The number of emerging risks increases in a component project and the program manager falls behind in reviewing and approving the plans. This impacts the component project manager's ability to…

Question

Options

• AAllow the component project manager to delegate risk management responsibilities.
• BAssign the resolution of project-level risks to the component project manager.
• CInclude risk escalation policies and procedures in the risk response plan.
• DIncrease flexibility with risks that require a risk response.

• A
  72% (33)
• B
  9% (4)
• C
  17% (8)
• D
  2% (1)

Explanation

The bottleneck here is that the program manager's review and approval is creating delays in risk response at the component level. Allowing the component project manager to delegate risk management responsibilities (A) removes this single point of failure, empowering the component PM to address project-level risks without waiting for program manager approval. This is a structural fix to the approval bottleneck. Including escalation policies (C) addresses how risks move up the hierarchy but does not solve the review bottleneck. Assigning risk resolution directly to the component PM (B) is already implied in standard practice. Increasing flexibility (D) is vague and does not address the process gap.

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