PMP · Question #1139
In a project using a hybrid approach, the performance of the team was consistently excellent during the predictive stages. When the iterations began, however, the team members started to show signs of
The correct answer is B. Perform team-building activities and enhance collaboration.. When a hybrid project team experiences low commitment, conflicts, and confusion during agile iterations, the project manager should focus on team-building activities to improve collaboration and morale.
Question
In a project using a hybrid approach, the performance of the team was consistently excellent during the predictive stages. When the iterations began, however, the team members started to show signs of low commitment, conflicts, and confusion, resulting in low morale. What should the project manager do to handle this situation?
Options
- ACoach the team members on agile processes and knowledge.
- BPerform team-building activities and enhance collaboration.
- CIdentify the team members who are impacting low morale.
- DGive team members more authority to make decisions.
How the community answered
(31 responses)- A3% (1)
- B81% (25)
- C6% (2)
- D10% (3)
Why each option
When a hybrid project team experiences low commitment, conflicts, and confusion during agile iterations, the project manager should focus on team-building activities to improve collaboration and morale.
Coaching on agile processes and knowledge might be part of the solution, but the core issue described is more about morale, commitment, and conflict, which team-building addresses more directly than just process training.
Performing team-building activities and enhancing collaboration directly addresses the observed symptoms of low commitment, conflicts, and low morale, which are often indicative of a breakdown in team cohesion, especially during a transition to iterative work. These activities help rebuild trust, improve communication, and foster a supportive environment for the new agile way of working.
Identifying team members who are "impacting" low morale focuses on assigning blame rather than fostering a collective solution to improve the overall team dynamic and environment.
Giving team members more authority might exacerbate confusion or conflict if underlying issues of trust, communication, or understanding of agile roles are not first addressed.
Concept tested: Team development and conflict resolution
Source: https://www.pmi.org/pmbok-guide-standards/foundational/pmbok/develop-team
Topics
Community Discussion
5
Nina C.Jun 5, 2026B is correct. The team was great in predictive but is struggling with the transition to iterations, so the morale drop and conflict are coming from that shift, not from a lack of agile knowledge. Team-building and collaboration directly address the human side of the problem before anything else.
Ola B.Jun 12, 2026B is the right call here. Saw this exact scenario on my exam last month, the transition from predictive to agile is where teams crack, and team-building plus collaboration is the PMI answer every time over jumping to coaching or delegating authority.
Nina C.Jun 13, 2026Agreed on B, and the other thing to watch is that exam tries to trip you up with coaching as an option because it sounds good, but the question is asking what the PM does for the team first during that transition, not what they do for individuals.
Mei-Ling H.Jun 23, 2026D is the answer here. The keyword is iterations - the team moved from predictive (command and control) to agile, and the low commitment plus confusion is a direct symptom of the project manager still hoarding decision-making authority instead of pushing it down to the team where it belongs in agile.
Ola B.Jun 26, 2026B is correct here. The team is actually stuck in a hybrid limbo between predictive and agile, and the symptom of low commitment and confusion points to an agile coach role being needed to guide the transition, not a specific delegation problem.