PMP People — Leading Projects Practice Question

Answer analysis

Option-by-option breakdown

For each option: why learners choose it and why it is or isn't the right answer here.

• ✓

  Schedule a private one-on-one meeting to discuss performance and offer support.

  Why this is correct

  Scheduling a private one-on-one meeting is the most effective initial step for a project manager addressing a team member's performance inconsistency. This approach fosters a safe environment for open communication, allowing the team member to share potential challenges or underlying issues without fear of public embarrassment. It demonstrates supportive leadership, enabling the project manager to understand the root cause of the inconsistency and collaboratively develop a solution or offer necessary support and resources. This direct, empathetic engagement is crucial for maintaining trust and team morale within the project team.

• ✗

  Address the issue in the next team meeting to set expectations.

  Why it's wrong here

  Addressing a performance issue in a team meeting is counterproductive and can severely damage team dynamics and individual morale. Publicly confronting a team member can lead to defensiveness, resentment, and a loss of trust in the project manager's leadership. This approach violates principles of respectful communication and psychological safety, potentially causing other team members to fear similar treatment and become less open or engaged. It rarely resolves the underlying problem and often exacerbates team cohesion.

• ✗

  Reassign the team member to less critical tasks.

  Why it's wrong here

  Reassigning a team member to less critical tasks without addressing the core performance issue is an avoidance strategy that fails to resolve the problem. This action does not identify or rectify the root cause of the inconsistency, merely shifting the problem to a less visible area. It can demotivate the team member, signaling a lack of confidence and opportunity for growth, while also potentially increasing the workload or stress on other team members. A project manager's role is to develop team members, not simply reallocate their responsibilities to sidestep challenges.

• ✗

  Report the team member to HR for performance improvement plan.

  Why it's wrong here

  Reporting a team member directly to HR for a performance improvement plan is a premature and overly escalatory action for an initial performance observation. Formal HR intervention, such as a PIP, is typically reserved as a last resort after the project manager has attempted direct communication, coaching, and provided opportunities for improvement. Bypassing these crucial initial steps undermines the project manager's role in team development and can irreparably harm the working relationship and trust with the team member. It lacks the supportive, problem-solving approach expected of a PMP.

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