PMP · Question #68
A project manager has been assigned to lead a software project to generate savings at an important financial institution. Initially, the duration of the project was 13 months, but due to various…
The correct answer is B. Communicate the benefit expectations and the action plan for the pending functionalities. The project manager should communicate transparently with stakeholders, highlighting the achieved benefits (exceeded savings) while also providing an action plan for the unfulfilled functionalities.
Question
A project manager has been assigned to lead a software project to generate savings at an important financial institution. Initially, the duration of the project was 13 months, but due to various issues during execution, the project was extended to 16 months. By month 11, the expected savings were exceeded but not all of the functionalities planned for that date were fulfilled. How should the project manager inform the stakeholders of the project's progress?
Options
- AComplete the outstanding functionalities before informing the sponsor of the project progress
- BCommunicate the benefit expectations and the action plan for the pending functionalities
- CSend an email with the monthly project progress to all relevant stakeholders
- DReport that the project has not fulfilled all the expected functionalities
How the community answered
(19 responses)- A5% (1)
- B68% (13)
- C11% (2)
- D16% (3)
Why each option
The project manager should communicate transparently with stakeholders, highlighting the achieved benefits (exceeded savings) while also providing an action plan for the unfulfilled functionalities.
Delaying communication until all functionalities are complete would withhold important information from stakeholders and is not transparent, especially when significant benefits have already been realized.
In this scenario, the project has already delivered significant value by exceeding expected savings, despite some unfulfilled functionalities and schedule extension. It's crucial for the project manager to communicate the achieved benefits to stakeholders, demonstrating the project's success in its primary goal (generating savings), and concurrently present a clear action plan for addressing the remaining functionalities, managing expectations, and showing a path forward.
While sending an email with monthly progress is good practice, simply stating progress without explaining the critical context of exceeded savings and the plan for pending functionalities is insufficient and not strategic.
Reporting only on unfulfilled functionalities presents an incomplete and potentially negative picture, ignoring the positive achievement of exceeding savings and failing to provide a solution for the remaining work.
Concept tested: Stakeholder communication and benefit realization
Source: https://www.pmi.org/pmbok-guide-standards/foundational/pmbok/stakeholder-engagement
Topics
Community Discussion
8
Viktor S.Apr 16, 2026B is the right call here. The key is that stakeholders need the full picture in one go: the good news about exceeded savings plus a concrete plan for the unfinished work. Option A is dishonest by omission, D is incomplete because it ignores the positive side, and C is just lazy communication that punts the actual problem. On the job you never bury bad news behind good news or vice versa, you present both together with a path forward.
Wesley A.Apr 18, 2026Agree with B and the reasoning but would add one thing from experience, the first time I sat this exam I picked C because it sounded collaborative and I lost points for it, so watch out for any option that frames deferral as teamwork because the exam wants to see you own the problem and present a plan, not hand it off.
Luis F.Apr 27, 2026Leaned D first but B is right, stakeholders need the wins plus the plan.
Wesley A.Apr 9, 2026Got B on my exam last month and almost picked D because the stem makes it sound like a bad news situation, but the key is that savings were exceeded so you lead with the positive benefit and pair it with a plan for the gaps. A is a trap because you never withhold status updates to wait for completion.
Mateus R.Apr 30, 2026Picked D. Think of it like taking your car to the mechanic: if the brake job is done and the car stops fine but the oil change didn't happen, you don't sugarcoat it when the customer asks for a status, you tell them straight what's done and what isn't. The PMBOK calls this honest reporting of project performance against the scope baseline, and stakeholders at a financial institution need the unvarnished truth about scope gaps, not a rosy email or a delay tactic.
Wesley A.May 1, 2026B is correct here, and I picked D the first time too, so I feel you. The key is the stakeholder is asking for a status update on the whole project, not signing off on completed work, so you give an honest progress report covering what is done and what is not, then address the unfinished configuration management as an active item with a plan to close it out.
Imani T.May 6, 2026D. Stakeholders deserve the honest status, not a polished spin job.
Wesley A.May 6, 2026B is correct here, and I get why D sounds like the right thing to do, but the question is asking about the project management process, not the ethics. On my first attempt I picked the honest-disclosure answer too and it cost me, because what they want is the structured change-control path through B, not a direct conversation with stakeholders.