PMP People — Leading Projects Practice Question
During a sprint, you observe that a team member is consistently underperforming, missing tasks, and producing low-quality work. They have been a reliable performer in the past. What should you do FIRST?
⚠ Common exam trap
Test-takers frequently confuse the need for immediate corrective action (like documentation or reassignment) with the servant leadership principle of first seeking to understand the root cause through empathetic communication, especially when the team member has a history of reliability.
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
✓
Have a private, empathetic conversation with the team member to understand any personal or professional challenges
The first step in addressing a sudden performance decline from a previously reliable team member is to have a private, empathetic conversation to uncover root causes. This aligns with the PMP's servant leadership approach, which prioritizes understanding personal or professional challenges before taking corrective action. Jumping to documentation or reassignment without this dialogue violates the principle of leading with empathy and could damage trust and team morale.
Answer analysis
Option-by-option breakdown
For each option: why learners choose it and why it is or isn't the right answer here.
- ✓
Have a private, empathetic conversation with the team member to understand any personal or professional challenges
Why this is correct
As a PMP, the project manager's role includes servant leadership and fostering a supportive team environment. Initiating a private, empathetic conversation is crucial for demonstrating emotional intelligence and understanding the underlying causes of consistent underperformance, which could range from personal issues to resource constraints or skill gaps. This approach prioritizes early intervention and collaborative problem-solving, aligning with agile principles of self-organizing teams and continuous improvement before escalating.
- ✗
Escalate the issue to the functional manager for disciplinary action
Why it's wrong here
Escalating directly to the functional manager for disciplinary action is premature and bypasses the project manager's responsibility to first address team issues directly. This approach can erode trust within the project team, create a punitive environment, and potentially exacerbate the problem by not understanding its root cause. A PMP should always attempt to resolve performance issues through direct communication and support before involving higher management or formal disciplinary processes.
- ✗
Formally document the underperformance and initiate a performance improvement plan
Why it's wrong here
Formally documenting underperformance and initiating a performance improvement plan (PIP) is a structured, often HR-driven process that is typically reserved for situations where informal interventions have failed or the issue is severe and clearly understood. Implementing such a formal plan without first engaging in a private, empathetic conversation to understand the root causes is premature and can be perceived as overly bureaucratic or punitive, potentially damaging team morale and trust without addressing the underlying problem.
- ✗
Reassign their tasks to other team members to maintain sprint velocity
Why it's wrong here
Reassigning tasks to other team members to maintain sprint velocity is a short-term tactical fix that fails to address the fundamental issue of the team member's consistent underperformance. This action can lead to an increased workload and potential burnout for other team members, mask the underlying problem, and prevent the individual from developing or resolving their challenges. A PMP's role involves developing team capabilities and resolving impediments, not merely shifting burdens without resolution.
Go deeper
Related to this question
Learn chapter
Leading Teams and Empowering Team Members
Key term
Project Management Plan
A formal, approved document that defines how a project is executed, monitored, controlled, and closed, serving as the single source of truth for the project team.
Key term
Training and Development
Training and Development is the process of enhancing team members' skills, knowledge, and competencies to improve project performance and achieve career growth.
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