PMP · Question #37
A project manager is asked to develop maintenance planning software for a power plant. A similar project was executed by another department in the organization that was later closed due to low perform
The correct answer is C. Review the lessons learned on similar projects so that they do not fall back into the same pattern.. The project manager should proactively review lessons learned from similar, failed projects within the organization to identify past mistakes and adapt strategies to prevent recurrence and ensure success.
Question
A project manager is asked to develop maintenance planning software for a power plant. A similar project was executed by another department in the organization that was later closed due to low performance. The project manager is concerned about the project's performance and wants to take action in advance to ensure the project succeeds. What should the project manager do?
Options
- AContinue executing the project as planned and add more resources if they are required.
- BEvaluate the project risk and add external experts to address the potential risks.
- CReview the lessons learned on similar projects so that they do not fall back into the same pattern.
- DInform the project sponsor about the risk and try to convince them to withdraw from the project.
How the community answered
(24 responses)- A8% (2)
- B4% (1)
- C75% (18)
- D13% (3)
Why each option
The project manager should proactively review lessons learned from similar, failed projects within the organization to identify past mistakes and adapt strategies to prevent recurrence and ensure success.
Continuing as planned without addressing the known history of failure is a reactive approach and increases the risk of repeating past mistakes.
While evaluating project risk is good, immediately adding external experts without first leveraging internal organizational process assets like lessons learned is not the most efficient or first step.
Reviewing lessons learned from a similar project that failed within the organization is a crucial proactive step for risk management and project planning. This process allows the project manager to understand the root causes of the previous failure, identify potential pitfalls, and integrate strategies to avoid repeating those mistakes in the current project, thereby increasing its chances of success.
Trying to convince the sponsor to withdraw from the project is an extreme and premature response; the project manager's role is to identify and mitigate risks to make the project successful, not to cancel it at the first sign of concern.
Concept tested: Organizational Process Assets (Lessons Learned)
Source: https://www.pmi.org/pmbok-guide-standards/foundational/pmbok/organizational-process-assets
Topics
Community Discussion
4
Wei W.Apr 6, 2026C is the answer here. Before adding people or escalating to the sponsor, the PM should look at lessons learned from the closed department so the team can inspect what went wrong and adapt their approach instead of repeating the same mistakes.
Nina C.Mar 18, 2026I first leaned toward B because adding external experts sounded like a proactive way to address the performance concerns. But the key phrase is that a similar project was already executed by another department, which means there are existing lessons learned sitting right there. Reviewing those lessons learned first is the standard PMP approach before taking any other action, since you need to understand what went wrong before throwing resources at it. C is the classic "consult historical records" answer that shows up constantly on the exam.
Imani T.Mar 27, 2026Going with A, PMI wants you to keep executing and adapt resource levels as needed.
Nina C.Mar 28, 2026Actually it is C because when the schedule baseline itself is at risk, you do not just tweak resource levels in Execute, you go through Perform Integrated Change Control to get a formal change approved.