PMP · Question #166
A project is ready to start, and resources are allocated. The development manager then informs the project manager that a critical resource is no longer available due to a family emergency. The develo
The correct answer is A. Determine resource allocation options based on project priority.. The project manager's immediate next step should be to analyze available resource allocation options, considering project priorities, to find a viable solution for the critical resource gap.
Question
Options
- ADetermine resource allocation options based on project priority.
- BApply changes to the existing resource allocations and inform the development manager.
- CMeet with the sponsor to determine how to rebaseline the schedule.
- DInform the sponsor of the situation and request an extension of the target completion date.
How the community answered
(21 responses)- A86% (18)
- B5% (1)
- D10% (2)
Why each option
The project manager's immediate next step should be to analyze available resource allocation options, considering project priorities, to find a viable solution for the critical resource gap.
When faced with a critical resource shortage, the project manager's primary responsibility is to proactively investigate all potential internal or external resource allocation options, prioritizing based on project needs, before escalating or making assumptions about delays.
Applying changes to resource allocations without first determining the options and their impact on other projects is premature and could create further issues or be beyond the PM's authority.
Meeting with the sponsor to rebaseline the schedule is an action that might follow *after* exploring options and finding no viable solution, but it's not the immediate next step for problem-solving.
Informing the sponsor and immediately requesting an extension without first attempting to find a solution or alternative is reactive and shows a lack of proactive problem-solving from the PM.
Concept tested: Resource management and problem-solving
Topics
Community Discussion
5
Prof. SaraJul 2, 2026A is the correct answer here. This one maps directly to Resource Management on the PMP blueprint, specifically the Acquire Resources process where you must navigate availability constraints. The key detail in the stem is that the development manager already told you internal capacity is zero, so you cannot just shuffle existing allocations as in B without violating other commitments. Instead, escalate through proper organizational channels to determine if this project warrants priority borrowing from elsewhere, or if you need to explore contractors. Options C and D jump straight to schedule rebaselining before you have even attempted to solve the resource gap, which is premature. Remember
Luis F.Jul 1, 2026Going with B here. Since the dev manager said there is zero capacity, the PM has to work the problem by shuffling existing allocations and then loop the manager in on the changes rather than just escalating right away.
Prof. SaraJul 3, 2026A is correct here because when a functional manager states there is zero capacity, that is a resource constraint the PM cannot resolve unilaterally, and the correct response is to escalate to the sponsor rather than reassigning people without approval. Re-read the stem carefully: zero capacity means the manager has nothing to shuffle, so looping them in after the fact would bypass proper change governance.
Yusuf A.Jun 26, 2026B is the move here. One of the senior PMs on my team showed me that when a resource gap hits and there is no internal capacity, you do not run to the sponsor first, you adjust the resource plan and loop the functional manager back in so they see the impact and can help find a workaround together.
Prof. SaraJun 26, 2026A is correct here because a resource gap that exceeds internal capacity is exactly the kind of constraint change that requires sponsor escalation, not functional manager renegotiation. Yusuf is mixing up routine resource leveling, which stays within the team, with a structural shortfall that needs the sponsor to approve additional headcount or adjust scope, which is the defining trigger for Domain 3 stakeholder engagement.