PMP · Question #1018
Due to a recent company merger, a project manager from company B has been assigned to a team that is comprised of team members from company A. At the start of the project, conflicts anise due to a…
The correct answer is A. Work with the team to analyze which processes are suitable to use and define them in the ground. A project manager leads a newly merged team with conflicts due to unclear processes and company affiliations.
Question
Due to a recent company merger, a project manager from company B has been assigned to a team that is comprised of team members from company A. At the start of the project, conflicts anise due to a lack of clarity on processes and the project manager's relationship with company B. What should the project manager do to resolve this conflict?
Options
- AWork with the team to analyze which processes are suitable to use and define them in the ground
- BReview the historical information and make the decision based on the return on investment (ROI).
- CAvoid the conflict as the customer feels comfortable with using processes from company A.
- DAsk the team to use company B's processes since they are more familiar with these processes.
How the community answered
(32 responses)- A84% (27)
- B9% (3)
- C3% (1)
- D3% (1)
Why each option
A project manager leads a newly merged team with conflicts due to unclear processes and company affiliations.
In a newly merged team experiencing conflict due to unclear processes and mixed company cultures, fostering collaboration is key to establishing a cohesive working environment. Working with the team to analyze existing processes, collaboratively determine which ones are most suitable, and define new 'ground rules' or a team charter ensures buy-in, resolves ambiguities, and builds a shared understanding and operational framework from the outset.
Reviewing historical information and basing decisions on ROI does not directly address the interpersonal and process-related conflicts arising from team integration and lack of clarity on working methods.
Avoiding conflict is an ineffective strategy that allows underlying issues to fester, ultimately harming team morale, productivity, and project success.
Imposing one company's processes without team input can exacerbate conflict, lead to resistance, and fail to leverage valuable experience or potentially more suitable processes from the other company.
Concept tested: Team building and conflict resolution
Topics
Community Discussion
6
Brenda K.Jan 24, 2026A. Quick win, do not overthink this one. The merger scenario screams "collaborate and establish ground rules," so A is your 20-second pick and move on.
Wesley A.Jan 27, 2026Agree on A, but watch the wording carefully because they love to swap "collaborate" for "compromise" on this one, and compromise is the trap that cost me points on my first attempt.
Wesley A.Jan 30, 2026Failed this exact type of question on my first attempt because I leaned toward forcing one company's processes, which is what D is doing. A is correct because the PM needs to facilitate the team in collaboratively selecting and documenting processes in the ground rules, not unilaterally impose them. Anyone know whether the ground rules get formally established during Develop Team or if they should already be in place from the charter or team charter phase?
Ola B.Jan 30, 2026Agree on A, and to answer your question the ground rules get established early during Develop Team, not handed down from the charter, so the team owns them rather than just signing off on someone else's rules.
Ola B.Feb 5, 2026A is correct. Spin up a quick kickoff working session with the whole merged team, map out which processes actually make sense for this project, and get everyone to agree on the ground rules.
Mei-Ling H.Feb 13, 2026Note the qualifier "suitable" in A, it means not forcing either company's processes but finding what fits together. D is the trap because you might think as the PM from company B you should default to your own processes, but that ignores the team makeup.