PMP · Question #60
A project manager is part of a balanced matrix project organization. The project manager will receive all work performance updates directly from the new sourcing department head who has no time to…
The correct answer is C. Work out a resolution in consultation with the sourcing department head. When a key functional manager is unable to provide required project updates, the project manager should directly consult with them to collaboratively find a workable solution.
Question
A project manager is part of a balanced matrix project organization. The project manager will receive all work performance updates directly from the new sourcing department head who has no time to spare to give the project manager the information. What should the project manager do?
Options
- ADiscuss the situation with the company project sponsor for advice
- BRequest information directly from the sourcing department team members
- CWork out a resolution in consultation with the sourcing department head
- DPresent the situation to the manager of the sourcing department head
How the community answered
(45 responses)- A9% (4)
- B2% (1)
- C84% (38)
- D4% (2)
Why each option
When a key functional manager is unable to provide required project updates, the project manager should directly consult with them to collaboratively find a workable solution.
Escalating to the project sponsor before attempting a direct resolution with the department head is premature and bypasses a direct communication channel.
Requesting information directly from team members without the department head's approval can undermine the functional manager's authority and cause confusion or conflict within the department.
In a matrix organization, project managers rely on functional managers for resources and information. If the sourcing department head is too busy, the project manager should directly engage them in a collaborative discussion to find an alternative method for receiving necessary work performance updates or to delegate the reporting responsibility appropriately. This direct consultation respects the functional manager's authority and seeks a mutually agreeable solution for project success.
Escalating to the department head's manager before attempting to resolve the issue directly with the department head is an escalation that could be perceived as bypassing the established hierarchy and creating unnecessary conflict.
Concept tested: Matrix organization communication and conflict resolution
Source: https://www.pmi.org/pmbok-guide-standards/foundational/pmbok
Topics
Community Discussion
3
Viktor S.Feb 6, 2026C is correct. In a balanced matrix the PM has enough authority to negotiate directly, so sitting down with the sourcing department head to find a workable reporting approach beats escalating or going around them.
Hiroshi T.Feb 15, 2026Saw this on my exam last month, landed on C because PMBOK frames communication requirements as something you negotiate and agree on with the functional manager, not escalate. In a balanced matrix you collaborate with the department head to find a workable reporting method instead of going over their head.
Ingrid P.Feb 24, 2026C is correct here. In a balanced matrix the PM lacks direct authority over functional staff so escalating up the chain before attempting collaboration would burn political capital unnecessarily. Option C reflects the PMBOK emphasis on resolving interpersonal and resource conflicts directly with the involved party first, using communication and negotiation skills. I made a card for this exact pattern: stem mentions matrix organization plus a functional manager unwilling to share updates, answer is always consult or negotiate with that manager before escalating.