PMP · Question #964
A project manager is working on an international effort that involves a project team located on four different continents. The project team is extremely proud of the progress they have made on a recen
The correct answer is C. Setup a virtual meeting with the stakeholders to discuss concerns and provide regular progress. To mitigate stakeholder concerns about an international project's progress, the project manager should set up a virtual meeting to discuss issues and commit to providing regular progress updates.
Question
A project manager is working on an international effort that involves a project team located on four different continents. The project team is extremely proud of the progress they have made on a recent iteration of the project. However, senior stakeholders unfamiliar with the project's progress are concerned that the project may be unsuccessful. What should the project manager do to help mitigate the stakeholders' concerns?
Options
- ACreate and send out a high-level progress summary to all stakeholders that has been approved
- BSetup an in-person status meeting so stakeholders can speak with the project team about their
- CSetup a virtual meeting with the stakeholders to discuss concerns and provide regular progress
- DAsk key developers to identify the most important risks and what the project team is doing to
How the community answered
(30 responses)- A3% (1)
- B10% (3)
- C83% (25)
- D3% (1)
Why each option
To mitigate stakeholder concerns about an international project's progress, the project manager should set up a virtual meeting to discuss issues and commit to providing regular progress updates.
Sending a high-level summary, even approved, may not fully alleviate concerns from "unfamiliar" stakeholders who need a more interactive discussion to build trust and understanding.
Setting up an in-person meeting for a team on four different continents and senior stakeholders is impractical, costly, and time-consuming, and an unnecessary hurdle for simply discussing progress.
A virtual meeting allows stakeholders from different locations to voice concerns and receive direct, detailed explanations of progress, while committing to regular updates ensures ongoing transparency and addresses the root cause of their unfamiliarity.
While risk identification is important, focusing solely on risks without directly addressing overall progress and engaging stakeholders interactively might heighten concerns rather than mitigate them.
Concept tested: Stakeholder communication and engagement in distributed teams
Topics
Community Discussion
8
Olusegun A.Jul 5, 2026C is the right call here. With a team spread across four continents, an in-person meeting is impractical, and a one-way status report does not address their actual concerns. A virtual meeting lets you engage the stakeholders directly, walk them through the progress, and set up a rhythm for regular updates going forward.
Carlos M.Jul 3, 2026Leaned toward A but stakeholders are concerned, so virtual meeting to discuss wins.
Luis F.Jul 4, 2026Yeah A makes sense for stakeholder alignment, but dont forget to doc the decisions and action items somewhere persistent after the meeting, or folks will forget what was agreed on.
Brenda K.Jun 21, 2026C is correct and this is a 45-second quick win if you catch the keywords. The four-continent detail kills option B instantly because in-person is not realistic, so cross that off and move on. Virtual meeting is the agile-friendly answer that addresses the stakeholder engagement gap directly, and the regular progress piece closes the loop on their ongoing concern. Flag D if you have time at the end because risk discussions are valid but secondary to the immediate communication breakdown.
Luis F.Jul 5, 2026Leaned toward B but four continents makes in-person unrealistic, so virtual wins.
Brenda K.Jul 8, 2026B is right but dont overthink the continent detail, the real time saver here is tagging this as a quick win and moving on in under 30 seconds because the word virtual is doing all the heavy lifting.
Zlatan X.Jul 5, 2026B is the play here. The PMI mindset on globally distributed, high-performing teams is that nothing replaces the trust and relationship capital built through collocated interaction, and the stakeholders in this scenario are disconnected from the energy the team has generated. Flying stakeholders in for an in-person session lets them feel the momentum firsthand, ask questions directly, and walk away with the kind of confidence that a slide deck or a video call simply cannot generate. When the team is on four continents, you have a communication and engagement deficit that only physical proximity closes, and the PMI exam rewards that kind of investment in
Carlos M.Jul 6, 2026C is correct because with a high-performing distributed team the PMI answer is to leverage collaboration and communication tools, not fly people around. Zlatan is applying collocation logic to a team that is already performing, and the exam wants you to keep momentum going without disrupting it.