What should the Project Manager do?

Last Updated on May 31, 2026 by andrewshih

If you have been studying for the PMP exam, you have probably encountered scenario-based questions like:

• What should the project manager do?
• What should the project manager do next?
• What should the project manager do first?

These questions are some of the most common — and most frustrating — question types on the PMP exam.

The difficulty is not that the answers are completely wrong. In fact, several answers often sound reasonable.

The real challenge is understanding:

That is exactly what PMI is testing.

Some students approach these questions with oversimplified rules such as:

• “What should the PM do next?” always means analyze.
• “What should the PM do?” means take action.

Unfortunately, both assumptions can lead to wrong answers.

Some students become too passive and overanalyze, while others jump into corrective action before fully understanding the situation.

The PMP exam rewards project managers who understand the proper decision sequence.

Strong project managers do not simply react. They:

1. Understand the situation
2. Evaluate the impact and options
3. Then take action

This article will help you understand how to approach “What should the project manager do?” questions using a structured PMP mindset.

---

Why “What Should the Project Manager Do?” Questions Are Difficult

One of the biggest reasons students struggle with these questions is that multiple answers often sound technically correct.

For example:

A stakeholder raises a concern about delays. Possible answers may include:

• Review the schedule
• Meet with the stakeholder
• Submit a change request
• Compress the schedule

Several of these actions may eventually happen during the project.

However, only one answer represents the correct next step based on the information currently available.

That is the key insight.

The PMP exam tests not only whether you know project management concepts. It is testing whether you understand:

• sequencing,
• timing,
• process flow,
• stakeholder engagement,
• and decision logic.

In many cases, the correct answer is not the “best solution.” It is the correct action for that specific stage of the situation.

---

The Fundamental PMP Decision-Making Principle

The easiest way to approach these questions is to remember this sequence:

PMP Decision Sequence	Purpose
Understand	Gather information and clarify the situation
Evaluate	Analyze impact, root cause, and options
Act	Implement the appropriate response

Before taking action, the project manager usually needs enough information to make an informed decision.

However, once the root cause and impact are already known, continuing to analyze becomes unnecessary.

The exam rewards appropriate timing.

Many incorrect answers fail because they:

• Act too early,
• Escalate too quickly,
• Skip stakeholder engagement,
• Continue analyzing after sufficient information already exists.

---

Simple Decision Framework for PMP Questions

When reading scenario-based questions, ask yourself these three questions:

Now, let’s look at four common scenarios.

---

Scenario Type #1: The Problem Just Occurred

One of the most common PMP scenarios involves a newly identified problem.

You may see question wording such as:

• A delay has occurred
• A defect was discovered
• A stakeholder raised a concern
• A team member identified an issue
• A vendor missed a deadline

At this stage, something has gone wrong. However, the project manager usually has limited information.

This is where many students make their first mistake.

They immediately jump into solutions such as:

• Implement corrective action
• Crash the schedule
• Escalate the issue
• Replace the vendor

But the PMP mindset expects the project manager to first understand the situation before taking action.

Correct PMP Approach

At this stage, the correct answer is often:

• Review the issue
• Assess the impact
• Analyze the situation
• Gather additional information
• Meet with relevant stakeholders

The project manager needs enough information to determine:

• What happened?
• Why it happened?
• Who is impacted?
• What options are available?

Common PMP Trap

A very common incorrect answer is immediate corrective action before sufficient analysis. The PMP exam generally discourages impulsive decision-making. Strong project managers avoid solving the wrong problem.

---

Scenario Type #2: Is the Root Cause Known or Unknown?

This is one of the most important distinctions on the PMP exam. Many students confuse symptoms with root causes.

For example:

• A dependency was missed
• A deliverable was delayed
• A defect occurred during testing

These statements describe what happened. They do not necessarily explain why it happened.

The underlying cause could still be unknown.

Possible root causes may include:

• Poor communication,
• Inadequate planning,
• Unclear requirements,
• Lack of stakeholder engagement,
• Insufficient training.

If the Root Cause Is Unknown

The project manager is still in the analysis phase.

Correct responses usually involve:

• Performing root cause analysis
• Reviewing project artifacts
• Analyzing the issue
• Gathering additional information

If the Root Cause Is Clearly Identified

Once the question explicitly states the root cause, the situation changes.

For example:

• The delay occurred because the required resources were unavailable
• The defect was caused by incorrect requirements
• The issue resulted from a known process gap

Now the project manager already understands why the issue occurred.

At this point, continuing to analyze is usually unnecessary.

The correct response often becomes:

• Implement corrective action
• Resolve the issue
• Update the plan
• Apply the agreed response strategy

If the Problem Keeps Happening

If the issue repeatedly occurs and the cause is already known, the project manager is expected to think beyond corrective action.

