PGMP · Question #451
A component project manager escalates an issue regarding a key stakeholder to the program manager. The key stakeholder does not respond to emails or phone calls, and the project manager believes…
The correct answer is D. Attempt to call the key stakeholder; if unsuccessful, visit their office to identify potential risks. When emails fail, the program manager should escalate communication channel intensity before escalating organizationally. The appropriate next step is to attempt a phone call, and if that fails, visit the stakeholder in person. This demonstrates due diligence in direct…
Question
A component project manager escalates an issue regarding a key stakeholder to the program manager. The key stakeholder does not respond to emails or phone calls, and the project manager believes this key stakeholder is exhibiting a negative attitude toward the work. The key stakeholder has a significant influence over the component project, which could impact other components if delays occur. The program manager's attempts to reach the stakeholder via email also fail. What should the program manager do next?
Options
- AEscalate the issue to the stakeholder's supervisor
- BEscalate the issue to the program governance board, as delays will impact the program
- CUpdate the program risk register to reflect a realized risk and execute the documented risk
- DAttempt to call the key stakeholder; if unsuccessful, visit their office to identify potential risks
How the community answered
(57 responses)- A19% (11)
- B4% (2)
- C9% (5)
- D68% (39)
Explanation
When emails fail, the program manager should escalate communication channel intensity before escalating organizationally. The appropriate next step is to attempt a phone call, and if that fails, visit the stakeholder in person. This demonstrates due diligence in direct engagement and may surface the actual reason for unresponsiveness (technical concerns, misunderstanding, personal issues) - enabling resolution at the lowest appropriate level. Escalating to the supervisor (A) or governance board (B) before exhausting direct contact is premature and could damage the stakeholder relationship. Option C (updating the risk register) may eventually be appropriate but should follow an attempt to resolve the engagement issue directly first.
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