PMP · Question #716
A project manager is managing a construction project that is facing challenges. There is schedule overrun, cost overrun, and the client is unhappy with the specific scope progress. What should the…
The correct answer is A. Review the scope and project objectives. When a construction project faces schedule and cost overruns along with client dissatisfaction on scope progress, the project manager's first action should be to review the project's scope and objectives.
Question
Options
- AReview the scope and project objectives.
- BEnforce the penalty clause on the supplier.
- CTake action to reduce the cost overrun.
- DWork with the client on the scope completion.
How the community answered
(30 responses)- A83% (25)
- B3% (1)
- C3% (1)
- D10% (3)
Why each option
When a construction project faces schedule and cost overruns along with client dissatisfaction on scope progress, the project manager's first action should be to review the project's scope and objectives.
Multiple project challenges, especially those related to scope, schedule, and cost, often stem from a misunderstanding or deviation from the agreed-upon project scope and objectives. Re-evaluating these foundational elements ensures everyone is aligned on what needs to be delivered before implementing corrective actions for other issues.
Enforcing a penalty clause is a reactive and potentially escalatory measure that should be considered only after understanding the root causes and attempting collaborative problem-solving.
Taking action to reduce cost overrun without first reviewing the scope might compromise essential deliverables or address symptoms rather than the underlying reason for the cost issues.
While working with the client on scope completion is important, reviewing the original scope and objectives provides the necessary context and baseline for productive discussions and confirms what 'completion' truly entails.
Concept tested: Project Management Fundamentals, Issue Resolution
Source: https://www.pmi.org/learning/library/project-scope-management-plan-7359
Topics
Community Discussion
5
Anjali D.Apr 5, 2026Our group landed on A. Before you can fix cost or schedule issues you need to understand where the scope stands relative to the project objectives, so reviewing both gives you the baseline to figure out what is actually going wrong. B is way too aggressive without an investigation, and C and D are reactive steps that skip the analysis phase. A few folks in our group were drawn to D because the client is unhappy, but jumping straight to scope completion without reviewing the original objectives would just create more churn. Anyone else see this one on their exam recently?
Yusuf A.Apr 14, 2026Got A on my practice exam last week. D is tempting because an unhappy client makes you want to fix things immediately, but my senior always says you have to understand where you are versus where you should be before taking any corrective action.
Toby R.Apr 9, 2026Confirmed A on exam last month. Got this exact one. The trick is that B, C, and D are all reactive moves that skip the diagnosis step. PMI wants you to assess what is actually going wrong with the scope and objectives before you start swinging at solutions. C is tempting because cost overrun feels urgent, but you cant fix cost or schedule without understanding the scope gap first. The client being unhappy about scope progress is the real root cause flag here, so A leads.
Yusuf A.Apr 10, 2026My mentor showed me a similar one and said the same thing about diagnosing before acting, but I would add that A is also the only choice that keeps the client in the loop while you figure out the scope gap, which PMI seems to weight heavily.
Wesley A.Apr 17, 2026Got A on my second attempt, missed it the first time around because I jumped straight to D thinking I needed to fix the client relationship. Reviewing scope and objectives first is the PMI way, you have to understand where things went sideways before you take action on any of the three problems.