The focus shifts toward:

• Continuous improvement,
• Process enhancement,
• Preventive action,
• Long-term stability.

Simple Rule to Remember

Situation	Typical PMP Response
You only know what happened	Analyze
You know why it happened	Act
The issue keeps happening	Improve the system

This is one of the most useful frameworks for PMP situational questions.

---

Scenario Type #3: A Change Is Introduced

Change-related questions are extremely common on the PMP exam.

Typical scenarios include:

• A stakeholder requests a new feature
• A client wants to modify scope
• A sponsor requests additional reporting
• A regulatory change impacts requirements

The correct answer often depends on the project environment.

---

Predictive vs Agile Decision Logic

One of the most important PMP mindset distinctions is understanding how change is handled differently in predictive and agile environments.

Predictive Environment

In predictive projects, scope is usually baselined. Changes are controlled through formal change management processes.

The project manager should:

1. Assess the impact
2. Analyze effects on scope, schedule, cost, and resources
3. Submit a change request
4. Follow the formal change control process

Agile Environment

In agile environments, scope is more flexible. Changes are commonly managed through the product backlog.

The project manager or agile team typically:

1. Adds the request to the backlog
2. Prioritizes it with the Product Owner
3. Evaluates it during backlog refinement or iteration planning

The team generally avoids disrupting the current sprint unless the issue is critical.

---

Change Management Decision Table

Project Environment	Typical PMP Response
Predictive	Follow formal change control
Agile	Add to backlog and reprioritize
Hybrid	Follow the agreed governance process

---

Common PMP Trap in Change Questions

One of the most common incorrect answers is:

“Implement the change immediately.”

The PMP mindset generally discourages bypassing governance and evaluation.

Before implementing change, the project manager usually needs to:

• Evaluate impact,
• Engage stakeholders,
• Follow the appropriate process.

---

Scenario Type #4: Stakeholder or Team Issues

Another major category of PMP situational questions involves people dynamics.

Examples include:

• Conflict between team members
• A disengaged stakeholder
• Misalignment between departments
• Communication breakdowns
• Resistance to change

In these situations, many students immediately choose solution-oriented answers such as:

• Resolve the conflict
• Replace the team member
• Escalate to management
• Force a decision

However, the PMP mindset usually expects engagement before enforcement.

Correct PMP Approach

The project manager should first:

• Communicate,
• Facilitate discussion,
• Understand stakeholder concerns,
• Align expectations.

For example, if two team members are in conflict, the first step is usually not to impose a solution.

Instead, the project manager should:

• facilitate collaboration,
• understand both perspectives,
• and help the team reach alignment.

Key PMP Principle

Do not impose solutions before understanding the underlying people dynamics.

Strong project managers do not only solve visible problems. They first understand what is driving the behavior.

---

Common Mistakes PMP Students Make

1. Acting Too Early

Students often choose action before fully understanding the situation.

Examples:

• Escalating immediately
• Removing a team member
• Implementing corrective action too soon

---

2. Over-Analyzing

Other students remain stuck in analysis even after the root cause is already known.

Once sufficient information exists, the PMP mindset expects the project manager to move forward.

---

3. Ignoring the Project Environment

The correct answer may differ significantly between:

• Predictive
• Agile
• Hybrid environments

Always identify the development approach before selecting an answer.

---

4. Ignoring Stakeholder Engagement

The PMP exam strongly emphasizes collaboration and communication.

Project managers are expected to:

• Engage stakeholders,
• Facilitate alignment,
• Encourage collaboration before imposing solutions.

---

PMP Mindset: The Exam Is Testing Timing

One of the biggest mindset shifts for the PMP exam is understanding that PMI often tests timing rather than technical knowledge.

Two answers may both be technically correct.

The difference is:

• One answer represents the correct action now
• While the other represents an action that may happen later

That is why understanding sequencing is critical.

Strong project managers do not simply react. They:

1. Understand the situation
2. Evaluate impact and options
3. Then take action

This pattern appears repeatedly across:

• Risk management
• Stakeholder engagement
• Quality management
• Conflict resolution
• Change management
• Issue resolution

---

Final Thoughts

The question “What should the project manager do?” is testing whether you understand:

• Process flow,
• Timing,
• Stakeholder engagement,
• Governance,
• Situational decision-making.

The most important principle to remember is:

Before choosing an answer, pause and ask yourself:

• Do I fully understand the situation?
• Is the root cause known?
• Has the impact been evaluated?
• Is there enough information to act?

That simple framework can dramatically improve your performance on PMP situational questions.

10 Practice Questions

Here are ten practice questions to help reinforce the learning. To view the answer, use the arrow on the right side of each question to display the answer.