PMP · Question #1230
A project manager has been assigned to take over an existing software project. The project manager inherited a lean team comprised of key stakeholders, subject matter experts (SMEs), and senior…
The correct answer is A. Encourage participation in decision making and empower the team. A new project manager should address a team's lack of direction and enthusiasm by fostering an environment of participation and empowerment.
Question
A project manager has been assigned to take over an existing software project. The project manager inherited a lean team comprised of key stakeholders, subject matter experts (SMEs), and senior developers. While reviewing the project status with the team, the project manager observes that the team seems to lack direction and enthusiasm. What should the new project manager do?
Options
- AEncourage participation in decision making and empower the team.
- BEnsure everyone performs their assigned tasks as planned.
- CMeet with the project sponsor and propose a corrective action for the project.
- DOrganize frequent team building sessions and update the risk register.
How the community answered
(54 responses)- A80% (43)
- B2% (1)
- C6% (3)
- D13% (7)
Why each option
A new project manager should address a team's lack of direction and enthusiasm by fostering an environment of participation and empowerment.
Encouraging participation in decision-making and empowering the team directly addresses the lack of direction by involving them in shaping the project, and boosts enthusiasm by giving them ownership and agency over their work. This approach leverages their expertise and fosters intrinsic motivation.
While team building sessions can improve morale, they don't directly address a lack of 'direction', and updating the risk register is a separate project management process that doesn't inherently solve team motivation issues.
Concept tested: Team motivation and empowerment
Source: https://www.pmi.org/pmbok-guide-standards/foundational/pmi-standards+
Topics
Community Discussion
6
Anjali D.Dec 30, 2025A is the clear pick here. The team has the right people but is missing direction and enthusiasm, which points to a leadership and engagement gap, not a performance or planning problem. Empowering the team and involving them in decision making directly addresses both issues by giving ownership and clarity. Most of us in the study group gravitated to A pretty quickly, though a few people floated D because team building sounds relevant, but the real fix is participation and empowerment, not social events.
Grace U.Dec 31, 2025A is right, but D is not really about social events, it is about trust and cohesion, which often does go hand in hand with empowerment when you actually look at how these frameworks define team building.
Wesley A.Dec 17, 2025Had this exact question on my second attempt. Picked A, team empowerment always wins over micromanagement.
Grace U.Dec 26, 2025I actually leaned toward D at first since team building sessions seem like the obvious fix for low enthusiasm, but that answer throws in an unnecessary risk register update that does not really address the core problem here. The team has talented people but lacks direction, which points to a leadership gap rather than a morale event. A is the right call because empowering stakeholders and SMEs to participate in decisions directly tackles both issues at once, giving them ownership and clarity. Confirmed A on exam last week.
Viktor S.Jan 6, 2026Going with B. Lean inherited team needs structure first, empowerment comes later.
Grace U.Jan 7, 2026A is the right call here. The SAFe mindset is that empowerment and structure go hand in hand for a Lean team, not sequentially, because waiting to empower people can actually stall the agility you are trying to build.