PMP · Question #202
A new engineer was assigned to a project. Although the engineer has adequate skills for the job, they always wait for authorization from the project manager before acting. What should the project mana
The correct answer is B. Determine the appropriate level of decision-making authority and empower the engineer.. When a skilled engineer consistently waits for authorization, the project manager should define their decision-making authority and empower them to act independently, fostering autonomy and efficiency.
Question
A new engineer was assigned to a project. Although the engineer has adequate skills for the job, they always wait for authorization from the project manager before acting. What should the project manager do?
Options
- AObtain related training for the new team member.
- BDetermine the appropriate level of decision-making authority and empower the engineer.
- CMake all of the decisions for the engineer in order to keep the workflow on track.
- DReplace the resource with an experienced engineer.
How the community answered
(15 responses)- B80% (12)
- C7% (1)
- D13% (2)
Why each option
When a skilled engineer consistently waits for authorization, the project manager should define their decision-making authority and empower them to act independently, fostering autonomy and efficiency.
The question states the engineer has 'adequate skills,' so obtaining more training is not the solution to their hesitation in making decisions.
The engineer has adequate skills, indicating the issue is a lack of empowerment or clarity regarding their authority; the project manager should explicitly define their decision-making boundaries and actively empower them to make decisions within those limits, fostering autonomy and reducing bottlenecks.
Making all decisions for the engineer is micromanagement that disempowers the team member, creates a bottleneck, and prevents the engineer from growing and contributing fully.
Replacing a skilled resource is a drastic and unnecessary step that implies failure without attempting to address the behavioral issue through coaching and empowerment.
Concept tested: Team empowerment and decision-making authority
Source: https://www.pmi.org/disciplined-agile/team-management
Topics
Community Discussion
5
Ola B.Jun 24, 2026B is the right call here. The engineer has the skills, so the gap is not capability, it is clarity around authority. As the PM you figure out what decisions the engineer can make on their own, communicate that boundary, and then get out of the way. If you pick C you create a bottleneck and the team never learns to move without you.
Toby R.Jun 9, 2026Just passed last month and got a nearly identical scenario, so bookmark this one. B is the answer because servant leadership and tailoring are all over the current exam, and the PM is expected to figure out where the decision line sits for each person rather than just dictating orders. I almost picked A at first glance since training seems like a safe call, but the stem explicitly says the engineer already has adequate skills, so the real issue is authority, not competence. C and D are trap answers that go against empowerment and conflict with how the exam wants you to develop the team.
Dervla O.Jun 15, 2026I first leaned toward A, thinking the engineer just needed onboarding help to build confidence. But re-reading the stem, the person already has adequate skills, so the real gap is authority, not capability. PMP loves servant-leadership answers where you empower team members rather than do the work for them or escalate to replacement. B is the classic delegate-and-empower move that the exam rewards almost every time.
Anjali D.Jun 17, 2026Agreed on B, and the one thing I would add is that the stem saying adequate skills is the trap that pulls people toward A, so flagging that keyword is what actually saves you here.
Anjali D.Jul 2, 2026Had this on my exam last month, B is it, empower the engineer.