PMI-RMP · Question #385
A project manager is hired as a consultant by the executive sponsor to manage a major change program that has experienced two past failures. The current executive sponsor believes the project is in…
The correct answer is B. Discuss the project schedule with the executive sponsor and agree on a strategy for updating the. The executive sponsor currently holds an incorrect belief (that the project is on track) which has been reported upward to senior management. Before escalating to a steering committee (D), fast-tracking (A), or updating response plans (C), the PM must first align with the…
Question
A project manager is hired as a consultant by the executive sponsor to manage a major change program that has experienced two past failures. The current executive sponsor believes the project is in good shape based on feedback from the last project manager and reports this to senior executive management. The executive sponsor believes there were no major risks threatening the time, budget, or quality of the project. In the first week of risk analysis, the project manager concludes the project timeline is unrealistic and is three months behind schedule. The organization's risk appetite is low. What is the first step that should be taken?
Options
- AReview the project schedule and recommend fast tracking the schedule and/or crashing the
- BDiscuss the project schedule with the executive sponsor and agree on a strategy for updating the
- CUpdate existing risk response plans and include more resources to get the project back on track.
- DImmediately call a steering committee meeting, report the project status, and suggest project
How the community answered
(56 responses)- A5% (3)
- B68% (38)
- C16% (9)
- D11% (6)
Explanation
The executive sponsor currently holds an incorrect belief (that the project is on track) which has been reported upward to senior management. Before escalating to a steering committee (D), fast-tracking (A), or updating response plans (C), the PM must first align with the executive sponsor. The sponsor is the PM's primary point of contact and decision-maker; surprising senior executives with bad news before the sponsor is aware would damage trust and undermine the PM's position. Getting agreement on a communication strategy respects the chain of authority and allows the sponsor to prepare, which is especially important in a low-risk-appetite organization where surprises are poorly tolerated.
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