PMP Process — Managing Technical Aspects Practice Question
During project execution, a key supplier notifies you that they will be unable to deliver a critical component on time. This component is on the critical path. The risk was identified, and the response strategy was to accept the risk. Which THREE actions should you take? (Select exactly three.)
⚠ Common exam trap
PMP often tests the confusion between risk and issue management, and the tendency to escalate immediately rather than first taking ownership and evaluating options within the PM's authority.
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
✓
Document the issue in the issue log and update the risk register
Option A is correct because once an accepted risk materializes, it becomes an issue that must be recorded in the issue log, and the risk register should be updated to reflect that the risk has occurred and to capture any residual or secondary risks. Option B is correct because a delay to a critical-path component threatens the project schedule baseline, so stakeholders and the sponsor must be informed promptly per the communications management plan. Option E is correct because the project manager should proactively evaluate alternatives such as substitute suppliers, expediting, or schedule compression workarounds to reduce the impact on the critical path. Option C is not appropriate here because escalation is reserved for issues beyond the project manager's authority, and the scenario does not indicate that the PM lacks the authority to act. Option D is wrong because passively waiting for the supplier's new date violates proactive project management and allows schedule impact to grow unchecked.
Answer analysis
Option-by-option breakdown
For each option: why learners choose it and why it is or isn't the right answer here.
- ✓
Document the issue in the issue log and update the risk register
Why this is correct
Upon notification of a potential delay, the project manager must formally record this event. Documenting it in the issue log ensures it is tracked, assigned an owner, and managed to resolution. Simultaneously, updating the risk register is critical to reflect that a previously identified risk (supplier delay) has materialized, or to identify new secondary risks, and to reassess the overall project risk exposure. This systematic approach supports effective project control and communication.
- ✓
Communicate the potential delay to key stakeholders and the project sponsor
Why this is correct
Proactive and timely communication is a cornerstone of effective project management. Informing key stakeholders and the project sponsor about a potential delay ensures transparency, manages expectations, and allows them to understand the potential impact on project objectives and benefits. This enables them to provide input, support decision-making, and prepare for any necessary adjustments, aligning with the "Plan Communications Management" process.
- ✗
Escalate the issue to the project sponsor for a decision
Why it's wrong here
Immediately escalating the issue to the project sponsor for a decision is premature and bypasses the project manager's primary responsibility to analyze and attempt to resolve issues within their delegated authority. The project manager should first assess the impact, explore potential solutions, and develop recommendations before involving the sponsor. Escalation is reserved for issues that exceed the project manager's decision-making power or require higher-level intervention.
- ✗
Wait for the supplier to provide a new delivery date before taking action
Why it's wrong here
Passively waiting for the supplier to provide a new delivery date before initiating any action is contrary to proactive project management principles. This approach wastes valuable time, potentially increasing the negative impact on the project schedule and budget. A project manager should immediately investigate the cause, assess the impact, and begin exploring alternative solutions or mitigation strategies to minimize disruption, rather than deferring action.
- ✓
Evaluate alternative suppliers or workarounds to minimize the schedule impact
Why this is correct
Actively evaluating alternative suppliers or developing workarounds demonstrates proactive issue management and a commitment to minimizing project disruption. This involves exploring contingency plans, assessing new procurement options, or devising temporary solutions to maintain progress and mitigate the schedule impact. Such actions are crucial for maintaining project momentum and achieving objectives, aligning with the project manager's role in problem-solving and risk response.
Go deeper
Related to this question
Learn chapter
Risk Management and Issue Resolution
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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Written and reviewed by Johnson Ajibi, MSc IT Security
Senior Network & Security Engineer · founder of Courseiva
Last reviewed September 2026 · checked against the official PMI exam blueprint
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