PMP · Question #1262
A project manager is leading three projects in a program focused on starting product commercialization. Once the three projects start going to market, the project manager stops attending the…
The correct answer is A. Schedule a meeting to discuss the different perspectives and agree on a decision. When a project manager and program manager have conflicting expectations regarding meeting attendance, the project manager should proactively schedule a meeting to resolve the disagreement.
Question
A project manager is leading three projects in a program focused on starting product commercialization. Once the three projects start going to market, the project manager stops attending the recurring team meetings. The program manager asks the project manager to continue attending these meetings to maintain those team touchpoints. This request does not match the project manager's expectation, since a program manager is overseeing the remaining work. How should the project manager approach the situation?
Options
- ASchedule a meeting to discuss the different perspectives and agree on a decision.
- BPolitely inform the program manager that attending these meetings is no longer required.
- CProvide an answer via email recommending a division of tasks between both roles.
- DAttend only the program meetings where the market launch is being monitored.
How the community answered
(55 responses)- A75% (41)
- B7% (4)
- C4% (2)
- D15% (8)
Why each option
When a project manager and program manager have conflicting expectations regarding meeting attendance, the project manager should proactively schedule a meeting to resolve the disagreement.
Scheduling a direct meeting allows both the project manager and program manager to openly discuss their differing perspectives, understand the rationale behind the program manager's request, and collaboratively agree on a decision that supports program objectives and project continuity.
Polititely informing the program manager that attendance is no longer required is a refusal without discussion, which is unprofessional and can damage the working relationship and project integration.
Providing an answer via email is less effective for resolving interpersonal or expectation conflicts than a direct conversation, as it lacks the immediacy and nuance for full understanding and negotiation.
Attending only specific program meetings without addressing the core conflict about overall engagement is a reactive measure that fails to proactively resolve the misalignment in expectations.
Concept tested: Conflict resolution and stakeholder communication
Source: https://www.pmi.org/pmbok-guide-standards/foundational/pmbok/project-resource-management
Topics
Community Discussion
4
Ola B.Jul 5, 2026A is the right call here. This is a classic stakeholder disagreement scenario, and PMI wants you talking it out face to face instead of firing off emails or making unilateral decisions. Spin up a quick meeting, lay out your reasoning about the project being in commercialization, and let the program manager explain why those touchpoints still matter. You learn a lot just by getting both perspectives on the table, and half the time you find out the other person has context you never even considered.
Grace U.Jun 30, 2026A is the right call here. The PMI mindset is always to have that direct conversation first when there is a role or expectation mismatch, rather than disengaging or firing off an email. I am curious how people are distinguishing when something is purely a program-level responsibility versus when the project manager still owes some transitional support, since that line feels blurry in these commercialization scenarios.
Toby R.Jul 5, 2026Got A on my exam last month, the PMI mindset is always discuss first.
Grace U.Jul 8, 2026Agreed on A, and the nuance is that discussing first is not about being polite, it is about protecting the relationship and uncovering root causes before escalating.