PMP People — Leading Projects Practice Question
During a project, a key team member consistently misses deadlines, causing delays. The project manager has had informal conversations with the team member, but the situation has not improved. What should the project manager do next?
⚠ Common exam trap
PMI often tests the misconception that escalating or reassigning tasks is the fastest solution, but the PMP exam emphasizes that the project manager should first attempt to resolve issues directly with the team member through coaching and a performance improvement plan before involving management or making unilateral changes.
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
✓
Schedule a private meeting to discuss the performance gap, identify underlying issues, and create an improvement plan
The project manager should first address performance issues through direct, private communication to understand root causes and collaboratively develop an improvement plan. This aligns with the PMI People domain, emphasizing servant leadership and coaching to resolve team member performance gaps before escalating or reassigning tasks. The informal conversations have not worked, so a structured approach with clear expectations and support is the next logical step.
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 meeting to discuss the performance gap, identify underlying issues, and create an improvement plan
Why this is correct
This approach exemplifies effective project team management by directly addressing performance issues through constructive dialogue. A private meeting allows the project manager to understand the underlying causes of missed deadlines, such as skill gaps, resource constraints, or personal challenges, rather than making assumptions. Collaboratively developing an improvement plan fosters accountability and commitment, aligning with the PMP emphasis on leadership and team development.
- ✗
Ignore the issue and adjust the schedule to accommodate the delays
Why it's wrong here
Ignoring a team member's consistent underperformance and merely adjusting the schedule is a reactive and unsustainable strategy. This action fails to address the root cause of the delays, potentially leading to recurring issues, increased project costs, and a negative impact on overall project success. Furthermore, it can erode team morale and accountability, as other team members may perceive a lack of fairness or effective leadership.
- ✗
Escalate the issue to the functional manager and request a replacement
Why it's wrong here
Escalating the issue to a functional manager and requesting a replacement prematurely bypasses the project manager's primary responsibility for direct team performance management. This action can undermine the project manager's authority and trust within the team, signaling an inability to resolve internal conflicts or coach team members effectively. PMP best practices advocate for attempting direct resolution and performance improvement before resorting to such a significant organizational intervention.
- ✗
Reassign the task to another team member without discussion
Why it's wrong here
Reassigning a task to another team member without prior discussion or performance coaching is detrimental to both the individual and team dynamics. This approach avoids addressing the core performance problem, preventing the team member from learning and improving, and can foster resentment or demotivation. It also fails to leverage the project manager's role in developing team capabilities and resolving interpersonal or performance-related challenges constructively.
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