During project implementation, a critical performance issue is identified by team members.

In PMP terms, when a performance issue is identified during execution, the project manager’s first responsibility is to engage the right stakeholders to understand impact, urgency, and constraints, then drive an appropriate response through the project’s governance. Performance problems typically affect scope, schedule, cost, quality, or risk, so the PM should collaborate with stakeholders (including sponsor, customer reps, functional leads) and the team to assess the variance, identify root causes, and evaluate options. This aligns with monitoring and controlling objectives: validate the issue, analyze impacts, and decide whether corrective action, preventive action, or a change request is needed. Immediately submitting a change request (A) may be premature if the issue can be resolved within existing authority or thresholds. Sending it to SMEs (C) can help technically, but accountability remains with the PM to coordinate resolution and communication. Reviewing tender requirements (B) may inform acceptance criteria, but it does not actively resolve the issue.

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