You are leading a government IT system integration project using a predictive lifecycle with a dedicated team of 25 members. Six months into the 24-month project, organizational metrics show your team's velocity is 15% below the planned baseline, though quality metrics remain acceptable. During a retrospective session, team members confidentially share that the project's strict command-and-control governance structure, mandatory daily status emails, and your directive leadership style are demotivating them. Several high performers hint they are exploring other opportunities. However, the government client has explicitly required this governance approach due to previous project failures, and your sponsor strongly supports maintaining tight controls. What is the BEST course of action?

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Accepted Answer

The correct answer is A. This scenario tests understanding of ECO People Task 1.9 (supporting team performance) within the constraints of predictive projects where governance requirements are non-negotiable. The correct answer recognizes that you cannot unilaterally change client-mandated governance structures, but you can work within those constraints to improve team motivation. Option A addresses the root cause (demotivation) through recognition, development, and better communication without compromising required controls. Option B (negotiating governance changes) is unrealistic given the client's explicit requirements based on past failures and strong sponsor support; attempting this negotiation likely damages stakeholder confidence and wastes time. Option C (replacing team members) misdiagnoses the problem—the issue isn't individual performance (quality is acceptable) but rather systemic demotivation from governance approach; replacing high performers would be catastrophic. Option D (hybrid/dual approach) is ethically problematic as it essentially involves deceiving stakeholders about actual project controls, violates PMI's Code of Ethics regarding honesty and transparency, and creates sustainability risks if discovered. In predictive environments with mandatory governance constraints, effective project managers find creative ways to motivate teams within those boundaries rather than fighting or circumventing legitimate stakeholder requirements.

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