The project manager should alert the new project sponsor about the issues that are affecting the project delivery as soon as possible, and seek their support and guidance. The best way to do this is to send an email that summarizes the project status and key concerns, and request an immediate face-to-face meeting to discuss them. This way, the project manager can communicate the urgency and importance of the situation, and establish a direct and personal connection with the project sponsor. The project manager should also prepare a clear and concise agenda for the meeting, and provide relevant information and data to support their claims and recommendations.
Option A is not a good choice, because it is passive and hopeful, rather than proactive and assertive. The project manager should not rely on the project sponsor to find time to attend the project team’s weekly meetings, which may not be relevant or convenient for them. The project manager should initiate a dedicated meeting with the project sponsor to address the specific issues and concerns.
Option C is also not a good choice, because it is ineffective and inefficient. The project manager should not continue emailing updated project status reports, which may not capture the attention or interest of the project sponsor, and may not convey the severity and impact of the issues. The project manager should not wait for the project sponsor to request a meeting, which may not happen in time or at all. The project manager should take the initiative and responsibility to escalate the issues and seek the project sponsor’s involvement and support.
Option D is not a good choice, because it is incomplete and insufficient. The project manager should not just complete a risk analysis and email a copy of the risk register, which may not be enough to persuade or inform the project sponsor. The project manager should also explain the context and background of the issues, and propose possible solutions and actions. The project manager should also follow up with a meeting request, rather than just urging the project sponsor to respond.
[: 1: Project Management Professional (PMP)® Certification 2: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition, , , ]
