PMP People — Leading Projects Practice Question
During a project retrospective, the team identifies that unclear roles and responsibilities have caused confusion and rework. Which TWO documents or tools would BEST help address this issue? (Choose two)
⚠ Common exam trap
Test-takers frequently confuse the Work Breakdown Structure (WBS) with a tool that defines responsibilities, when in fact it only defines deliverables, not who performs them.
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
✓
Team charter
The team charter (A) is correct because it formally documents the team's purpose, roles, responsibilities, and operating agreements, directly resolving the ambiguity about who does what. The responsibility assignment matrix (RACI) (D) is correct because it maps each task or deliverable to specific people as Responsible, Accountable, Consulted, or Informed, eliminating confusion and rework over ownership. The work breakdown structure (B) only decomposes scope into deliverables and work packages; it does not assign roles or clarify accountability. The risk register (C) tracks identified risks, their analysis, and responses, not role clarity. The project schedule (E) sequences activities and dates but does not define who is responsible for each task.
Answer analysis
Option-by-option breakdown
For each option: why learners choose it and why it is or isn't the right answer here.
- ✓
Team charter
Why this is correct
The team charter is a foundational document created early in the project lifecycle that establishes the team's operating norms, values, communication guidelines, and individual roles and responsibilities. By explicitly defining who does what, how decisions are made, and how conflicts are resolved, it proactively addresses and prevents ambiguities regarding team member accountabilities and interactions, making it a primary tool for resolving unclear roles identified during a retrospective.
- ✗
Work breakdown structure (WBS)
Why it's wrong here
The Work Breakdown Structure (WBS) is a deliverable-oriented hierarchical decomposition of the total scope of work to be carried out by the project team. Its primary purpose is to organize and define the project's total scope, breaking down project deliverables into smaller, more manageable components. While it clarifies *what* work needs to be done, it explicitly does not assign *who* performs the work or define individual roles and responsibilities, thus it cannot resolve role ambiguity.
- ✗
Risk register
Why it's wrong here
The risk register is a project document used to record, track, and manage identified risks throughout the project lifecycle. It typically includes details such as risk descriptions, probability, impact, risk owners, and planned responses. Its function is solely focused on risk management, not on defining the organizational structure or the specific roles and responsibilities of project team members, making it irrelevant for clarifying team roles.
- ✓
Responsibility assignment matrix (RACI)
Why this is correct
A Responsibility Assignment Matrix (RAM), such as a RACI chart, is a specific tool that maps project roles to project activities or work packages, clearly defining who is Responsible, Accountable, Consulted, and Informed for each task. This matrix provides a detailed, activity-level breakdown of participation and decision-making authority, making it exceptionally effective for pinpointing and resolving specific instances of unclear roles and responsibilities within the project team.
- ✗
Project schedule
Why it's wrong here
The project schedule is a model that presents linked activities, durations, and dependencies, illustrating the sequence and timing of work to be performed. Its main objective is to show *when* tasks are to be completed and the critical path for project completion. While it organizes the project timeline, it does not inherently define *who* performs each task or their specific responsibilities within the team structure, making it ineffective for resolving role ambiguity.
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