escalation point, but the defined path must be followed.
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
✓
Escalate the issue following the escalation path.
According to issue management best practices (PMBOK), when an issue cannot be resolved at the project manager's level, it must be escalated through the defined escalation path to the appropriate authority (e.g., sponsor, steering committee, or functional manager's manager). Escalation ensures the issue receives the attention and authority needed to resolve it, rather than being abandoned or misclassified.
Answer analysis
Option-by-option breakdown
For each option: why learners choose it and why it is or isn't the right answer here.
- ✗
Close the issue as unresolved.
Why it's wrong here
Closing the issue as unresolved abandons it without escalation, leaving the resourcing conflict unaddressed and the schedule exposed. Escalation to the sponsor or steering committee is the prescribed next step once resolution fails at functional-manager level. Closure is only valid after a resolution path has been exhausted through proper authority.
- ✓
Escalate the issue following the escalation path.
Why this is correct
When negotiation with the functional manager fails to restore the resource, the issue exceeds the project manager's authority. Escalating along the defined escalation path engages the sponsor or steering committee, who can arbitrate competing project priorities and authorise a resourcing decision.
- ✗
Assign the issue to the project sponsor.
Why it's wrong here
Assigning the issue to the project sponsor skips the escalation route defined in the issue-management process, which typically requires the project manager to escalate to the sponsor or steering committee rather than delegate ownership. Sponsors arbitrate cross-functional resource conflicts; they do not own issue resolution directly.
- ✗
Document the issue as a risk.
Why it's wrong here
Converting the issue to a risk log entry reclassifies a current, realised problem as a possible future event, which misstates its status and delays escalation. Risk documentation suits uncertain future threats, not an active resource loss already impacting delivery. The issue remains open and must be escalated upward.
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Written and reviewed by Johnson Ajibi, MSc IT Security
Senior Network & Security Engineer · founder of Courseiva
Last reviewed September 2026 · checked against the official CompTIA exam blueprint
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