PMP · Question #271
During project implementation, one team finds out that a key project deliverable was not budgeted. What should the project manager do first?
The correct answer is C. Meet with the team to discuss alternatives.. The project manager should first meet with the team to explore alternatives and potential solutions for the unbudgeted deliverable before escalating or making unilateral decisions.
Question
During project implementation, one team finds out that a key project deliverable was not budgeted. What should the project manager do first?
Options
- AEscalate the issue to the project sponsor for resolution.
- BHold the team accountable and ask for an immediate solution.
- CMeet with the team to discuss alternatives.
- DRemove the deliverable from the project scope.
How the community answered
(62 responses)- A6% (4)
- B2% (1)
- C82% (51)
- D10% (6)
Why each option
The project manager should first meet with the team to explore alternatives and potential solutions for the unbudgeted deliverable before escalating or making unilateral decisions.
Escalating to the sponsor immediately, without first understanding the full scope of the problem and potential solutions from the team, is premature and may suggest a lack of problem-solving initiative.
Holding the team accountable for a budgeting oversight (which might be an issue from earlier planning phases) and demanding an immediate solution is counterproductive and damages team morale and trust.
Before escalating or making drastic changes, the project manager should always gather more information and collaborate with the team, leveraging their expertise to identify potential solutions, workarounds, or alternative approaches for the unbudgeted deliverable.
Removing a key deliverable from the project scope without proper analysis, discussion, and stakeholder consultation would constitute a significant scope change with potentially negative project impacts.
Concept tested: Issue resolution and team problem-solving
Source: https://www.pmi.org/pmbok-guide-standards/pmbok-guide-7th-edition-web-edition/project-cost-management
Topics
Community Discussion
6
Lena V.Oct 22, 2025C is correct. Before escalating or cutting scope, the PM meets with the team to review alternatives and assess impact, which is exactly what PMP expects for an undocumented deliverable scenario.
Wei W.Oct 22, 2025Agreed on C, and the empirical angle matters too: reviewing alternatives with the team is how you surface real impact data before deciding anything, not just a procedural checkbox.
Wei W.Nov 9, 2025C is right here. As a coach I like that the PM goes straight to the team to inspect the situation and collaboratively figure out options before escalating or cutting scope, which is exactly the kind of self-organization and empiricism the exam rewards.
Lena V.Nov 10, 2025C is the exam answer but note the real differentiator is that the PM facilitates the team finding options rather than solving it for them, since questions where the PM acts unilaterally are always wrong on agile items.
Orla P.Oct 24, 2025Leaned A first but PM solves with team before escalating.
Wei W.Oct 25, 2025Right call, and the empirical move is getting that conversation anchored in actual data from the increment rather than just opinions around the table.