プロジェクトマネージャーは、プロジェクトの遂行に影響を与えている問題について、できるだけ早く新しいプロジェクトスポンサーに報告し、支援と指導を求めるべきです。そのためには、プロジェクトの状況と主要な懸念事項をまとめたメールを送信し、それらを話し合うための直接面談を依頼するのが最善の方法です。こうすることで、プロジェクトマネージャーは状況の緊急性と重要性を伝え、プロジェクトスポンサーと直接的かつ個人的な関係を築くことができます。また、プロジェクトマネージャーは、面談のための明確かつ簡潔な議題を用意し、自身の主張や提言を裏付ける関連情報やデータを提供する必要があります。
Option A is not a good choice, because it is passive and hopeful, rather than proactive and assertive. The project manager should not rely on the project sponsor to find time to attend the project team's weekly meetings, which may not be relevant or convenient for them. The project manager should initiate a dedicated meeting with the project sponsor to address the specific issues and concerns.
Option C is also not a good choice, because it is ineffective and inefficient. The project manager should not continue emailing updated project status reports, which may not capture the attention or interest of the project sponsor, and may not convey the severity and impact of the issues. The project manager should not wait for the project sponsor to request a meeting, which may not happen in time or at all. The project manager should take the initiative and responsibility to escalate the issues and seek the project sponsor's involvement and support.
Option D is not a good choice, because it is incomplete and insufficient. The project manager should not just complete a risk analysis and email a copy of the risk register, which may not be enough to persuade or inform the project sponsor. The project manager should also explain the context and background of the issues, and propose possible solutions and actions. The project manager should also follow up with a meeting request, rather than just urging the project sponsor to respond.
: 1: Project Management Professional (PMP) Certification 2: A Guide to the Project Management Body of Knowledge (PMBOKGuide) - Seventh Edition