PMP Process — Managing Technical Aspects Practice Question
Your project is in the executing phase, and you receive a formal complaint from a team member that another team member is consistently late to daily standups and not completing tasks on time. This is causing friction in the team. You have discussed this with both individuals, but the behavior continues. What should you do NEXT?
⚠ Common exam trap
Candidates often choose option A (immediate removal) because it seems like a decisive action to restore harmony, but the PMP exam emphasizes following formal escalation and performance management processes rather than taking unilateral punitive actions.
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 escalate to the functional manager with a request for performance improvement.
The project manager has already attempted direct resolution with the team members, but the behavior persists. The next step is to formally document the issue in the issue log and escalate to the functional manager, who has authority over performance management. This aligns with the PMBOK Guide's process for managing team conflicts and performance issues during the executing phase, where the project manager does not have direct authority to impose disciplinary actions.
Answer analysis
Option-by-option breakdown
For each option: why learners choose it and why it is or isn't the right answer here.
- ✗
Immediately remove the late team member from the project to restore team harmony.
Why it's wrong here
Immediately removing a team member is an extreme measure that lacks due process and typically falls outside a project manager's direct authority, especially for performance issues. Such an action could severely damage team morale, create a hostile environment, and potentially lead to legal or HR repercussions. Performance issues require a structured approach involving documentation, communication, and collaboration with functional management, not unilateral termination.
- ✗
Schedule a team-building workshop to improve collaboration.
Why it's wrong here
Scheduling a team-building workshop is an inappropriate response for a persistent individual performance issue like chronic lateness, which has already been addressed directly. While team building can enhance general collaboration, it does not resolve specific behavioral problems requiring formal performance management and accountability. This approach avoids the necessary escalation and formal intervention required to correct the individual's conduct.
- ✓
Document the issue in the issue log and escalate to the functional manager with a request for performance improvement.
Why this is correct
This is the most appropriate action because it follows established project management and organizational protocols for addressing persistent performance issues. Documenting the issue in the issue log creates a formal record, while escalating to the functional manager acknowledges their direct authority over personnel performance and HR matters. The project manager's role is to identify and report such issues, enabling the functional manager to implement corrective actions or performance improvement plans effectively.
- ✗
Ask the team to resolve the conflict themselves during the next retrospective.
Why it's wrong here
Delegating the resolution of a persistent individual performance issue, especially chronic lateness, to the entire team during a retrospective is an abdication of the project manager's responsibility. Retrospectives are for process improvement and team-level learning, not for managing individual disciplinary or performance problems. This approach risks creating an uncomfortable and unproductive environment for the team, while failing to hold the individual accountable through proper channels.
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Written by Johnson Ajibi, MSc IT Security
Senior Network & Security Engineer · founder of Courseiva
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