PMP People — Leading Projects Practice Question
A project manager is leading a cross-functional team that includes members from marketing, engineering, and finance. The team is struggling with collaboration because each department has different priorities and jargon. What should the project manager do to improve team cohesion?
⚠ Common exam trap
It's easy for candidates to choose a structural tool like a RACI chart (Option A) because it seems logical for clarifying roles, but they fail to recognize that the question's root cause is about communication and shared goals, not role ambiguity.
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
✓
Conduct a team-building workshop focused on communication styles and shared goals
The core issue is cross-functional collaboration due to differing priorities and jargon, which is a communication and team dynamics problem. A team-building workshop focused on communication styles and shared goals directly addresses these root causes by fostering mutual understanding and aligning the team around common objectives, which is a key leadership practice in the PMBOK Guide's 'Manage Team' process. This approach builds trust and cohesion without resorting to punitive or siloed measures.
Answer analysis
Option-by-option breakdown
For each option: why learners choose it and why it is or isn't the right answer here.
- ✗
Clearly define each member's role and responsibilities in a RACI chart
Why it's wrong here
While defining roles and responsibilities through a RACI chart is crucial for clarity on task ownership and accountability, it primarily addresses *what* each team member is responsible for. A RACI chart does not inherently resolve underlying issues related to diverse communication styles, differing departmental priorities, or interpersonal dynamics that often hinder collaboration in cross-functional teams. These behavioral and cultural differences require more direct intervention than a structural role definition.
- ✓
Conduct a team-building workshop focused on communication styles and shared goals
Why this is correct
Conducting a team-building workshop specifically focused on communication styles and shared goals is a highly effective strategy for cross-functional teams. This approach directly addresses the root causes of collaboration issues by fostering mutual understanding of diverse communication preferences and aligning individual departmental objectives with overarching project goals. Such a workshop builds empathy, strengthens interpersonal relationships, and creates a unified team identity, leading to improved cooperation and conflict resolution.
- ✗
Request that the functional managers replace members who are not collaborating well
Why it's wrong here
Requesting the replacement of team members who are not collaborating well is a drastic and often counterproductive measure. This action fails to address the underlying systemic or behavioral issues contributing to poor collaboration, such as communication barriers or misaligned incentives. Furthermore, replacing members can lead to a loss of institutional knowledge, disrupt team dynamics, and damage morale among remaining members, potentially creating new problems rather than solving the original ones.
- ✗
Hold separate meetings with each department to address their concerns individually
Why it's wrong here
Holding separate meetings with each department to address their concerns individually is detrimental to fostering cross-functional collaboration. This approach reinforces existing departmental silos by preventing direct, open dialogue and shared problem-solving among all team members. It inhibits the development of a cohesive team identity and shared understanding, making it difficult to reconcile conflicting priorities or communication differences necessary for successful integrated project execution.
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