PMP Process — Managing Technical Aspects Practice Question
A project team is transitioning from a predictive to an agile approach. One team member is resistant to change and insists on detailed upfront planning. What is the best way for the project manager to address this resistance?
⚠ Common exam trap
Test-takers frequently choose training (Option D) as the default solution for any agile adoption issue, but the PMP exam emphasizes that resistance to change is best addressed through involvement and buy-in, not just education or mandates.
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
✓
Involve the team member in the agile transition planning to gain buy-in.
Involving the resistant team member in the agile transition planning directly addresses the root cause of resistance—lack of ownership and understanding. By participating in planning, the team member can see how agile practices (e.g., iterative delivery, adaptive planning) still incorporate upfront analysis but in a more flexible, value-driven way. This collaborative approach leverages the team member's experience while aligning with agile principles, reducing friction without forcing change.
Answer analysis
Option-by-option breakdown
For each option: why learners choose it and why it is or isn't the right answer here.
- ✗
Inform the team member that the change is mandatory and must be followed.
Why it's wrong here
A purely directive approach, while asserting authority, is highly ineffective for managing significant organizational change, especially when dealing with individual resistance. This method often triggers psychological reactance, increasing resentment and passive resistance rather than fostering genuine adoption or commitment to the new agile practices. It fails to address the underlying concerns or provide a sense of agency, ultimately hindering successful transition and team morale.
- ✓
Involve the team member in the agile transition planning to gain buy-in.
Why this is correct
Actively involving the team member in the planning and decision-making processes for the agile transition is a cornerstone of effective change management. This participative approach fosters a sense of ownership and psychological commitment, transforming potential resistance into proactive engagement. When individuals contribute to shaping the change, they are far more likely to champion its success and adapt to new methodologies, aligning with principles of shared responsibility and empowerment.
- ✗
Assign a mentor to guide the team member through the new processes.
Why it's wrong here
While mentorship is a valuable tool for skill development and process understanding, it primarily addresses knowledge and capability gaps rather than the root cause of resistance to change. A mentor can provide guidance on how to perform in an agile environment, but it does not inherently resolve a team member's fundamental apprehension or unwillingness to embrace the change itself. Resistance often stems from fear of the unknown, loss of control, or perceived threats to status, which mentorship alone cannot fully mitigate.
- ✗
Conduct a training session on agile principles and practices.
Why it's wrong here
Training sessions are crucial for imparting necessary knowledge and skills related to agile principles and practices, ensuring the team understands the 'what' and 'how' of the new methodology. However, training alone is often insufficient to overcome deep-seated resistance or foster genuine buy-in for a significant transition. It addresses cognitive understanding but typically falls short in engaging the emotional and motivational aspects required for full adoption, which necessitates active participation and a sense of influence over the change process.
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