PMP · Question #180
The project sponsor reports that a key stakeholder is complaining about performance differences in the metrics reported by the project manager, which gives the impression that the project is out of co
The correct answer is A. Evaluate the communication needs to discover the gaps and adjust the original plan if needed.. To address stakeholder complaints about performance metrics, the project manager should first evaluate the communication needs and delivery methods to identify gaps and adjust the communication plan accordingly.
Question
The project sponsor reports that a key stakeholder is complaining about performance differences in the metrics reported by the project manager, which gives the impression that the project is out of control. The project manager has been providing the project's status according to the agreed- upon communications management plan. This key stakeholder, however, seldom attends the status report meetings. What should the project manager do first to address this situation?
Options
- AEvaluate the communication needs to discover the gaps and adjust the original plan if needed.
- BUse the contingency reserves to implement fast tracking and improve the schedule key
- CReview the resource breakdown structure (RBS) to request the main stakeholder's manager to
- DProvide evidence to the project sponsor that the project is on track and the communications have
How the community answered
(20 responses)- A75% (15)
- B15% (3)
- C5% (1)
- D5% (1)
Why each option
To address stakeholder complaints about performance metrics, the project manager should first evaluate the communication needs and delivery methods to identify gaps and adjust the communication plan accordingly.
Although the project manager followed the existing communication plan, the key stakeholder is still misinformed or dissatisfied. This indicates a gap in effectively conveying information to this specific stakeholder, requiring an evaluation of their communication needs (e.g., preferred format, frequency, channel) to adapt the plan and ensure clarity and engagement.
Using contingency reserves for fast-tracking is a response to schedule issues, not a solution for communication problems causing stakeholder dissatisfaction with reported metrics.
Reviewing the RBS or contacting the stakeholder's manager is an escalation that doesn't directly address the communication gap and might exacerbate the issue without first attempting to resolve it directly.
Simply providing evidence to the sponsor that communications have been sent does not address the stakeholder's perception problem or the underlying communication gap that prevents them from understanding the project status.
Concept tested: Adaptive communication management
Source: https://learn.microsoft.com/en-us/devops/plan/set-up-communication-plans
Topics
Community Discussion
6
Samuel O.Nov 16, 2025A is the right call here. In my experience when a stakeholder gets confused by metrics but never shows up to the meetings, the communication plan has a gap - you need to figure out what information they actually need and in what format, then adjust the plan accordingly.
Mateus R.Nov 17, 2025Co-sign A, but the real-world move is to think of the communication plan like a newspaper delivery route: if the subscriber is not reading the morning paper, you find out whether they want the evening edition or a text alert instead, then you update the stakeholder engagement assessment matrix to reflect the new channel.
Yusuf A.Nov 2, 2025A senior PM at my company told me whenever a stakeholder complains about confusing metrics even though you followed the plan, it usually means the plan itself missed their actual communication needs, which points to A. Quick question though, if the stakeholder just never shows up to the meetings, how do you figure out what format or cadence actually works for them before you go adjusting the plan?
Mateus R.Dec 8, 2025Confirmed A on exam last week. Think of it like a farmer who keeps missing the weekly market bulletin and then complains the prices look crazy in the newspaper. The farmer is not reading what you put out, so you need to figure out what channel actually works for him before you change a single thing. The communications management plan is a living document, and the PMBs Guide treats stakeholder engagement as something you revisit when people are not getting the message, even if you followed the original plan to the letter. Option D is the trap because proving you were right does not fix the underlying gap.
Grace U.Nov 28, 2025Going with D. If the plan was followed, show the evidence first.
Yusuf A.Nov 30, 2025Actually it is A, Grace. My mentor walked me through this one and the key is that the question asks about validating the plan itself, not proving it was executed, which is what D is really about.