A project manager has been assigned to take over an existing software project.

 The new project manager should encourage participation in decision making and empower the team to improve their motivation and engagement. This is a key aspect of managing human resources in a project, as it fosters trust, collaboration, and ownership among the team members. The project manager should also communicate the project vision, goals, and expectations clearly and regularly to align the team and provide feedback and recognition. These actions can help the project manager to build a high-performing team and enhance the project performance.

The other options are not the best choices for the new project manager. Ensuring everyone performs their assigned tasks as planned may not address the root cause of the team’s lack of direction and enthusiasm. It may also imply a micromanagement style that can demoralize the team further. Organizing frequent team building sessions and updating the risk register are good practices, but they are not sufficient to improve the team’s morale and commitment. They should be complemented by other actions that involve and empower the team. Meeting with the project sponsor and proposing a corrective action for the project may be necessary if the project is facing serious issues, but it does not directly address the team’s situation. The project manager should first try to understand and resolve the team’s concerns before escalating them to the sponsor. References:

PMBOK® Guide, 6th Edition, Chapter 9, Section 9.4, “Manage Project Team”

PMBOK® Guide, 6th Edition, Chapter 9, Section 9.4.2.3, “Interpersonal and Team Skills”

PMP Project Management Professional Exam Study Guide: 2021 Exam Update, 10th Edition, Chapter 8, Section 8.3, “Managing Resources” 1