PMP Practice Question: Business Environment: strategy and project benefits
A key vendor notifies you that they cannot deliver a critical component on time due to a supplier issue. The component is on the critical path. What should the project manager do first?
⚠ Common exam trap
PMP often tests the 'first thing to do' pattern — the trap is picking a dramatic action (escalate, replace vendor) instead of the process-driven first step of consulting the risk register and implementing the planned response.
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
✓
Review the risk register for the identified risk and implement the planned response
PMBOK's 'Implement Risk Responses' process says that when a risk that was previously identified actually occurs, the project manager should consult the risk register and execute the pre-planned response. Since the vendor delay is on the critical path and was apparently a known risk, the first action is to review the register and activate the contingency plan. This is faster and more disciplined than improvising a new solution.
Answer analysis
Option-by-option breakdown
For each option: why learners choose it and why it is or isn't the right answer here.
- ✗
Find an alternative vendor and place an order
Why it's wrong here
This action is premature and potentially reactive. Before committing to a new vendor, the project manager must first assess the full impact of the current vendor's failure on project objectives, including schedule, cost, and quality. A hasty decision to switch vendors without proper analysis could introduce new risks, such as higher costs, longer lead times, or compatibility issues, without confirming it's the most effective response.
- ✓
Review the risk register for the identified risk and implement the planned response
Why this is correct
This is the most appropriate initial action. A critical vendor's inability to deliver is a significant project risk that should have been identified and documented in the risk register during planning. The risk register contains pre-defined risk responses, such as contingency plans or fallback options, which the project manager should now activate to mitigate the impact, ensuring a structured and proactive approach to managing the issue.
- ✗
Ask the team to work overtime to make up for the delay
Why it's wrong here
While increasing effort might seem like a quick fix, asking the team to work overtime is a reactive measure that does not address the fundamental issue of the critical vendor's failure to deliver. Overtime can lead to burnout, decreased quality, and increased costs, and it may not even be sufficient to compensate for a significant delay caused by a critical component or service, making it an unsustainable and often ineffective primary solution.
- ✗
Immediately inform the sponsor and steering committee
Why it's wrong here
While stakeholder communication is crucial, immediately informing the sponsor and steering committee without first understanding the full scope of the problem and potential solutions is premature. The project manager should first analyze the impact of the vendor issue, consult the risk register for planned responses, and formulate a clear update that includes potential impacts and proposed mitigation strategies before escalating, ensuring informed and actionable communication.
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JA
Written and reviewed by Johnson Ajibi, MSc IT Security
Senior Network & Security Engineer · founder of Courseiva
Last reviewed September 2026 · checked against the official PMI exam blueprint
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