PMP · Question #646
By the end of the first sprint, a project lead notices that one of the team members is not performing very well. Which form of communication should the project lead use to handle the situation?
The correct answer is D. Informal verbal communication, such as a conversation. When a team member shows poor performance, the project lead should first use informal verbal communication to address the issue directly and constructively.
Question
By the end of the first sprint, a project lead notices that one of the team members is not performing very well. Which form of communication should the project lead use to handle the situation?
Options
- AInformal written communication, such as a friendly reminder
- BFormal verbal communication, such as a conversation at the end of the sprint retrospective 0
- CFormal written communication, such as an email with a copy sent to the manager
- DInformal verbal communication, such as a conversation
How the community answered
(45 responses)- A7% (3)
- B2% (1)
- C11% (5)
- D80% (36)
Why each option
When a team member shows poor performance, the project lead should first use informal verbal communication to address the issue directly and constructively.
Informal written communication can be easily misinterpreted, lacks the nuance of verbal communication, and might feel too passive-aggressive or non-serious for a performance issue.
A sprint retrospective is a team meeting focused on process improvement, and addressing individual performance issues in front of the team, even verbally, can be embarrassing and counterproductive for the team member.
Formal written communication, especially with a copy to management, is a severe escalation that should be reserved for repeated issues or serious misconduct, not for an initial observation of underperformance at the end of the first sprint.
An informal verbal conversation is the most appropriate first step to address a performance issue. It allows for a private, empathetic, and direct discussion where the project lead can understand the reasons for the underperformance and offer support or solutions, fostering trust and avoiding immediate escalation or formal disciplinary action. This approach is less intimidating and more conducive to problem-solving.
Concept tested: Effective communication for performance feedback
Source: https://www.pmi.org/learning/library/developing-effective-communication-skills-6712
Topics
Community Discussion
4
Yusuf A.Mar 8, 2026D is the answer here. My mentor at work always says performance issues early on should start with a casual one-on-one, not jumping straight to written documentation or cc'ing managers. The PMI mindset treats informal verbal as the first step for addressing people problems before they escalate. Has anyone seen a version of this question where they swap in formal verbal to trip you up?
Fatima Z.Mar 11, 2026D is your pick here, and I remember this one by picturing a manager whispering over coffee: Deal Directly, Daily, Discreetly. An early performance hiccup in a sprint is not a fireable offense, so jumping to formal written with the manager on copy is overkill. Option B sounds agile-friendly with that retro hook, but tagging a conversation as formal verbal is a weird label that trips people up. A quiet, informal verbal chat lets you coach the person without escalating or creating a paper trail before it is needed.
Ola B.Mar 2, 2026D showed up on my exam last month. The trick is recognizing that performance issues are always addressed informally and verbally first, so I built a quick scenario in my head where I would just pull the person aside for a one-on-one chat rather than escalating to written documentation right away.
Yusuf A.Mar 3, 2026That matches what my mentor told me too, but he also stressed that you want to document the conversation afterward even if it stays informal, just so you have a paper trail if it happens again.