A project manager is hired as a consultant by the executive sponsor to manage a major change program that has experienced two past failures. The current executive sponsor believes the project is in good shape based on feedback from the last project manager and reports this to senior executive management. The executive sponsor believes there were no major risks threatening the time, budget, or quality of the project. In the first week of risk analysis, the project manager concludes the project timeline is unrealistic and is three months behind schedule. The organization's risk appetite is low. What is the first step that should be taken?
Select one answer.
Marked answer: B
Community Discussion
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Chose B1
By discussing the project schedule with the executive sponsor, the project manager can share the findings from the risk analysis and highlight the schedule's shortcomings. Together with the executive sponsor, they can determine a strategy for updating the risk management plan and risk response plans to address the schedule issues and mitigate potential risks.
