PMP People — Leading Projects Practice Question
A new project manager is assigned to an ongoing project. The team seems demotivated because the previous PM did not recognize their contributions. What can the new PM do to motivate the team?
⚠ Common exam trap
Many candidates choose a quick social fix (Option B) or a transactional reward (Option D) because they seem practical, but the PMP exam tests the deeper understanding that sustainable motivation comes from intrinsic factors like recognition and involvement, not from superficial gestures or monetary incentives.
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
✓
Publicly appreciate individual contributions and involve the team in key decisions
Recognizing individual contributions and involving the team in key decisions directly addresses the root cause of demotivation—lack of appreciation and empowerment. According to the PMBOK Guide's 'Manage Team' process, recognition and involvement in decision-making are key motivators under the 'People' domain, as they foster trust, ownership, and psychological safety. This approach aligns with Herzberg's Motivation-Hygiene theory, where recognition and responsibility are true motivators, unlike hygiene factors such as team lunches or monetary bonuses.
Answer analysis
Option-by-option breakdown
For each option: why learners choose it and why it is or isn't the right answer here.
- ✓
Publicly appreciate individual contributions and involve the team in key decisions
Why this is correct
Publicly appreciating individual contributions directly addresses the fundamental human need for recognition, fostering a sense of value and boosting morale within the team. Involving the team in key decisions empowers them, leveraging their collective expertise and increasing their sense of ownership and commitment to the project's outcomes. This approach aligns with servant leadership principles, promoting psychological safety and sustained intrinsic motivation, which are crucial for an ongoing project's success under new leadership.
- ✗
Organize a team lunch to get to know everyone
Why it's wrong here
Organizing a team lunch is a valuable initial step for informal team building and fostering personal connections, which can contribute to a more cohesive team environment. However, this social activity primarily serves to introduce the new project manager and build rapport, rather than directly addressing deeper issues such as a lack of recognition, disempowerment, or underlying team performance challenges. It is a superficial solution that does not provide the substantive changes needed to re-engage a potentially demotivated team.
- ✗
Focus on project tasks and avoid discussing past issues
Why it's wrong here
While maintaining focus on current project tasks is essential for progress, deliberately avoiding discussions about past issues can be detrimental to team morale and trust. Ignoring unaddressed grievances or historical challenges prevents the new project manager from understanding root causes of potential disengagement or performance gaps. This approach can hinder the establishment of psychological safety and open communication, making it difficult to build genuine trust and implement effective, long-term solutions for team improvement.
- ✗
Offer monetary bonuses for meeting milestones
Why it's wrong here
Offering monetary bonuses for meeting milestones provides an extrinsic motivator that can drive short-term performance and achieve specific targets. However, relying solely on financial incentives often fails to address deeper issues of team engagement, lack of recognition, or a desire for autonomy and professional growth. Intrinsic motivators, such as a sense of purpose, mastery, and genuine appreciation, typically lead to more sustainable motivation and higher job satisfaction than transactional monetary rewards, especially in the long run for an ongoing project.
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