PMP · Question #3
A project manager wants to assign a junior engineer to a new project. In past projects, the engineer showed initiative to take on complex tasks and solve problems in innovative ways without any need f
The correct answer is D. The project manager did not sufficiently support and recognize the engineer's professional growth. A junior engineer who consistently shows initiative but declines a new project may be refusing due to a perceived lack of support or recognition for their professional growth.
Question
A project manager wants to assign a junior engineer to a new project. In past projects, the engineer showed initiative to take on complex tasks and solve problems in innovative ways without any need for encouragement. However, the engineer declines the project manager's invitation to join the new project. What is the most likely reason for the engineer's refusal to work on the project?
Options
- AThe project manager did not follow the normal hiring process with the engineer's functional
- BThe engineer has "project burnout" from working long hours and solving difficult problems
- CThe engineer did not feel welcome or enjoy working with the other project team members
- DThe project manager did not sufficiently support and recognize the engineer's professional growth
How the community answered
(18 responses)- A17% (3)
- B6% (1)
- C6% (1)
- D72% (13)
Why each option
A junior engineer who consistently shows initiative but declines a new project may be refusing due to a perceived lack of support or recognition for their professional growth.
While procedural issues can occur, the question's context of the engineer's past behavior and the PM's direct invitation makes a lack of support for growth a more likely personal reason for refusal than a hiring process oversight.
Although burnout is possible with complex tasks, the engineer's past 'initiative to take on complex tasks' suggests they thrive on challenges, making a lack of growth support a more direct deduction than burnout without further evidence.
The question does not provide any information to suggest a negative team dynamic or that the engineer felt unwelcome, focusing instead on the engineer's individual drive and the project manager's role.
Engineers who demonstrate initiative and problem-solving skills often seek opportunities for continuous professional development and recognition for their contributions. A project manager's failure to sufficiently support their growth, provide new challenges, or acknowledge their efforts can lead to disengagement and refusal of new assignments that don't align with their career aspirations.
Concept tested: Team motivation, professional development, employee recognition
Topics
Community Discussion
5
Orla P.Feb 14, 2026D is correct here. The stem explicitly calls out that the engineer showed initiative and solved problems without encouragement, which means the PM took that for granted and never provided the recognition or growth support that keeps a high performer engaged.
Yuki V.Feb 16, 2026Confirmed D on exam last week. The key is that the engineer is self-motivated and takes initiative without encouragement, so the only thing that would push them away is feeling like their growth and contributions are not being recognized by the PM.
Yusuf A.Feb 16, 2026One of the seniors on my team mentioned something similar, that self-driven engineers check out fast when they feel invisible, though he also said the wording on the real exam can be tricky because some options sound like recognition but are really just generic praise with no tie to actual growth.
Yusuf A.Feb 21, 2026A is the one. My senior PM always stressed that even high-performers can't just be pulled onto a project without going through the functional manager, and skipping that step is exactly the kind of thing that makes someone decline no matter how motivated they are.
Yuki V.Feb 23, 2026Actually D is correct here, Yusuf. The question is asking what makes someone more likely to accept, not what procedural step you have to complete first, and the PMBOK emphasis is that when a team member had input into the project and feels ownership over their piece of the work, they are far more motivated to say yes.