PMP · Question #814
A company's project management office (PMO) is incorporating more adaptive technologies and has hired a new project manager with hybrid project management experience. The team is slow in adopting the
The correct answer is C. Set up a training session for all project team members.. To address a team's slow adoption of a new methodology and untimely artifact updates, the project manager should first provide comprehensive training to ensure understanding and skill development.
Question
Options
- ASend an email asking all project team members to complete updates at the end of the day.
- BSpeak individually with each project team member about making the needed updates.
- CSet up a training session for all project team members.
- DReach out to the functional managers for support.
How the community answered
(47 responses)- A2% (1)
- B6% (3)
- C77% (36)
- D15% (7)
Why each option
To address a team's slow adoption of a new methodology and untimely artifact updates, the project manager should first provide comprehensive training to ensure understanding and skill development.
A general email is unlikely to address the root cause of difficulty with a new methodology and may be perceived as micromanagement without providing solutions.
While individual discussions can be useful, a systemic issue like slow adoption of a new methodology is better addressed through a collective solution like training, rather than repetitive individual conversations.
The team is struggling with adopting a new methodology and adaptive technologies, which strongly suggests a knowledge or skill gap. A training session is the most effective way to educate all team members on the new processes, tools, and the importance of timely updates, thereby building capability and improving adherence.
Reaching out to functional managers might be a later step if training proves insufficient, but the initial responsibility lies with the project manager to enable their team through education.
Concept tested: Team development and change management
Source: https://www.pmi.org/pmbok-guide-standards/foundational/pmbok
Topics
Community Discussion
10
Olusegun A.May 14, 2026C is the right call here. The team is slow to adopt the new adaptive methodology because they likely lack the understanding to apply it correctly, not because they are being intentionally noncompliant. Training addresses the root cause and gets everyone aligned on expectations for artifact updates. A and B are just escalation tactics that assume bad faith, and D bypasses the PMs responsibility to develop the team directly.
Yusuf A.May 14, 2026Agreed on C, and my lead mentioned that pairing the training with a quick retrospective on why the artifacts matter helps it stick better than a one-off session.
Yusuf A.May 1, 2026Leaned toward B but my senior said slow adoption means a skills gap, so training, C.
Olusegun A.May 2, 2026Your senior has the right instinct but slow adoption in an adaptive environment means you coach the team through the change in real time, not ship them off to training and hope it sticks.
Mei-Ling H.Apr 27, 2026A is correct because "timely manner" points to a direct email reminder to update now.
Yusuf A.Apr 28, 2026Actually C is the right call here, Mei-Ling. One of the senior engineers on my team walked me through this exact pattern last week, and he said the key is that a reminder every 90 days is a scheduled review cycle, which maps to Azure AD access reviews, not a one-off email nudge. The phrase "timely manner" is a bit of a trap because it sounds urgent, but the 90-day cadence is the real giveaway.
Dervla O.Apr 8, 2026A is the pragmatic call here because the root issue is a behavioral gap, not a knowledge gap. The team knows how to update artifacts, they are just not doing it on time, so a clear directive with a concrete deadline resets the expectation immediately. Training is overkill when nobody asked for help, and escalating to functional managers before you have tried direct communication burns political capital you will need later. Set the expectation in writing, give them the end of day, and see who actually follows through before you invest in anything heavier.
Yusuf A.Apr 9, 2026C is correct here because one of my senior engineers pointed out that when people stop updating documentation on a project, it almost always means they have drifted on the process itself, not that they are ignoring a directive. Realigning the team to the agreed workflow fixes the root cause instead of just cracking a deadline whip and hoping it sticks.
Zlatan X.Apr 18, 2026D is the play here. When adoption stalls across the team, this is a governance and stakeholder engagement issue, not a single-component training gap, so pulling functional managers into the alignment loop drives the organizational buy-in needed for benefits realization.
Yusuf A.Apr 20, 2026Actually it is C. One of the senior architects on my team walked me through a similar item last month and said when adoption is low across a user base the default response in the framework is targeted enablement, not escalating to functional managers. D sounds persuasive but the scenario is asking what the team should do directly, not how to reorganize governance.