PMP · Question #883
While creating the work breakdown structure (WBS) with the team, the project manager highlights that the customer requested a proof of concept and will only continue the project based on the results o
The correct answer is B. Evaluate the scope of work as described in the project charter.. When there's a disagreement about project scope due to conditional customer progression, the project manager must refer to the authorized project charter to confirm the current scope.
Question
While creating the work breakdown structure (WBS) with the team, the project manager highlights that the customer requested a proof of concept and will only continue the project based on the results of the proof of concept. A key team member insists that since this customer has a history of requesting proof of concepts and continuing with the projects, the team needs to plan for the whole project, not just the proof of concept. What should the project manager do?
Options
- AInstruct the team member to continue with the current work.
- BEvaluate the scope of work as described in the project charter.
- CImplement the 100% rule for creating the WBS.
- DValidate with the team member, and create a WBS for the entire project.
How the community answered
(39 responses)- A3% (1)
- B74% (29)
- C8% (3)
- D15% (6)
Why each option
When there's a disagreement about project scope due to conditional customer progression, the project manager must refer to the authorized project charter to confirm the current scope.
Instructing the team member to continue without clarifying the scope leaves the fundamental disagreement unresolved and risks planning for the wrong scope.
The project charter is the foundational document that formally authorizes the project and defines its high-level scope and objectives, making it the definitive source to clarify whether the project is currently limited to the proof of concept or includes the entire project.
While the 100% rule is a principle for WBS creation, simply stating it does not resolve the ambiguity about what the current 100% of the project scope actually is (POC vs. full project).
Creating a WBS for the entire project based solely on a team member's historical experience, without confirming the current authorized scope with the customer or charter, preempts the customer's condition and risks unauthorized work.
Concept tested: Project scope definition and WBS adherence
Source: https://www.pmi.org/pmbok-guide-standards/foundational/pmbok/seventh-edition
Topics
Community Discussion
4
Toby R.Jul 5, 2026Confirmed B on my exam last month. The project charter is your source of truth for what the project actually covers, so if there is any disagreement about scope you go back and check what was authorized there. The team member's logic about past history sounds reasonable but it does not override the documented scope, and planning for the full project when only a proof of concept was approved could create major issues. The PM needs to validate what the charter says before deciding how far the WBS should go.
Zlatan X.Jul 5, 2026Got B on my exam, the charter defines authorized scope, not team assumptions.
Luis F.Jul 5, 2026B is the right call here because the project charter tells you what the actual approved scope is, not what a team member thinks will happen based on past experience. Quick question though, does anyone know if the 100% rule in option C is a trap answer on these WBS questions, since it only applies to the scope currently in scope?
Yuki V.Jul 5, 2026Confirmed B on my exam last month. The project charter is where you check what the actual authorized scope is, and if the charter only covers the proof of concept, that is what you plan for regardless of the team member's assumptions about this customer's past behavior.