PMP · Question #1391
The customer wants to show their stakeholders a tangible outcome faster. This requires advancing a milestone. Which two actions should the project manager do? (Choose two.)
The correct answer is A. Review the customer's priorities regarding the desired requirements for the milestones. C. Discuss which requirements can be delivered faster with the project team. To advance a milestone and show tangible outcomes faster, the project manager should review the customer's priorities and collaborate with the project team to identify requirements that can be delivered more quickly.
Question
The customer wants to show their stakeholders a tangible outcome faster. This requires advancing a milestone. Which two actions should the project manager do? (Choose two.)
Options
- AReview the customer's priorities regarding the desired requirements for the milestones.
- BConvince the customer to keep the requirements as is and not move the milestone.
- CDiscuss which requirements can be delivered faster with the project team.
- DInform the customer that moving the milestone has a very high impact on project cost.
- EEscalate the issue to senior management so they can impose a solution on the customer.
How the community answered
(46 responses)- A74% (34)
- B9% (4)
- D15% (7)
- E2% (1)
Why each option
To advance a milestone and show tangible outcomes faster, the project manager should review the customer's priorities and collaborate with the project team to identify requirements that can be delivered more quickly.
When a customer wants to advance a milestone, understanding their current priorities for the desired requirements is essential to determine which features or components are most critical for early delivery and value realization.
Attempting to convince the customer to maintain the original schedule directly contradicts the customer's request for faster tangible outcomes and shows a lack of responsiveness to their evolving needs.
Discussing with the project team allows the project manager to assess the feasibility and effort required to accelerate specific deliverables, identifying which requirements can realistically be re-prioritized or streamlined for faster completion without compromising quality.
While informing the customer about cost impact is part of transparent communication, it should follow an assessment of options; it is not one of the primary actions to facilitate the advancement of a milestone.
Escalating the issue to senior management is premature and can undermine the project manager's authority and ability to collaborate with the customer and team to find a solution.
Concept tested: Scope prioritization, agile delivery, stakeholder collaboration
Source: https://www.pmi.org/disciplined-agile/what-is-disciplined-agile/agile-guide
Topics
Community Discussion
5
Imani T.Jun 21, 2026A and C are the correct picks here. The customer wants something tangible faster, so you first need to review their priorities to see which requirements actually matter for that early milestone, which is exactly what A covers. Then you loop in the project team, per C, to figure out what can realistically be delivered on that accelerated timeline. B, D, and E are all defensive or adversarial moves that kill trust and ignore the fact that agile is about adapting to stakeholder needs, not fighting them.
Olusegun A.Jun 22, 2026Agreed on A and C, but the sequence matters: you validate priorities with the customer first, then immediately bring the team in to assess feasibility before you commit to anything, because promising an early deliverable without the team's reality check is how you destroy trust faster than any defensive move would.
Lena V.Jul 5, 2026Confirmed A and C. The customer wants something tangible faster, so you first need to understand what matters most to them (A) and then figure out with your team what can realistically be delivered sooner (C). This is classic agile thinking: prioritize scope to hit an earlier milestone rather than pushing back or escalating. B, D, and E are all defensive moves that ignore the customer's actual need.
Olusegun A.Jun 19, 2026A and C. The PMI logic is straightforward: the customer wants something tangible sooner, so you check their priorities (A) and work with the team to see what can realistically be delivered faster (C). B is a trap for anyone who thinks predictive means rigid, and D is a lazy answer that assumes schedule compression always costs more, which isnt necessarily true.
Lena V.Jun 20, 2026Agreed on A and C, but keep in mind the exam often frames this around schedule compression techniques specifically, so be ready to flag crashing or fast-tracking as the underlying tool the PM applies after those conversations.