PMP · Question #1216
A globally distributed project team is running behind schedule due to the lack of team commitment and low morale. In order to bring the schedule back on track, what should the project manager do…
The correct answer is A. Set up a meeting to perform a root cause analysis. To address low team commitment and morale causing schedule delays, the project manager should first conduct a root cause analysis to identify the underlying issues affecting the globally distributed team.
Question
Options
- ASet up a meeting to perform a root cause analysis.
- BPermanently colocate the team for better performance.
- CUpdate the issue log and communicate it to the team.
- DSeek the sponsor's approval to extend the project schedule.
How the community answered
(25 responses)- A72% (18)
- B16% (4)
- C4% (1)
- D8% (2)
Why each option
To address low team commitment and morale causing schedule delays, the project manager should first conduct a root cause analysis to identify the underlying issues affecting the globally distributed team.
Lack of team commitment and low morale are symptoms, not root causes. For a globally distributed team, issues can stem from communication barriers, cultural differences, workload, or lack of clarity. The project manager must first conduct a root cause analysis to identify the specific underlying factors contributing to these problems, allowing for targeted and effective interventions to improve team performance and get the schedule back on track.
Permanently colocating a globally distributed team is often impractical, costly, and a drastic measure that should not be the first step without understanding the specific reasons for the performance issues.
Updating the issue log is part of issue management, but it doesn't proactively solve the problem; identifying the root cause is necessary before effective solutions can be planned and implemented.
Seeking sponsor approval to extend the project schedule addresses a symptom (being behind schedule) rather than the root cause of low commitment and morale, and should be considered only after efforts to resolve internal issues have been exhausted.
Concept tested: Root cause analysis for team performance
Source: https://www.pmi.org/pmbok-guide-standards/foundational/pmbok
Topics
Community Discussion
9
Zlatan X.Nov 24, 2025A is the right call here. You cannot fix commitment and morale problems without understanding the underlying drivers, so a root cause analysis gives you the information needed to address the actual issue rather than throwing a band-aid like colocation or a schedule extension at it.
Yuki V.Nov 27, 2025Agreed on A, and the exam loves pairing root cause analysis with engagement assessment results so if you see both in the options, that is your confirmation you are on the right track.
Grace U.Nov 24, 2025I had a very similar question on my exam last month and the key is that when you see morale and commitment problems with no clear cause, root cause analysis always comes first before you take action. B is a tempting trap because colocation sounds proactive, but you never jump to a fix without understanding why people are disengaged in the first place.
Zlatan X.Nov 26, 2025Spot on that root cause analysis precedes any corrective action, and from a program perspective I would add that morale issues across multiple components often signal a governance or benefits alignment gap rather than a single-project people problem, so the RCA should reach up to program-level interdependencies.
Imani T.Nov 18, 2025Confirmed A on my exam last month. PMP loves the root cause analysis answer when you see morale or commitment problems, because jumping straight to a fix without understanding why people are disengaged is a recipe for wasting time. B is the tempting trap since colocation is a real tool, but permanently colocating a globally distributed team is unrealistic and overkill, plus you still havent identified the actual problem. You fix the root cause first, then decide if colocation or some other intervention is the right move.
Carlos M.Nov 27, 2025I first leaned toward C since logging the issue seemed like the safe PM move, but the question says the schedule is already behind so you need to fix the actual problem, not just document it. A is the first step because you cannot address low morale and lack of commitment without understanding why they exist in the first place.
Zlatan X.Nov 30, 2025Agree on A as the entry point, but the program-level play here is recognizing that team morale issues on one component often signal governance or interdependency friction upstream, so root cause analysis has to look beyond the single project boundary.
Yuki V.Nov 13, 2025I first leaned toward C because updating the issue log felt like the safe process answer, but the stem is really about people problems, not just logging them. A is correct because before you can fix low morale and lack of commitment, you need to figure out what is actually causing it, especially with a globally distributed team where the root issues could be anything from time zone frustration to unclear roles. You cannot solve a problem you have not diagnosed yet, so root cause analysis has to come first before any fix or schedule change. The memory hook that got me through the exam was simple: people problem means find
Carlos M.Nov 15, 2025Agree on A, and the other trap is D because changing the schedule feels like you are doing something, but without root cause analysis you are just guessing at what the actual problem is.